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 · RO / EN

Vision setting

Agreeing the destination precisely enough that people can act on it.

Goal cascading

Turning strategy into operating plans that reach the team level.

KPI tracking

Leading indicators and a review rhythm, so drift is visible early.

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

Audience

Leaders and senior managers

Duration

3 modules · 8 weeks

Format

Face-to-face + applied planning cycle · RO / EN

Measurement

Kirkpatrick L1–L4

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 exploring how capability building can strengthen performance across your organization, we can help you identify where the greatest opportunities for impact lie and what capabilities matter most in your specific context.

Our first conversation is exploratory. We look at your business priorities, current challenges and organizational maturity to identify where capability development could create the most meaningful and measurable value.