The increasing flow of business information has caused many executives losing their direction and being unable to make proactive decisions. For example, while the issue of rescheduling foreign debt is still unsettled, a new threat of a second financial crisis has emerged to affecting Asia. While an investment in the expansion of production facilities is being approved, the market suddenly shows sign of slowing; or while sales are on the rise, a new competitor suddenly emerges with better quality product at lower prices.
To deal with an ever-changing business environment, executives need to equip themselves with new strategic business analysis capabilities; i.e. the ability to analyze different factors in business that will help in the understanding, interpretation and characterization of strategic issues that determine the survival of a company. Only when business executive understand these strategic issues will they be able to survive and thrive amid the storm of information.
Strategic-management process canbe described as anobjective, logical, systematic approach for making major decisions in an organization. It attempts to organize qualitative and quantita-tive information in a way that allows effective decisions to be made under conditions of uncertainty.
Nevertheless, strategic management is not a pure science that lends itself to a nice, neat, one-two-three approach. Based on past experiences, judgment, and feelings, intuition is essential to making good strategic decisions. Intuition is particularly useful for making decisions in situations of great uncertainty or little precedent. Although some organizations today may survive and prosper because they have intuitive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other.
This course includes a study of strategic planning including mission statement development, analysis of the external environment and internal organizational factors, development of strategic alternatives, selection of appropriate alternatives, implementation of strategies, and competitive strategies and dynamics. Special emphases are given to the integration and coordination of the functional areas within the enterprise. The case method will be used to provide practical experience in analysis and decision-makingin the solution of business problems.
The participants by the end of the course program shall undertake the certification exam for proving that they have fulfilled the standard requirement as strategic business analyst.
- Build strategies using appropriate frameworks and tools
- Understand the basics of strategy implementation and control
- Understand the nature of competition and industries at an advanced level.
- Understand how external forces such as social, political/legal, economic, and technological, influence strategic decision-making and firm performance.
- Understand the sophisticated relationships among the functional areas of an organization (marketing, human resources, production, finance, and accounting) and how effective strategic planning requires a concerted effort among all functional areas.
- Understand strategy research, including extensive use of the internet as a research tool.
- Apply the strategic management model to the analysis of an ongoing enterprise, including industry, environmental, and firm assessments; firm, business, and functional strategic assessments; development and evaluation of strategic alternatives; and strategic implementation and control
- Earn a Certificate of CSBA after completion and passing the AAFM examination
Who should attend
- Business owners or employers from any industry who are interested in developing the skills needed to analyze and create strategy. There are no prerequisites, but a basic understanding of management and accounting principles is desired.
Fauzi Hasan, DR, Ir. MM, MBA, PMP, CISA, CISSP, SSCP, CISM, CMPP, CSCP, CGeIT, APICS, ITIL, CE-PM, APICS, Prince2
- An experienced professional with over 25 years invaluable experience of risk management along with implementing Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) within the agreed risk manegement methodologies and procedures
- Professor Fauzi Hasan is world-class academecian and obtained his professorship in project management and risk management from the American Academy – International Board of Standards (IBS), Colorado Springs, Colorado USA. He has strong and real drive, also willingness to succeed and a positive, proactive approach. Proficient in banking and lending operations and knowledgeable with all governent l services. Excellent research skills in preparing fraudulant investigation reports.
- The industrial exposures and coverage resides within the mid level-intensive-technology based enterprises till high level-intensive-technology based industries with extensive project management spectrum of requirements. The industries at where Prof. Fauzi Hasan has got practical hands on and delivered direct contributions to the completion and success of the projects, and encompasses areas of industries such as: banking, Information Technology and Telecommunications, manufacturing, Oil and Gas industries; and other service industries.
- Introducing Strategy
- Fundamentals of Strategy
- Strategic management
- The Macro environment, Industries and Sectors
- Strategic Capability
- Competitive advantage
- Value chain
- External analysis: Political Legal Forces, Social and Technological Forces
- Internal analysis
- Competitive positioning and business strategy
- Industry Competition
- Strategic purpose
- Level Strategies: Business Unit Strategies and Functional Strategies
- Business strategy
- Strategy Formulation
- Strategy Execution:
- Organizational Structure
- Culture and Leadership
- Strategic Control
- Corporate strategy and diversification
- Managerial Ethics and Corporate Social Responsibility (CSR)
- International strategies
- Mergers, acquisitions and alliances
- Organizing Strategy Implementation
- Wrap up and Consultation