The Strategic Implementation Journey (Stage 2) 

4-Day Back-to-Back Programme

“Success doesn’t necessarily come from breakthrough innovation but from flawless execution. A great strategy alone won’t win a game or a battle; the win comes from basic blocking and tackling”.

Naveen Jain (CEO Moon Express and Viome)

How this programme currently fits  :

1. Strategic Planning (utilising BSC) 5-days

2. Implementing the Strategy 4-days

3. Maintaining the Strategy – Use-3-days

4. Plus – Commercial Awareness for HRBPs 

Designing your BSC (strategy) and implementing the process is around 50% of the process, what is now critical is the maintenance of the plan! Bearing in mind that your plan may be spread anywhere between 1 to 5 years, it will need a lot of monitoring, managing, adjusting, and constant measuring and reporting.

The natural temptation once the early implementation phase has been completed, is to quietly ‘get back to my day job’ and assume it will all just happen. The reality is that it needs to be a consistent and constant focused approach, especially from ALL the senior management team, it is that attitude which will deliver the strategic objectives.

Strategy does not have a momentum all of its own, it has to be driven!

The good news is that if you invest the time at the front end (especially within the first six months) as ‘buy in’ and commitment takes hold, the frequency of monitoring periods can start to be extended (with caution). The other good news is that if your strategic objectives included key development initiatives such as; Talent development, upskilling, staff reserve programmes and improvement of internal processes, then the pay back down the line for you will be freeing up of your functional (working in the business) time, allowing you to focus more on the strategy (working on the business).

This programme focuses on managing the performance of your people, dealing with under performance and monitoring and maintaining your BSC.

Maintaining the Strategy 1

During this in-depth 3-day programme we will be covering the following key areas: 

  • The importance of regularly updating the progress of your BSC
  • Why you need to take a flexible approach to initiatives, and potentially re-adjust your approach when necessary (Utilising Porters 5 forces, STEEPLE analysis and Porters Value Chain Analysis review)
  • Monitoring the performance of departments, teams and individuals around delivery of the BSC
  • How to prepare for, and hold a performance review meeting that delivers positive outcomes for all parties
  • The importance of giving constructive developmental feedback
  • Setting SMART objectives for continuous improvement
  • Coaching skills and setting up coaching contracts
  • Dealing with conflict (with and without authority) understanding the different mindsets of people when under pressure (PRISM)
  • How to influence without authority
  • How to recognise the ‘real’ talent in your organisation
  • Quick overview of the type of talent development programmes (TDPs) that deliver real results that support your strategy

Who is Maintaining the Strategy for?

For organisations who have completed their strategic plan and have either implemented the process or are at the early stages of implementation. It is also suitable for those organisations who have implemented their strategy but have lost their momentum and wish to take a step back and assess the reasons why.

Delegate profiles

CEO’s, all members of the Senior Management Team, senior HR, others who are involved in ‘front-line’ delivery of the strategy, selected strategic champions.

NOTE: This programme can be run as an open programme for mixed organisations or can be delivered as an in-house programme for a single organisation.

The Benefits of Attending this Interactive Programme

By the end of this in-depth 3-day programme, each delegate will firstly understand the importance of maintaining momentum when it comes to managing the BSC process on a daily basis. They will also feel confident when dealing with under performance and setting targets and processes for improvement. Finally, they will have the skills to coach or mentor individuals, deal with conflict and recognise their talent pool.


Through case studies and a series of interactive small-group workshops, participants will apply the skills gained during this programme. This will also include an in-depth case-study which will be completed on day 3, this utilises all the skills and tools acquired during the previous 2 days.

The workshops include but are not limited to:

  • How to monitor the progress of a BSC from the top down, bottom up and across the organisation
  • Utilising tried and tested tools to analyse any internal or external changes that may require you to adjust your strategy accordingly
  • Identifying under performance within initiatives and projects
  • Hold a performance review meeting and deliver constructive feedback
  • Setting individual measurable objectives
  • Run a short coaching session
  • Manage a conflict situation and find solutions that are balanced and agreed
  • Know how aggressive, passive and assertive mindsets work and how to develop your own assertiveness
  • Influence others when you do not have authority, either with peers, colleagues, customers, suppliers and business partners (stakeholders of the BSC)
  • Understand what real talent looks like

We can deliver this programme in-house, a one- or two-day course depending on the size of the group, budget and level of topics required to be covered.

Philip Peters

Your Trainer – Philip Peters: Philips expertise has been gained from working at various management levels through to main board director. A key element of his approach is working in partnership with managers, leaders, and organisations to create a clear line of sight down, up and across organisations, installing (where applicable) measurable and achievable KPIs, therefore ensuring all employees are linked to its overall strategic goals, objectives and culture.

Over the years Philip has gained an in-depth understanding of an extensive and diverse range of market sectors from SMEs through to major corporations in both the private and public arenas, across different cultures and economic environments, including the past 9 years working in partnership with organisations from the Former Soviet Union, in Russia, Ukraine,
Azerbaijan, Belarus, Kazakhstan and Georgia.

County Hall London

Time:09.30 – 17.00

Price:£470 (Early bird £375)

Location – Our County Hall London venue is as stunning on the inside as it is on the outside.  Situated on London’s Southbank it is in a great location with breathtaking views over The Houses of Parliament, Big Ben and the London Eye.

NOTE: PRISM Profiling tool

We utilise the PRISM Brainmapping tool when designing, implementing and maintaining your BSC Prism Profiling(strategic plan). The tool has been developed using the fast paced advances in Neuroscience and has been designed to measure behaviours of individuals and teams in the
workplace in 22 different areas, allowing us to assess the probability of a person (or teams) delivering high performance in any given role.

By understanding your own and other colleagues preferred behaviours, and how individuals’ function under pressure, as well as identifying other areas of strengths and development, it simplifies the process of selecting individuals and teams for specific roles, initiative’s or projects around your strategy.

We can deliver this programme in-house, a one- or two-day course depending on the size of the