Course  Objectives

• Enabling participants to identify concepts and ideas associated with strategic management and its models, strategic planning and thinking, and rules for setting goals and institutional policies
• Enabling participants to recognize how to meet the challenges and difficulties of distributing petroleum products through more appropriate strategic planning
• Familiarizing participants with models and theories of strategy formulation and strategic plan development
• Enabling participants to acquire the skills to formulate and write a strategic plan and how to identify indicators of strategic objectives
• Providing participants with practical applications and situations so that they can formulate and write the strategic plan for their institutions

Who Should Attend?

• Directors-general, executive directors and their assistants, and the directors of marketing and distribution departments in the petroleum institutions
• Managers of human Resources, training, public relations, and media departments, finance managers and managers of technical and productive services, and quality departments, managers of planning and organizational development, research and consultants in both governmental and private petroleum institutions
• Senior managements directors concerned in the development and writing of strategic plans and divisions heads concerned in participating in strategic planning

Course Schedule

The concept of strategy, thinking and strategic planning

• Strategy concept and strategic management
• Fundamental differences between strategic thinking and strategic planning
• Strategic management relationship with the strategic plan
• Strategic management approaches
• Methodologies and mechanisms for defining and formulating the strategy
• Strategic thinking skills, the mentality and behaviour of the manager and the strategic planner

Models and theories of strategy and strategic planning

• Harvard University model.
• Model of competition strategy- Michael Porter
• Model of planning using a balanced scorecard
• Model of planning using the Viver’s model
• Stakeholders’ model

Strategic planning using the Viver’s model

• The concept and importance of strategic planning according to the model
• Strategic planning steps according to the model:
• Plan for planning process
• Specifying Vision
• Specifying and formulating values
• Writing and formulating mission

Strategic planning steps according to the Pfeiffer model

• LOB’s strategic line of businesses
• Strategic business units SBU’s, and SU support units.
• Identifying key performance indicators (KPI’s)
• Gap Analysis

Applying and monitoring the implementation of the strategic plan

• Processes to link implementation to the annual evaluation of employees
• Processes to link implementation to the incentive and rewards system
• Processes to link the strategic plan to action plans
• Challenges of monitoring, assessment and evaluation