SET LONG TERM STRATEGIC OBJECTIVES FOR IMPROVED PERFORMANCE OF THE ORGANIZATION

EXECUTIVE STRATEGIC PLANNING

&
CORPORATE PERFORMANCE MANAGEMENT
17 21 DECEMBER, 2017. NASSIMA ROYAL HOTEL DUBAI . UAE

INTRODUCTION:

This five days intensive course concerned on strategic planning and the deliberate generations of alternatives. If one were just looking for the best approach, then one
would stop as soon as one found what appeared to be the best approach. Instead of stopping however on e goes on with the generation of alternatives for its own sake,
purpose of the procedure is to loosen up rigid ways of looking at things, to show that alternative ways are always present if one bothers to look for them, and to
acquire the habit of restructuring patterns.

Strategy and strategic management do not occur in a vacuum; they occur within a specific business which has a unique organization structure. This organization
structure is the facilitating framework through which business strategy is implemented, and will therefore influence strategic decisions and be affected by those decisions.

PRACTICAL CORPORATE PLANNING IS AS USEFUL AS S P A D E

START - Organizing to plan, engaging affected parties WORKSHOP OBJECTIVES:

PURPOSE - Sizing up the strategic challenge, setting targets
ANALYSE Strengths, Weaknesses, Opportunities, Threats, and generate options Define company vision, goals, main
DECIDE Devising Strategies from the options looked at
EXECUTE Evaluating and Actioning strategies initiatives, and corporate level
performance metrics
EFFECTIVE STRATEGIC PLANNING REQUIRES ONLY A HANDFUL OF PROCEDURES.
Define departmental and individual
START by engaging commitment
KPIs in line with main business
PURPOSE guides everything
ANALYZE the organization in its context strategies
DECIDE strategies
EVALUATE plan execution. Develop balanced scorecards at
corporate, departmental, and
CPM IS IMPORTANT FOR EVERY COMPANY, BUT ESPECIALLY THOSE LOOKING TO:
individual level
REMODEL their budget. Determine the data structure and
REDUCE costs.
BETTER align KPIs. data sources supplying information
UPGRADE their organizational strategy. for KPIs and scorecards, and create
IMPROVE the financial planning process.
action plans if necessary
Design performance model and
processes

YOU SHOULD APPROACH CPM WITH AN ENTERPRISE-WIDE VIEW, INCLUDING Implement technology solutions in
FINANCE, OPERATIONS, HR, IT, SALES AND MARKETING, BOTH FUNCTIONALLY AND regard to performance
AT THE OPERATING LEVEL, TOUCHING ALL LEVELS OF THE ORGANIZATION: management

For further Information/Booking

PH: +603 20274751 Fax: +603 78651533 Email: waseem@mawaevents.com Web: www.mawaevents.com

MAWA EVENTS SDN BHD TRUSTED IN DELIVERING EXCELLENCE

Leisure Commerce Square - No 9. Jalan PJS 8/9, 46150 Petaling Jaya, Kuala Lumpur, Malaysia
 EXECUTIVE STRATEGIC PLANNING
&
CORPORATE PERFORMANCE MANAGEMENT
Achieving value by effectively anticipating and managing change

OBJECTIVES

OBJECTIVES:

At the completion of this training, participants should be able to:

explain the benefits of planning in a participatory, inclusive manner

describe their departments / business units relationship to other "parts"
analyze their current position vis--vis industry, competitors, organizational capabilities
demonstrate usage of a number of tools to facilitate participatory processes
identify the support and resource requirements for implementation and sustainability of a plan
identify the key performance issues and critical success factors
Design a strategic planning process appropriate to own situation
connects strategy, through planning, to sustained execution
connects people, process, technology, and data
How to formulate on connected process components including budgeting, planning & forecasting, financial consolidation, reporting & analysis, business
intelligence, modeling, scorecarding, and master data management
Know how Its connected with adjacencies such as GRC (governance, risk & compliance), including Sarbanes-Oxley compliance, close and consolidation,
revenue growth, M & A services, cost management, operations, and many other business initiatives

WHY IT MATTERS

What does this means for your business? Managing your business depends on the processes and technology being aligned to deliver the right mix of standardization and
flexibility so you can:

Believe in the numbers and report with confidence

Set accurate expectations and anticipate results
Deliver the right visibility to the right people at the right time, and hold them accountable for results
Spend less time on non-value-add activities, so you can focus on what matters
Execute with confidence and stand up to scrutiny

WHO SHOULD ATTEND?

You need to put in consideration that plans, written or not, are essentially useless unless they can be implemented. That means they must connect closely with annual
operational plans and budgets that middle managers and staff use in their everyday work. If these people do not understand and accept the plans as workable guidelines
for action, they will be ignored.

CEO, Chairman's and Senior management

Functional managers and Operation managers
Middle managers
Senior staff

Executing your strategy is the challenge of every executive and manager in every organization

For further Information/Booking

PH: +603 20274751 Fax: +603 78651533 Email: waseem@mawaevents.com Web: www.mawaevents.com

MAWA EVENTS SDN BHD TRUSTED IN DELIVERING EXCELLENCE

Leisure Commerce Square - No 9. Jalan PJS 8/9, 46150 Petaling Jaya, Kuala Lumpur, Malaysia
COURSE CONTENT:

THE COURSE IS DESIGNED TO COVER THE FOLLOWING AREAS:

Day One: 5. Phase Three: Mission Formulation
Strategic Planning a. What, Who, How
b. Driving Forces
1. What is Strategic Planning? Why do Strategic Planning? c. Mission Statement
2. Fundamental Questions to Ask d. Unit Mission Statements
3. A Good Strategic Plan should . . . 6. Phase Four: Strategic Business Modeling
4. Strategic Planning Model a. Considerations
5. Pre-Requisites to Planning 7. Phase Five: Performance Audit
a. Assessment a. Competitor Analysis
b. Baseline b. Sbu Analysis
c. Components c. Other Data
d. Down to Specifics 8. Phase Six: Gap Analysis
e. Evaluate a. Comparison and Modification
6. Strategic Management Of Change 9. Phase Seven: Contingency Planning
7. Strategic Rope a. Key Indicators and Trigger Points
8. Managerial Tools 10. Phase Eight: Integrating Action Plans
9. Strategic Management Matrix a. Agreement to Share Resources
a. PESTEL b. Putting It All Together
b. PEST 11. Phase Nine: Implementation

Day Two: Day Four:

Applied Strategic Planning: A New Model for Organizational Linking Strategic Planning to the Management of People
Growth and Vitality
1. Introduction
1. A Definition Of Strategic Planning 2. Vision and Values
2. A New Strategic Planning Model 3. Structure and Roles
a. Planning To Plan 4. Recruitment and Selection
b. The Values Audit 5. Training and Development
c. Mission Formulation 6. Communication
d. Strategic Business Modeling 7. Care and Concern
e. Performance Audit
f. Gap Analysis
g. Contingency Planning Day Five:
h. Integrating Functional Plans Putting the Management in Total Quality Management:
i. Implementation And Implementation Considerations Creating a Strategic Framework
j. Environmental Scanning
3. Conclusion 1. The Strategic-Framework Process
4. References a. Mission and Vision
b. Key Results Areas
Day Three: c. Key Results Measures
Applied Strategic Planning d. Improvement Strategies, Projects, And Action
Plans
1. Phase One: Planning to Plan 2. MONITORING THE FRAMEWORK
a. Timing 3. STRATEGIC-FRAMEWORK DOCUMENT
2. Environmental Monitoring 4. Case Studies
3. Ongoing Implementation Considerations 5. Discussion
4. Phase Two: The Values Scan 6. Conclusion
a. Individual 7. Q/A
b. Values
c. Organizational Values
d. Philosophy of Operations
e. Organizational Culture
f. Stakeholder Analysis

For further Information/Booking

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MAWA EVENTS SDN BHD TRUSTED IN DELIVERING EXCELLENCE

Leisure Commerce Square - No 9. Jalan PJS 8/9, 46150 Petaling Jaya, Kuala Lumpur, Malaysia
 SEMINAR FACILITATORS:

ENG. KEFAH EL-GHOBBAS

Eng. Kefah El-Ghobbas is a specialist in Business Process Excellence' through Business Process Re-
engineering' in with over 20 years of experience. His experience includes working as a Quality
Engineer, a Factory Manager, Operation Manager, Process Quality Manager and Business Process
Specialist as well as Management Consultant & Trainer. He is the creator of Govermental Serives
Enhancement method, a method of prioritise the improvementable serices by business process re-
engineering of the service provision to reduce the time and cost and increase the customer
statisfication. The method is considered effective by many of dovermental enties in Dubai Goverment
because it elevates the profession of improve and enhance the servie provsion.

Kefah provided sucessful webinars through Professional Evaluation Certification Board PECB in best practices of auditing in different systems such
like ISO 9001, and ISO 50001. For more than twenty years, Kefah has led highly rated public seminars as well as in-house programs all across GCC and
Europe, Malaysia, and Turkey. He is the Executive Director and the past president of the Dubai Chapter of The Excellence Process.

Area of Expertise

1. QHSE Management
Establish, Implement, and Enhance Integrated Management Systems according to ISO9001, ISO14001, and OSHAS 18001 standards in alignment of
strategic direction and business demands.

2. Corporate Programmes of Excellence

Review and Assess achieved improvement with Corporate Performance against designed methodology and implemented approach according to Quality
Excellence Awards such as EFQM.

3. Strategic Planning
Establish the combination of goals, which the organization is striving to reach, and the policies by which it is seeking to get there in order to ensure
that the organization is going in the right direction towards the end vision.

4. Corporate Governance
Develop and Enhance a system of law and approaches by which are the corporate directed and controlled with focusing on the internal and external
corporate structures and monitoring the actions of management to mitigate risks may stem from the misdeeds of corporate officers.

Certifications & Professional Training

Workshop Associated Partner:
1. Quality System Manager 02/1999 Hungary
2. EFQM self-assessment 10/1998 Hungary
3. ISO 9000:2000 Lead Auditor 05/2002 Jordan
4. CE Marking Certification 06/2004 Jordan
5. OSHAS 18001 Lead Auditor 6/2006 Qatar
6. ISO 14001:2004 Lead Auditor 03/2008 UAE
7. IOSH Managing Site Safely 06/2008 UAE
8. Train The Trainer 02/2011 UAE
9. Coaching 05/2011 UAE

For further Information/Booking

PH: +603 20274751 Fax: +603 78651533 Email: waseem@mawaevents.com Web: www.mawaevents.com

MAWA EVENTS SDN BHD TRUSTED IN DELIVERING EXCELLENCE

Leisure Commerce Square - No 9. Jalan PJS 8/9, 46150 Petaling Jaya, Kuala Lumpur, Malaysia
 EXECUTIVE STRATEGIC PLANNING & CORPORATE PERFORMANCE MANAGEMENT
17 21 DECEMBER, 2017. NASSIMA ROYAL HOTEL DUBAI . UAE REGISTRATION FORM

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