Review contracts and agreements for the obligations they create around strategic analysis and direction.
Strategic Analysis and Setting the Organisational Compass
Practical training in strategic analysis and direction, grounded in real cases and applied to your own operation.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of strategic analysis and direction is rarely deciding — it is holding the decision when it becomes unpopular. Authority is granted by the organisation; credibility in analysis and direction is earned separately. The programme suits teams tackling the wider organisational leadership agenda together as readily as individuals attending alone. The programme converts strategic analysis and direction from an area of general awareness into a set of repeatable practices. The programme builds the judgement to know which parts of this strand of organisational leadership to standardise and which to leave flexible. Participants apply analysis and direction to their own management team throughout, so the output is directly usable. The most reliable predictor of sound strategic analysis and direction is whether anyone reviews it when nothing has gone wrong. Most organisations already have a policy on analysis and direction; far fewer can show it working. The programme closes with an action plan for this aspect of organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
Establish what evidence would demonstrate that analysis and direction is under control.
Prepare a short, evidence-based briefing on strategic analysis and direction for senior management.
Read the informal dynamics that determine whether analysis and direction actually moves.
Translate strategic analysis and direction into objectives each person can see themselves in.
Judge when to escalate analysis and direction and when to absorb it.
Communicate the reasoning behind strategic analysis and direction, not only the conclusion.
Who Should Attend
Members of committees that take decisions affecting strategic analysis and direction.
Board members and non-executives overseeing analysis and direction.
Newly promoted managers taking on strategic analysis and direction for the first time.
Human resources partners advising leaders on analysis and direction.
Quality staff verifying that strategic analysis and direction performs as designed.
Project and programme managers whose success depends on analysis and direction.
Course Modules
Strategic analysis and direction: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Deciding on strategic analysis and direction when the information will never be complete
- Write down the reasoning behind your position on strategic analysis and direction.
- Decide what you will delegate on analysis and direction and what you will not, and say why.
- Confirm that reporting on strategic analysis and direction reaches the people who can act.
- Recognise publicly one person whose work on analysis and direction went unnoticed.
Session 2Showing that analysis and direction changed something measurable
- Test whether the team can explain strategic analysis and direction in their own words.
- Name the person accountable for each part of analysis and direction, not the committee.
- State the outcome expected from strategic analysis and direction in a single sentence anyone can repeat.
- Compare the cost of analysis and direction with the cost of its absence.
Analysis and direction: setting direction people can act on
2 sessions · 8 pointsSession 1Keeping analysis and direction alive after the initial push
- Identify the conversation about strategic analysis and direction you have been postponing, and schedule it.
- Identify which function can quietly block analysis and direction and address it directly.
- Assess the workload strategic analysis and direction adds and what you will remove to make room.
- Decide what will be stopped to create capacity for analysis and direction.
Session 2The cost of analysis and direction and how to present it
- Benchmark the organisation's strategic analysis and direction against comparable operations.
- Identify the data already collected that bears on analysis and direction.
- Prepare how you will respond when strategic analysis and direction is challenged publicly.
- Set escalation thresholds for analysis and direction that work out of hours.
Analysis and direction: influence across functions you do not control
2 sessions · 8 pointsSession 1Applying the standard on analysis and direction to your best performer
- Verify six months later that changes to strategic analysis and direction have held.
- Give one piece of specific feedback on analysis and direction within the week.
- Identify where judgement in strategic analysis and direction is legitimate and where it is not.
- Define the trigger that would require analysis and direction to be redesigned.
Session 2Recovering after a visible mistake on strategic analysis and direction
- Set the decision rights on strategic analysis and direction: who decides, who is consulted, who is told.
- Confirm that the people affected by analysis and direction heard it from you first.
- Test the procedure for strategic analysis and direction against a realistic scenario.
- Build the internal briefing that explains analysis and direction to those affected.
Analysis and direction: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Reading the room before proposing analysis and direction
- Rehearse the briefing on strategic analysis and direction that would follow an incident.
- Set out how exceptions to analysis and direction are requested and approved.
- Agree the standard on strategic analysis and direction and confirm it applies to everyone.
- Close out actions on analysis and direction rather than leaving them open indefinitely.
Session 2The paperwork for analysis and direction that is actually needed
- Map the handovers in strategic analysis and direction between functions and secure them.
- Decide the point at which you would escalate analysis and direction.
- Review a past decision on strategic analysis and direction and state honestly what you would change.
- Name a single owner for each element of analysis and direction.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.