MOVING FROM OPERATIONAL MANAGER TO A STRATEGIC THINKER
Managers need to balance their roles between operational management and strategic thinking. As organisations flatten with changing roles, strategic thinking is no longer the responsibility of only senior management. All managers down the line are required to think strategically within the context of their oragnisationa’s business.
Participants will develop a strategic mindset so as to add value their organisations within their own work units as well as in their interactions with other units. Developing a strategic mindset also prepares participants for higher levels of responsibility over time.
- Understand the difference between operational management and strategic thinking
- Understand what is strategy and how strategic thinking can add value to your organisation
- Learn a structured, four-step approach to strategic thinking
- Apply this approach to different types of organisations—commercial and non-commercial and to different levels within an organisation – corporate, business unit and functional level
- Understand the challenges and key requirements of successful strategy execution
- What is Strategic Thinking? Strategy?
- A structured framework for strategic thinking
- Formulating the Strategic Questions Answer
- Answering the Strategic Question
- Some Strategic Analysis Tools to Help Answer the Questions
- Mission and Vision
- Strategic Thinking at the Functional Level
- Strategy Execution
Alfred Chan has been in management consulting for over 20 years, with Arthur D. Little, Andersen Consulting (now Accenture), Arthur Andersen and KPMG, in the last two firms as a Partner and a Director respectively. Prior to management consulting, he was in investment banking for five years, with Morgan Guaranty (JP Morgan) and DBS Bank,
Alfred’s work in management consulting has focused on strategy, financial, privatization and organizational advisory services. He has led projects in strategic and business planning, market research, project feasibility analysis, design and implementation of performance management systems (balanced scorecard, EVA), financial modeling and analysis, business valuation, cost and pricing analysis, financial restructuring, industry reform and regulation, corporatization and privatization, organizational restructuring. In investment banking, he has involved in a range of capital market and corporate finance advisory work.
Alfred has an MBA (Finance Major) from Columbia Business School in New York where he graduated top of his graduating class. He also has BE (Hons) in electrical engineering from the University of Melbourne, earned under a Colombo Plan Scholarship. Alfred has also completed Morgan Guaranty’s nine-month Commercial Bank Management Program in New York and attended the five-day Kaplan and Norton Balanced Scorecard Certification Bootcamp.
Alfred conducts training for the company’s clients in his two areas of expertise: strategy and finance. Finance courses he trains in include “Finance for Non-financial Managers” and “Financial Analysis and Valuation”. Strategy courses he conducts include “Strategic Planning for Business Leaders” and Moving from an Operational Manger to a Strategic Thinker”. Alfred also conducts the Accounting, Finance and Strategy modules of AMA’s 5-Day MBA Workshop.