This course offers a methodical approach to developing and communicating a bank's strategy.
The course explains the tools and analytical approaches that can be used to develop a future strategy based on a thorough understanding of the bank's capabilities and the macroeconomic and market environment in which it operates. It also covers all of the key processes in the creation of strategy. It needs both strong analysis and innovative thought to develop a strategy.
The course pushes participants to make sure that the plan they create is supported by evidence while also giving them the freedom to "think outside the box" in order to come up with market-beating and novel methods. It also makes suggestions on how the strategy might be articulated and delivered effectively to compel top management and staff support.
At the end of this course, the participants will learn about:
Understand the strategic management process in the banking industry
Learn key concepts and techniques used in the development and implementation of strategic plans
Understand how to manage organizational resources and performance
Develop the ability to analyze and evaluate the external environment of a bank
Gain an understanding of how to develop and implement effective strategies in a bank
This course is intended for managers and executives working in the banking industry, as well as individuals seeking to develop a career in banking management.
What is it and why does it matter
Can a bank function without a strategy?
Strategic plans, business plans, operational plans, and budgets – differences and interrelations
Who is involved in strategic planning, and what skills do they need?
The time horizon of the strategic plan
The strategic planning cycle and timetable
Typical contents of a strategic plan
Financial assessment and performance review
Understanding the macro environment - PESTLE
Resources and capabilities – financial, human, technological, process, culture, and brand
The market, and competitive position
Strengths and Weaknesses – the SW of the SWOT
Market segments and hot spots
Porter's Five Forces
Porter's Three Generic Strategies
Treacy & Wiersema’s Three Value Disciplines
The Anssof Matrix – Penetration and Diversification
The Boston Box – Dogs and Cows
Opportunities and Threats – the OT of the SWOT
Summarising the SWOT
Coming to a conclusion – Combining the evidence base with creativity, innovation, and discipline
Testing viability – Building and using a financial model
What do they mean and why do they matter?
Examples from around the world – some good, some bad
Characteristics of strong Mission and Vision statements – avoiding the pitfalls
Communicating the Mission and Vision – audiences and uses
This course aims at equipping the hiring (line) managers, procurement, and recruiters to maximize the return on investment in the “recruit to contract termination” process of external consultants and contractors for the hiring organizations. Organizations want to enjoy the flexibility of a contractor’s workforce instead of internal staff, but would there be conflicts when contractors and internal staff have to work together? How to ensure seamless team effort among contractors and internal staff?
The trend of outsourcing and the continuous interest of shareholders to want organizations to have fewer and fewer headcounts and governments should become smaller and smaller; the importance and popularity of external consultants and contractors keep increasing. How to identify and attract the best contractors/consultants? How to accelerate the onboarding time for contractors/consultants? How to retain them? How to get the most out of them within a flexible contract period? It is quite similar to the case with internal employees, yet there is a significant difference too.
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Too often company executives and professionals spend most of their time fixing day-to-day problems. They react to problems, rather than focusing on what they would like the company to be and then on making it happen. This program focuses on changing the way we think from reacting (responding to day-to-day problems, fixing and repairing) to developing plans for what we want to have happened and then implementing the plans.
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