Management, Leadership and HR
Strategy and Planning
Corporate Strategy from Analysis to Execution
Build a strategy that survives contact with the operating plan, the budget and the people who have to deliver it.
- Duration
- 5 days
- Contact hours
- 30
- Level
- Advanced
- Fee from
- On enquiry
Overview
Strategy documents fail less often on analysis than on translation. This programme carries a strategy the whole way: from a defensible read of the market, through the choices that follow, into the resource allocation and operating decisions that make those choices real. Delegates work on their own organisation throughout.
Who should attend
Strategy leads, heads of function contributing to strategy, and senior managers accountable for translating strategy into plans.
What you will be able to do
- Produce a market read that identifies where value actually accrues.
- Make explicit strategic choices, including what the organisation will not do.
- Translate choices into resource allocation and operating targets.
- Design the review cadence that keeps a strategy alive between planning cycles.
How it is taught
Short input, then work, across 5 days of roughly 6 teaching hours each. Exercises run on situations delegates bring rather than on a case study written for a different organisation. Cohorts are capped so that everybody is asked something.
Available as classroom, executive workshop, in house.
Programme outline
Day 1
Reading the market honestly
- Where profit sits in the value chain
- Competitor behaviour and revealed strategy
- Demand shifts and the difference from noise
- Assumption logging
Day 2
Making choices
- Choice as exclusion
- Positioning and the cost of trying to hold two
- Capability honesty
- Testing a choice before committing
Day 3
Translation into the operating plan
- Resource allocation as the real strategy
- Cascading targets without distorting them
- Organisational structure following the choice
- Where translation usually breaks
Day 4
Keeping strategy alive
- Review cadence and revision triggers
- Distinguishing a failing plan from a failing strategy
- Communicating strategy so it is usable
- Retiring a strategy deliberately
What you leave with
- A one page strategic choice statement for the delegate's organisation.
- A resource allocation map showing where money and attention follow the strategy.
- A list of explicit exclusions and the reasoning behind them.
- A quarterly review structure with defined triggers for revision.
Dates and fees
| Dates | Location | Format | Fee |
|---|---|---|---|
| 23 to 27 November 2026 | Dubai, United Arab Emirates | Classroom | US$1,500 |
| 30 November 2026 to 4 December 2026 | Lagos, Nigeria | Classroom | US$1,500 |
| 7 to 11 December 2026 | Cairo, Egypt | Classroom | US$1,500 |
| 14 to 18 December 2026 | Durban, South Africa | Classroom | R15,000 |
Fees are per delegate and cover tuition, all programme materials and the certificate. Travel, accommodation and visas are arranged by the delegate. Registration closes two weeks before a programme starts.
Certificate
A GATI certificate recording what was attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended. Every certificate carries a code that anybody can check against GATI's own record.
It records participation. and GATI does not claim one it does not hold.