High Impact Skills
Strategic Planning
Turn ambition into a plan with real choices, allocated resources and a way to know it is working before the year ends.
The business challenge
Why organizations ask for this.
There is no clear strategic direction, and no alignment between business goals and execution. Plans that are really budgets; ambitions that are really slogans.
Approach & methodology
How the programme actually runs.
3 modules · 8 weeks · Face-to-face + applied planning cycle
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Vision setting
Agreeing the destination precisely enough that people can act on it.
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Goal cascading
Turning strategy into operating plans that reach the team level.
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KPI tracking
Leading indicators and a review rhythm, so drift is visible early.
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Simulation
Practical tools applied in a simulation before they are applied to the year.
Competencies built
What participants can do afterwards.
Strategic thinking
Make where-to-play and how-to-win explicit choices rather than aspirations.
Prioritisation
Name what you will not do, which is what makes a strategy real.
Goal setting
Cascade the strategy into objectives somebody actually owns.
Performance alignment
Set leading indicators, so you know before the year is over.
Expected business outcomes
What the organization should see.
Improved strategic clarity and execution
Stronger alignment between teams and objectives
Better resource allocation and performance tracking
Schedule & format
Practical details.
FAQ
Frequently asked questions
Leaders and senior managers.
3 modules · 8 weeks. The rhythm is deliberate: modules are spaced so participants apply the behaviour at work between sessions.
Face-to-face + applied planning cycle. We adapt the mix to your geography and shift patterns.
Yes, and it always is. We start with two to three individual conversations with selected participants, then rebuild the cases, the language and the practice situations from your business.
Kirkpatrick levels one to four: reaction, knowledge, self-assessed behaviour, and the participant's manager assessing the same competencies. We agree the target behaviours with the sponsor before design starts.
Digital missions and buddy work on PROMOTE, with the participant's own manager involved. This is the difference between 15–20% and 60–80% transfer into practice.
Yes. We also deliver in French across our Western European and African operations.
Related programmes
Others in High Impact Skills.
Finance for Non-Finance
Two days of financial acumen for people who make financially consequential decisions without a finance background, ending in a simulated business case built on your own sector.
Critical Thinking
Test the claim before you act on it: bias, evidence and inference under time pressure.
Project Management
Practical delivery discipline for the people who run projects without the job title.
Start a conversation
Book a strategic discussion about Strategic Planning.
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.