Strategic Implementation and Delivery – A Practical Guide

This is an open programme and an in-house training course. For further information and pricing contact [email protected] or phone on +44 20 7661 7817.

Overview

A strategy is only as good as its implementation. This course considers the challenge of strategic policy with an emphasis on implementation and delivery. It guides you through a series of questions and tools that will enable you to make strategic choices that are more feasible, that better address the key challenges you face, that work in different future scenarios, and that result in sustained changes and better results for your organisation.

Who is it designed for?

This event is for civil service and public sector officials with strategy, policy or business planning responsibility at all levels, including senior staff.

How will you benefit from attending?

You will gain insights from the trainer and course colleagues that will improve your ability to implement a strategic approach. This will help you address the challenges your organisation currently faces as well as emerging opportunities and threats in the future. You will also examine and understand the impacts that remote and hybrid team working could have on your workflow and co-ordination.

Learning outcomes

You will:

  • Understand how to identify delivery considerations from the start of the strategic policy process
  • Be able to analyse the capacity and capability of your organisation so as to assess the feasibility of your proposed strategy
  • Understand when to used goals-based or issues-based approaches
  • Be able to apply the most important insights from change management when developing and delivering your strategy
  • Explore how you can adopt a delivery-focused approach to scenario planning

This is an open programme and an in-house training course. For further information and pricing contact [email protected] or phone on +44 20 7661 7817.

Agenda

Session One Making Deliverable Strategic Policy Choices

Factors for thematic consideration

  • Who is involved in the decision-making process? Analysis of where power lies, and how this is impacted by current remote and hybrid working practices
  • Are the proposed policy options politically and publicly acceptable? Practical tests of political nous and judgement
  • Are new legal powers necessary and what timescales would be involved if so?
  • Are the proposed policy options enforceable? Examination of the basis on which this judgement is being made. Factoring in the spectrum of compliance
  • Discussion of delegates’ experiences
Session Two Capacity Analysis in the Strategic Decision-Making Processes
  • Analysis and approaches
  • Methodologies for assessing whether organisational staff are competent to carry out new functions effectively
  • Does the organisation responsible for delivery or enforcement have the necessary financial and manpower resources? – methods for stress-testing organisational capacity
  • How to avoid common pitfalls – what does not work well and why?
  • Sharing delegates’ examples
Session Three Goals-Based Planning and Issues-Based Planning
  • Moving from goals-based planning to issues-based planning
  • Identifying and charting future goals
  • Planning from the present based on issues
  • Risk: practical methodologies for identification and mitigation
  • Facilitated discussion
Lunch
Session Four Practical Tools for Managing Change
  • Planning and communicating change
  • Methods for implanting change management (and how not to do it)
  • Understanding and using PESTLE and McKinsey 7s effectively in policy implementation and delivery
  • Creating strategy maps: what is involved and how complicated or simple do they need to be in order to be effective?
  • Review of delegate experiences
Session Five Practical Scenario Planning
  • Analysis of the stages of scenario planning
  • Who will be responsible for delivery? Responsibility, capacity, incentive, ownership
  • What delivery-chain models have been appraised and is a procurement process needed, and at what time and cost?
  • To what extent will the choices made deliver the overall strategic goals?
  • Is the choice deliverable in acceptable timescales and cost?
  • Practical stages for moving from implementation to delivery of impact, with consideration of remote and hybrid working impacts
  • Final discussion
Close

Our training seminars are based on

  • A vast reservoir of knowledge about effective, delivery-focused approaches that are designed to enable you to achieve better results in your place of work
  • Expert practitioner and thought-leader experience, covering a comprehensive range of practical knowledge and people skills, to help you to work more productively
  • International perspectives and experience, enabling transferability and applicability wherever in the world you are from

Our training team

  • Our L&D team have all had successful careers as practitioners in their fields of expertise. They bring their experience, knowledge and skills to support the professional development of other public servants
  • Our team all now work as professional trainers, blending practitioner experience with professionally designed L&D solutions
  • Between them, our team have provided training for more than 100,000 public servants from 120 countries

Our training ethos

  • We deliver people-focused training designed to help you perform better
  • We provide practical insights, based on years of experience about what works, combined with practical methods to help you to make it work effectively in your own organisation
  • We are here to help you to perform better

This is an open programme and an in-house training course. For further information and pricing contact [email protected] or phone on +44 20 7661 7817.