This intensive course delivers a comprehensive foundation in business strategy, equipping professionals
with the tools to analyze markets, align internal capabilities, and drive long-term competitive advantage.
Participants will explore strategic models, organisational alignment, growth options, and the evolving role
of leadership in shaping strategy.
Overview
Designed for decision-makers and emerging strategists, this course offers practical frameworks and insights
to formulate, evaluate, and adapt business strategies. From internal analysis to competitive positioning,
participants will learn to lead strategy in a dynamic and global business environment.
Upon completion, participants will:
Gain fluency in classic and modern strategic models (e.g., SWOT, BCG, Porter’s 5 Forces)
Learn to align structure, culture, and capabilities with long-term objectives
Build adaptable strategies for growth, partnerships, and market resilience.
Who should attend
Business leaders, functional heads, and strategic planners
Consultants and professionals involved in business transformation or growth
Senior executives looking to sharpen strategic thinking and execution
Methodology
Highly interactive delivery through strategic simulations, real-world case analysis, structured planning
tools, and peer discussions. Focused on practical strategy design and application in complex environments.
Trainer
Facilitated by a strategy consultant with over 25 years of experience advising multinational corporations,
startups, and government agencies. The trainer brings a global perspective and deep industry insight, with
previous leadership roles in corporate planning and strategic development.
Module – 1
Foundations of Business Strategy and
Organisational Structures.
Understand the evolution of business strategy
over time
Why organisations need structured planning to
stay competitive
Explore common types of firm structures and
how they support strategy
Introduction to mission, vision, and long-term
objectives
Module – 2
Strategic Theories and Decision-Making
Models.
Overview of foundational theories of the firm
Economic, behavioural, and modern views of
firm strategy
Introduction to key strategic models (e.g., Ansoff
Matrix, BCG Matrix)
When and how to apply different models in
business planning
Module – 3
Gaining Competitive Advantage and Analysing
Markets.
What is competitive advantage and why it
matters
Applying Porter’s Five Forces to real-world
scenarios
External environment analysis: PESTEL and
industry forces
Matching internal strengths with market
opportunities (SWOT)
Module – 4
Resources, Capabilities, and the Internal
Strategic Core.
Explore the Resource-Based View (RBV) in
simple terms
How to identify and strengthen core
competencies
Understanding dynamic capabilities and their
strategic importance
Internal analysis using value chain frameworks
Module – 5
Strategy and Culture: Aligning Purpose, People,
and Positioning.
How corporate culture influences strategic direction
Aligning leadership, values, and strategic goals
Understanding and applying Porter’s generic
strategies
Communicating strategic intent across the
organisation
Module – 6
Strategic Options for Growth and Market
Expansion.
Key approaches to business growth: organic vs
inorganic
Strategies for diversification and differentiation
Mergers & acquisitions: motivations and risks
Entering international markets: challenges and
benefits
Module – 7
Collaborative Strategy and Organisational Design.
Introduction to strategic alliances and joint
ventures
Networks, ecosystems, and strategic partnerships
Choosing the right organisational design to support
strategy
Realigning structure during scaling or market shifts
Module – 8
Strategy Evaluation, Change Management, and
Adaptability.
Evaluating strategic success using KPIs and
balanced scorecards
Adapting strategy to change: triggers and resistance
Overview of change management frameworks (e.g.,
Kotter, Lewin)
Continuous improvement and feedback loops in
strategic cycles
