(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Strategic Transformation

Because it includes changing a company’s essential essence, strategic transformation is transformation with a capital “T.” From liquid to gas, from lead to gold, from computers to consumer electronics, from advertising to self-driving cars, from retail to cloud computing, from pharmacy retailing to chronic illness treatment, and so on. Strategic transformation, when done well, revitalises a company’s growth engine. When a corporation fails to execute, critics pounce and protest that it should have “stuck to its knitting.”

A business’s main goals and objectives are referred to as strategy. Decisions about strategy have an impact on a company’s line of business, who it serves and how it serves them, as well as how it runs internally. Although it is difficult to forecast exactly what will happen when a company changes its strategy, there are a number of frequent good and bad consequences that occur when a company undergoes a strategic transition.

Significance

All administrative choices, from the front line to the boardroom, are guided by organizational strategy. Strategic plans serve as a road map for companies to realise their owners’ and top-level executives’ great visions in realistic ways. Changing an organization’s strategy can have a significant impact on how it functions, affecting everything from organizational structure to employee daily routines.

Changing your strategy might have a lot of advantages. A company’s ability to react to changes in the legal environment or the marketplace can be aided by new strategic directions. New strategies can assist a company in becoming more productive or cost-effective, or in entering a new, more profitable industry or market niche. Changes in strategy might also assist a company that has been stagnating, recapture its previous growth rates.

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The Diamond Methodology

The strategic transformation program’s objective is to enhance or build the strategic planning and execution capabilities at a corporate or business unit level. The program will implement the Diamond Strategic Transformation process covering internal and external analysis, vision development, strategy formulation, strategic planning, and execution.

This program utilizes the “Diamond” methodology, which provides a framework for implementing different training programs for client organizations.

Each phase considers the physical, technological, legal, organizational, environmental, and financial aspects of the subject at hand.

The process is pragmatic but robust, utilizing industry-standard tools and techniques and best practices. The methodology supports traditional development approaches or agile ways of working.

Strategic Transformation is inevitable for businesses that want to thrive and stand the test of time. Companies today have to go through several disruptions and market turbulence quite frequently. In this fast-changing environment, sustainability can only be achieved by adapting and evolving with the consumer, market, and industry demands.

This program aims to help companies, particularly from the Telecommunications, Information Technology, (Managed) Service Providers, Cyber Security and Healthcare industries, to understand what Strategic Transformation is and how it can be achieved through continuous improvement and by challenging the status quo.

Several variables can influence a company’s decision to alter or transform. Market competitiveness is constantly evolving and expanding. When customers have more options, their expectations tend to rise. They’re always on the lookout for a product or service that offers a bit more value than the competition. Technology is also a major motivating force. Newer, technology-driven enterprises that comprehend the current technology landscape and make the most of it have challenged the legacies of many major, established organizations. Products and services evolve in tandem with technological advancements. Customers want the same high-quality services and tailored experiences that tech-driven businesses provide.

Organizations that may have been established years ago with traditional processes and cultures that were once relevant but not any more often find it hard to cope with the changing demands. To remain in the competition, they must evolve with the changing landscape. That is where Strategic Transformation comes in. Strategic Transformation involves setting new goals for the organization and changing the way the business functions, in order to achieve those goals. It requires identifying processes that are not 100 percent efficient and making radical changes to these processes that gradually transform the way the organization operates. This training program on Strategic Transformation will focus on 20 workshops:

Discover

1. Framework Introduction
2. Scope Definition
3. Environmental Analysis
4. Transformation Vision
5. Transformation Principles

Model

6. Business Model
7. Value Proposition
8. Customer Journey
9. Operating Model
10. Transformation Strategy
11. Initiative Ideation
12. Transformation Roadmap
13. Governance & Metrics
14. Transformation Readiness

Execution

15. Transformation Preparedness
16. Innovation Management
17. Portfolio Management
18. Project Management

Optimize

19. Benefit Management
20. Evaluation & Recommendation

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Strategy Factors

Strategic planning got inextricably tied to the concept of time somewhere along the road. If tactical plans are short-term, strategic plans must be long-term, the argument went. Annually, strategic plans were supposed to be modified — or even fully rewritten. The most important aspects were to create three- to five-year goals and then move the organization ahead to attain them. These annual rituals gradually degraded into budget predictions and bonus bludgeons that had nothing to do with why customers bought from the company in the first place.

Organizations devote tremendous time, money and management firepower into designing a strategy. There should be clarity in two areas as a result of this strategy: The first is to bring the business’s “table stakes” — conventional customer and staff expectations — up to median. The majority of what most firms accomplish on most days is just meet the basic expectations of consumers or employees. Any customer considering purchasing from your firm does so because of the blocking and tackling.

The attempt to continuously deliver on multiple true competitive advantages is the second factor. These are the characteristics that not only distinguish your company from its competitors, but also that it can cling onto long enough to generate genuine profits. These competitive advantages are what drive clients to choose you over your competitors and buy from you – ideally at a higher price, but even simply getting them to come to you is a victory.

Implementing a strategy entails pushing these two parts as far and as long as possible. You will reap the benefits of a solid strategy the more consistent you ar