Strategic thinking and strategic planning often takes place separately in most public sector and corporate organisations. Strategic planning conducted in isolation inadvertently creates rigidities that impede or hinder strategic thinking and responsiveness and ultimately impacts upon an organisation’s capacity for resilience and adaptability. This course will teach you the distinctions between strategic thinking and strategic planning and how they work in tandem so that the development of outcomes, objectives and actions can be developed with sufficient inbuilt flexibilities for adaptation or evolution to changing circumstances in this era of uncertainty and tumultuous, rapid change. The course will draw on the principles of complex adaptive systems and complexity theory while using a range of case studies to exemplify the frameworks. Participants will be required to critique them using their particular work context.
$1,950 For more information about group discounts contact firstname.lastname@example.org
Strategic thinking and strategic planning often takes place in separately in most public sector and corporate organisations. Strategic planning conducted in such isolation inadvertently creates rigidities that impede or hinder strategic thinking and responsiveness and ultimately impacts upon an organisation’s capacity for resilience and adaptability.
In this workshop participants will be presented with:
- a range of models and frameworks on strategic thinking and planning to deepen and broaden their repertoire of tools;
- the principles and practices of systems thinking and mapping as a means to support strategic thinking and the development of strategic plans.
- the principles of complex adaptive systems and to use these frames of reference to generate novel and imaginative strategies freed of the constraints of conventional dogma. These approaches can then be incorporated into integrated strategic planning processes
Working in small groups, participants will be presented with a range of models and frameworks and explore their utility in the current business environment. Case studies will be presented to exemplify the frameworks. Participants will be required to critique them using their particular work context.
Dr Gary Saliba
Dr Gary Saliba is the Director of Strategic Journeys, a management consulting company that assists in strategy development work within organisations.
The unique role of Gary and his company is the integration of complex adaptive systems thinking with future studies and strategy development. This approach has enabled him to consult extensively across a range of government and commercial enterprises. Gary has developed organisational strategy that is based on plausible futures, using the scenario development methodology.
Gary’s approach is to work with people to enhance their processes in understanding their organisation’s operating environment and their own ways of operating. This leads to more informed decision-making and improved responsiveness and flexibility in an increasingly complex environment.
Gary holds a BSc(Hons), PhD in Applied Mathematics and Dip Ed from the University of Sydney. He is a Fellow of the Australian Rural Leadership Foundation.