TRAINING PLAN

1. Introduction - discussion of basic concepts and definitions of an effective organizational strategy.
2. Vision and values ​​- looking into the future and defining the desired state, reflecting long-term goals, and creating fundamental beliefs, principles and ethical frameworks to build the culture and guide the organization's activities.
3. Types of goals - discussion of long-term, short-term and development goals from a strategic perspective.
4. Defining strategic, operational and development goals (organizational, breakthrough and intermediate goals).
5. Creating a short- and long-term strategy - defining goals and analyzing conditions affecting the strategy, formulating action plans and monitoring and adapting the strategy.
6. Process management - designing, creating and documenting processes, developing their effectiveness indicators based on data, and implementing, optimizing and adapting processes to changing market conditions.
7. SWOT analysis - determining the strengths and weaknesses of the organization by identifying factors influencing the achievement of goals, analyzing external factors affecting opportunities and threats arising from market trends in order to optimize activities and use for strategic planning.
8. Kaizen philosophy - i.e. the PDCA cycle as a tool for planning, implementing, assessing and improving strategies.
9. Hoshin Kanri - cascading goals by moving from strategic goals through intermediate and operational goals using regular monitoring of progress in their implementation, correction and improvement.
10. Scaling the business and organization - developing the organizational structure, optimizing processes and strengthening resources by investing in employee development, infrastructure and technology.
11. Managing yourself and tasks in time - planning the effective use of time, setting task priorities, time horizons, effective organizational methods, employee development and personal effectiveness techniques (e.g. Pomodoro technique).
12. Communication and delegating tasks - the need to shape a clear transfer of information, open communication and empathy, building positive relationships, assigning tasks and monitoring progress and providing the necessary support.
13. Barriers and errors when building a strategy - lack of data, unclear vision, incorrect understanding, one-sided approach, lack of a broader perspective, lack of analysis of the environment and a limited approach to strategic planning.