Managers are promoted for competence and then judged on balanced scorecard strategic planning, which nobody trained them for. Teams read what their leaders tolerate on strategic planning far more accurately than what their leaders announce. Plans for this area of organisational leadership often fail at the handover point between functions. Organisations that document balanced scorecard strategic planning properly resolve disputes about it far more quickly. The programme suits teams tackling the practice within organisational leadership together as readily as individuals attending alone. The course leaves participants able to diagnose weaknesses in strategic planning before they become incidents. The course covers balanced scorecard strategic planning at the level of detail needed to act, and stops there. Every module pairs a short input on strategic planning with structured practice on the participant's own material. The final session converts the week's work on the wider organisational leadership agenda into commitments with owners and dates.
Expected Learning Outcomes
✓
Judge when to escalate balanced scorecard strategic planning and when to absorb it.
✓
Distinguish the parts of strategic planning that must be standardised from those that require judgement.
✓
Document decisions about balanced scorecard strategic planning in a form that remains useful after the people change.
✓
Review your own performance on strategic planning as rigorously as you review others'.
✓
Align the incentives of different functions so balanced scorecard strategic planning is not quietly sabotaged.
✓
Recognise early indicators that strategic planning is drifting away from its intended design.
✓
Translate balanced scorecard strategic planning into objectives each person can see themselves in.
Who Should Attend
✓
Founders and owner-managers formalising balanced scorecard strategic planning as the organisation grows.
✓
Executives leading multi-function programmes involving strategic planning.
✓
Managers of multi-site operations seeking consistency in balanced scorecard strategic planning.
✓
Team leaders responsible for daily delivery of strategic planning.
✓
Newly promoted managers taking on balanced scorecard strategic planning for the first time.
✓
Managers with direct responsibility for strategic planning within the management team.
Course Modules
Open any module to see its sessions and topics.
01
Balanced scorecard strategic planning: conflict, politics and informal power
2 sessions · 8 points
Session 1What your team concludes from how you handle balanced scorecard strategic planning
State the outcome expected from balanced scorecard strategic planning in a single sentence anyone can repeat.
Distinguish symptoms from causes when strategic planning underperforms.
Record the rationale for each significant choice made about balanced scorecard strategic planning.
Name the person accountable for each part of strategic planning, not the committee.
Session 2Who answers for strategic planning, and to whom
Review a past decision on balanced scorecard strategic planning and state honestly what you would change.
Agree the indicators that will show whether strategic planning is improving.
Set escalation thresholds for balanced scorecard strategic planning that work out of hours.
Agree the standard on strategic planning and confirm it applies to everyone.
02
Strategic planning: delegation, trust and accountability
2 sessions · 8 points
Session 1Delegating strategic planning without abandoning it
Confirm that reporting on balanced scorecard strategic planning reaches the people who can act.
Agree what will be standardised in strategic planning and what will not.
Ask the team what they think is wrong with the plan for balanced scorecard strategic planning.
Identify your successor for strategic planning and the gap they need to close.
Session 2Building someone who can run strategic planning without you
Identify where judgement in balanced scorecard strategic planning is legitimate and where it is not.
Review whether strategic planning is aligned with the objectives of the management team.
Decide the point at which you would escalate balanced scorecard strategic planning.
Recognise publicly one person whose work on strategic planning went unnoticed.
03
Strategic planning: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1Saying the thing about strategic planning that nobody wants to say
Check that balanced scorecard strategic planning still works when volumes rise unexpectedly.
Prepare how you will respond when strategic planning is challenged publicly.
Collect evidence on the present handling of balanced scorecard strategic planning before proposing changes.
Confirm that the people affected by strategic planning heard it from you first.
Session 2Holding the line on balanced scorecard strategic planning when it costs you
Reduce the variation in how balanced scorecard strategic planning is carried out between teams.
Identify which function can quietly block strategic planning and address it directly.
Give one piece of specific feedback on balanced scorecard strategic planning within the week.
Agree the smallest change to strategic planning that would be visibly useful.
