Course 3624
The ability to implement key business strategies serves as an indispensable component for highly successful leaders around the world. From fundamentals to planned contingencies, executing strategic initiatives are vital towards organisational advancement.
The fact is, many managers are taught how to plan. But few understand execution. And this is reflected in the high failure rate for business strategy implementation. In an increasingly complex and rapidly changing world, organisations are now seeking individuals with enhanced implementation comprehension and capabilities.
This Strategy Implementation Institute professional certification & training programme ensures you’re qualified to meet those demands. Developed by industry-leading business strategist, this high-impact programme is based on rigorous standards and ongoing research to meet real-world expectations and organisational needs.
While the on-demand training modules in this bundle can be completed it any order, it is recommended that you complete the on-demand training modules prior to attending the live, instructor-led training course.
In-Person
Online
During the course of this training bundle, you will:
Certification Information
The exam is facilitated by APMG International. You will be provided with an exam voucher and details to how to book your exam when you are ready. In preparation, you need to have a webcam set up so that APMG can monitor and ensure the high standard of examination. You are required to remain in front of the camera during the one-hour exam.
This module addresses how to identify and maximise the return on your implementation investment by developing and growing the financial value of the organisation. The payoff from the organisations who succeed in strategy implementation is high as the failure rate is high.
The module learning objectives are:
Crafting: The module focuses on ensuring the budgeting exercise happens after the crafting of the strategy and focuses on providing budgeting structure.
Embedding: Ensure your organisation has the discipline to track the implementation and take corrective action as required, while cascading the strategy.
Executing: Ensure your organisation has the discipline to track the implementation and take corrective action as required, while cascading the strategy.
Sustaining: Leaders now need to decide if to reinvest profits back into the organisation or be prudent for a later date.
This module addresses understanding the leader's role in strategy implementation. Leaders don't implement. A leader's role in strategy implementation is to drive and champion it. The employees are responsible for the implementation by taking the right actions each day. Leaders need to stay engaged throughout the implementation, constantly be inspiring, coaching their employees, and overseeing and tracking the implementation.
The module learning objectives are:
Crafting: Leaders habitually repeat mistakes from previous implementations. The challenge is to learn from past mistakes while adopting best practices for the new implementation.
Embedding: Leaders need to share a consistent message across the organisation while driving, coaching, and championing the implementation.
Executing: Leaders need to stay true to the strategy while also managing the business. This requires an ambidextrous leadership style.
Sustaining: As the organisation is celebrating the successful implementation, leaders are responsible for already starting to ask, "what next?".
This module addresses why your business model needs to change to support strategy implementation. Adopting a new strategy translates to changing the current business model. Sometimes the changes are minor, and at other times they require a whole business model transformation, e.g. when adopting digitalisation. But the business model needs to change to support the implementation.
The module learning objectives are:
Crafting: By default, a new strategy translates to changing the way the organisation operates. This means a new business model to support and enable employees.
Embedding: Synergising the way employees work to drive the implementation takes focus and energy within the organisation. Leaders need to remain observant of both external and internal trends and the best methodology for transforming the business.
Executing: At this stage the new strategy starts to be imbued into the organisation and is becoming the new norm. However, the business model needs to remain fluid.
Sustaining: This is almost a contradiction because as the organisation is sustaining the implementation success, the leaders need to already be preparing the next strategy and organisation's transformation.
This module addresses why culture drives your implementation. Culture drives the way an organisation implement its strategy. Two organisations can have the same strategy but how they implement will always be different as every organisation's culture is different. Culture no longer eats strategy for breakfast because of the speed we are working today. Strategy now drives the culture in many organisations that drives the way they implement.
The module learning objectives are:
Crafting: Culture is important in the implementation of strategies because it drives the way an organisation implements. Two organisations can have the same strategy but how they implement it is driven by their culture. And as every organisation's culture is different it means every implementation is unique.
Embedding: Understand how to embed the culture to support implementation.
Executing: Culture is the hardest of the seven modules to change as culture can be defined as, "the way you do everything." Therefore, if you need to change the culture you are changing the way you do everything.
Sustaining: Culture life cycles are becoming shorter and as a result the leaders need to maintain an open mind to their own organisation's culture. Ironically, they need to sustain the culture while also maintaining fluidity to change it!
This module addresses how to manage and communicate to different stakeholders. The initial challenge is to introduce the new strategy to the whole organisation, and in this module, you are introduced to how this can be effectively done by teasing internal stakeholders and having leaders recognise that the launch is only 15% of the overall implementation communication goals. Too frequently in stakeholder management, communication around the implementation, dissipate after the first six months. A heavy emphasis in this module is placed on nurturing the communications throughout the whole implementation journey.
The module learning objectives are:
Crafting: Leaders are responsible for setting their employees up for success by starting to identify what new skills and information employees require. They need to identify the most effective way to prepare the different stakeholders and to communicate key messages.
Embedding: Leader's responsibilities now shift to ensuring that different stakeholders have the right information, skills and understanding to implement. Too many implementations fail at this stage because leaders don't invest the time to prepare their employees. This section discusses communication and leverages more videos as they are one of the most popular forms of communication.
Executing: Executing stakeholder management focuses on sustaining the communication while ensuring communication transparency and engaging employees.
Sustaining: Make stakeholder management an active part of every leader’s communications and strategy implementation.
This module addresses how to ensure employees are inspired to participate in the implementation. Which is not an easy challenge as the level of employees who are disengaged in their work is surprisingly high in many countries and industries. Asking employees to adopt a new strategy translates to asking them to do "more work". Why? Initially they must keep working the old way while adopting the new way. The challenge is for leaders to inspire, engage and excite their people in the implementation. When employees are committed to the implementation, they will start to take the right actions that then gains momentum and early success. We need lots of people, taking small actions to create implementation. It's also important to prepare employees with the right implementation attitude, knowledge and skills.
The module learning objectives are:
Crafting: Only 5% of employees (Bridges research) can tell you their own organisation strategy. One of the first challenges is to make sure everyone in the organisation knows why it is changing, understand what the new strategy is about and identify the impact on themselves. Embedding: The challenge is to identify the new skills employees require to implement the strategy and to ensure they are engaged.
Executing: As momentum builds among employees across the organisation, leaders focus to now setting everyone up for success with the resources and recognition that reinforces the right actions. Train the rest of the organisation.
Sustaining: Strategy continuous to evolve and leaders need to ensure employees do so as well by continuously adopting new skills and capabilities.
This module addresses the importance of tracking and reviewing implementation. Taking corrective action along the way is critical for success. But how do you know where you are and what action to take if you are not diligently tracking your performance, throughout the whole implementation journey. Too many leaders start off with the right intentions but somewhere between thought and actions they lose focus and commitment. Tracking performance is an essential discipline and this module focuses on ensuring the organisation has the right measures in place to manage the implementation and the discipline to constantly review the organisation's performance.
The module learning objectives are:
Crafting: As the organisation starts to implement, it's essential for leaders from the start to have in place the right measures to track progress and start to instil the discipline of constantly reviewing performance.
Embedding: Ensure your organisation has the discipline to track the implementation and take corrective action as required, while cascading the strategy.
Executing: Make sure the implementation is reviewed as required and challenge the original strategy assumptions.
Sustaining: Review the strategy to ensure its still fully adding value.
Challenge assumptions made in original strategy
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This programme has been designed for:
There are seven modules with four stages, making up 28 different sections, which take approximately 2 days each to complete and are broken into bite-size learning combining videos, presentations, and articles. The modules can be taken in any order. You can start the course on any day, and you are free to study whenever it suits you and at your own pace. The only time limit is a 12-week access to the course.
The exam is facilitated by APMG International. You will be provided with an exam voucher and details to how to book your exam when you are ready. In preparation, you need to have a webcam set up so that APMG can monitor and ensure the high standard of examination. You are required to remain in front of the camera during the one-hour exam. Exam voucher expires 12 months from booking date.
Yes, on enrollment into the programme you will automatically become a member of the Institute, which is included in the fee for the first year.
Upon successful completion of the exam and receiving the SIP certification you can add Professional Member of the Strategy to your credentials. After being a Professional Member for two years, you can then apply to become a Fellow of the Strategy Implementation Institute.
Yes, your exam sessions will be facilitated within the course timetable, and your online exam will be invigilated by your class Instructor.
No, the course is designed for you to take your exams during the course, which is the most optimal time for exam success. If you wish to take your exams post-class, you will need to contact our Customer Service team to arrange this.
