Introduction
We live in a changing world. Nothing is certain but uncertainty. Management, CEOs, and board members should be open & flexible enough to adapt. By adaptation, we mean strategic understanding & planning to what’s happening.
This workshop is not designed for non-decision makers. This workshop is designed for leaders who have the eagle view and the ability to change and respond to change.
The recent changes in the world like unrest, pandemic, health crisis dictate new strategies and approaches to run organisations and keep to existence. So, again, for those managers, leaders, CEOs, board members, they have to master new comprehension & skills in terms of strategic planning, crisis management, media communication during crisis, and the adaptation of technology to survive.
Workshop Objectives of The Global Approach to Leading During Crisis
- Apply strategic thinking to analyze their current environment and determine their organizational ambition after the crisis
- Assess and choose strategies that create a sustainable competitive advantage for the organization
- Convert strategic plans to operating plans by turning threats into opportunities
- The use of internet and remote management during & after the crisis
- Discuss experiences & lessons learned from different countries
The Global Approach to Leading During Crisis Workshop Outlines
Day 1
Strategic thinking and planning after Covid-19
- Strategy safari
- The strategic management process updates
- Strategic thinking versus strategic planning
- Benefiting from new circumstances (turning threats into opportunities)
Effective Remote Management
- Work continuity during Crisis
- Design your own new online working environment:
- Remote communication & motivation in changing environments
- Optimize IT Technology & Applications to boost communication
Day 2
Analysis of the environment
- Porter's 5 forces
- Creating and capturing value
- Conducting a SWOT vis-à-vis TOWS analysis
- Fundamentals of the PEDESTAL framework
- Succeeding in strategic analysis
Day 3
Assessing strategic choices
- The 3 primary goals of competitive strategy
- Porter's generic competitive strategies
- Value chain
- Innovating in the industry value chain
- Developing a competitive advantage
- Strategic choices in parallel to Media & public image
Day 4
Developing operating plans
- Cascading from vision to action plans
- Criteria for effective action plans
- Developing strategic initiatives
- Developing departmental plans
- Managing the execution of strategy
- Some countries response plan and approaches the Pandemic (UK, Europe, UAE, KSA, & Turkey)
- Connecting the dots backward
Day 5
Crisis Management and Crisis Communication
- Brand image and reputation
- Internal communications
- External communications
- Stakeholders
- Operational partners
- Social media communications
- Other miscellaneous issues
Training Methodology
- Presentations & Videos
- Hands-on application & mini-workshops
- Open discussions
- Group learning through learning activities to enhance communication
