Strategic Thinking
offered by International Institute for Management Development

Private University
1 Campus
Estd. 1990

Strategic Thinking
at
IMD
Overview

Strategic thinking involves diagnostics, alternatives and choices

Duration	8 weeks
Total fee	₹2.36 Lakh
Mode of learning	Online
Course Level	UG Certificate

Strategic Thinking
at
IMD
Highlights

Earn a certificate of completion from IMD Switzerland
Learn from 17 videos, 12 business cases and 7 group work sessions

Strategic Thinking
at
IMD
Course details

Who should do this course?

For Executives
For Managers or leaders

What are the course deliverables?

Make a habit of thinking strategically
Consider how internal and external forces will affect your strategic moves
Evaluate top and bottom line performance moves, business models and strategic innovations
Identify strategic moves with the best trade-off between value creating potential and implementation risk
Design a strategic roadmap for your business or organization

More about this course

Develop an ambitious, but realistic strategy for your unit or organization, by starting with internal and external diagnostics to see what is happening to your competitive advantage
The program is unique in the range of strategic alternatives you will be exposed to: performance moves, generic business models, and strategic innovation perspectives
By developing your ability to judge value-creating potential and risk, you will think more clearly about making strategic choices, developing viable new operating models and innovating to turn tech and other threats into opportunities

Strategic Thinking
at
IMD
Curriculum

Week 1: Introduction to the program, platform and participants

Understand main program themes

Create personal learning objectives

Meet all participants

Week 2: Diagnostics - strengths and weaknesses

Conduct an internal strategic analysis

Gain varied industry, geographic and functional perspectives via group work

Consider challenges created by a technological revolution

Week 3: Diagnostics - opportunities and threats

Conduct an external strategic analysis

Use two frameworks to analyze threats and opportunities

Work in pairs on an organizational case study

Week 4: Alternatives - performance moves

Assess alternatives for performance improvement

Understand how internal and external forces for change affect strategic moves

Focus on the future and the need for top-line or bottom-line moves

Week 5: Alternatives - outpacing business models

Assess alternatives to understand your competitive position

Find out how to catch and outpace your competitors

Study disruptive innovation, industry evolution, and incremental breakpoints

Week 6: Alternatives - strategic innovation domains

Identify, evaluate and choose between strategic experiments

Study innovation as it relates to value delivery and value proposition

Learn how strategic innovation helps organizations outpace competitors

Strategic Thinking
at
IMD
Faculty details

Paul Strebel, Emeritus Professor

Paul Strebel has been working with boards of directors and top management teams for more than 25 years on strategic vision and the resolution of boardroom conflicts. In addition to personal experience as a board director, he has facilitated highly interactive workshops and seminars on best in-class boards and strategic breakthroughs for more than 50 multinationals in Europe, U.S., South Africa, the Middle East and S.E. Asia.