Build coalitions across functions to make strategic market entry leadership stick.
Strategic Leadership of Geographic Expansion and New Market Entry
Turn strategic market entry leadership from a stated policy into a practice your organisation can evidence.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of strategic market entry leadership is rarely deciding — it is holding the decision when it becomes unpopular. Most failures in entry leadership trace back to a conversation someone avoided having. The method assumes participants will be challenged on their handling of the wider organisational leadership agenda and prepares them for it. Practitioner evidence points the same way: strategic market entry leadership improves fastest where responsibility for it is named and owned. They gain the ability to sequence improvements to the organisational leadership capability in an order their organisation can absorb. The content is relevant to those who own entry leadership and to those who are held accountable for its results. Improvement in strategic market entry leadership stalls when it depends on one capable individual rather than a defined method. This programme builds entry leadership from first principles, without padding and without omitting what matters. It closes by agreeing the smallest change to this aspect of organisational leadership that would make a visible difference.
Expected Learning Outcomes
Resolve conflict about entry leadership without leaving residue.
Define the scope and boundaries of strategic market entry leadership so that responsibility for it is unambiguous.
Build the trust that makes candid feedback about entry leadership possible.
Verify that improvements to strategic market entry leadership have held six months after they were introduced.
Set the minimum documentation for entry leadership that is genuinely necessary, and stop there.
Set direction on strategic market entry leadership that people can act on without further interpretation.
Who Should Attend
Project and programme managers whose success depends on strategic market entry leadership.
Executives leading multi-function programmes involving entry leadership.
Department heads and senior managers accountable for strategic market entry leadership.
Board members and non-executives overseeing entry leadership.
Quality staff verifying that strategic market entry leadership performs as designed.
Coordinators responsible for keeping records and documentation of entry leadership current.
Course Modules
Strategic market entry leadership: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Delegating strategic market entry leadership without abandoning it
- Identify where judgement in strategic market entry leadership is legitimate and where it is not.
- Prepare how you will respond when entry leadership is challenged publicly.
- Record the rationale for each significant choice made about strategic market entry leadership.
- Draft the minimum viable leadership plan for entry leadership.
Session 2Recovering after a visible mistake on entry leadership
- Review a past decision on strategic market entry leadership and state honestly what you would change.
- Agree the standard on entry leadership and confirm it applies to everyone.
- Decide the point at which you would escalate strategic market entry leadership.
- Ask the team what they think is wrong with the plan for entry leadership.
Entry leadership: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Reading the room before proposing entry leadership
- Name the person accountable for each part of strategic market entry leadership, not the committee.
- Recognise publicly one person whose work on entry leadership went unnoticed.
- Confirm that contractual obligations around strategic market entry leadership are understood.
- Review whether entry leadership is aligned with the objectives of the management team.
Session 2Holding the line on entry leadership when it costs you
- Agree what will be standardised in strategic market entry leadership and what will not.
- Build the competence framework that supports entry leadership.
- Assign responsibility for keeping documentation of strategic market entry leadership current.
- Write down the reasoning behind your position on entry leadership.
Entry leadership: setting direction people can act on
2 sessions · 8 pointsSession 1Building lasting competence in entry leadership
- Check whether incentives anywhere reward behaviour that undermines strategic market entry leadership.
- Check that records of entry leadership answer the questions likely to be asked.
- Confirm that the people affected by strategic market entry leadership heard it from you first.
- Name a single owner for each element of entry leadership.
Session 2Comparing strategic market entry leadership with recognised practice
- State the outcome expected from strategic market entry leadership in a single sentence anyone can repeat.
- Set out how exceptions to entry leadership are requested and approved.
- Build the internal briefing that explains strategic market entry leadership to those affected.
- Check that entry leadership still works when volumes rise unexpectedly.
Entry leadership: delegation, trust and accountability
2 sessions · 8 pointsSession 1Applying the standard on entry leadership to your best performer
- Give one piece of specific feedback on strategic market entry leadership within the week.
- Identify which function can quietly block entry leadership and address it directly.
- Decide what you will delegate on strategic market entry leadership and what you will not, and say why.
- Establish the boundary of entry leadership and record what sits outside it.
Session 2Reading the current state of entry leadership honestly
- Test whether the team can explain strategic market entry leadership in their own words.
- Decide what will be stopped to create capacity for entry leadership.
- Assess the workload strategic market entry leadership adds and what you will remove to make room.
- Set escalation thresholds for entry leadership that work out of hours.
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.