Mini MBA in Management Training Course

Participants can assess external forces and identify their implications for strategic choices.

• PESTLE analysis structured around political, economic, social and technological forces
• Regulatory obligations translated into strategic constraints and delivery requirements
• Market signals separated from assumptions, opinions and untested management beliefs
• Scenario planning using plausible drivers, uncertainties and decision triggers
• Stakeholder mapping identifies influence, interest, expectations and potential resistance
• External findings converted into strategic opportunities, threats and priority questions

Participants can define a defensible strategic position using market and capability evidence.

• Porter's Five Forces assesses industry profitability and competitive pressure
• Competitor profiles compare offer, price, channels, capabilities and market share
• Customer segments prioritised by needs, value potential and service expectations
• Strategic position defined through cost, differentiation, focus or hybrid choices
• SWOT findings tested against evidence rather than unranked brainstorming lists
• Strategic choices expressed as explicit priorities, exclusions and resource commitments

Participants can use economic reasoning to assess demand, pricing and resource allocation decisions.

• Demand drivers distinguished between price, income, substitutes and customer preferences
• Price elasticity estimated from volume responses and competitor price movements
• Fixed, variable and semi-variable costs classified for decision analysis
• Break-even analysis calculates volume requirements under alternative cost structures
• Opportunity cost considered when scarce capacity supports competing initiatives
• Marginal analysis informs pricing, outsourcing and service-level decisions

Participants can interpret core financial statements and identify management implications.

• Income statements explain revenue, gross margin, operating cost and profit
• Balance sheets connect assets, liabilities, working capital and capital structure
• Cash flow statements distinguish operating, investing and financing cash movements
• Accruals, depreciation and provisions explained through management reporting effects
• Budget variances separated into price, volume, mix and timing causes
• Financial ratios diagnose liquidity, profitability, efficiency and financial risk

Participants can construct a financially credible case for investment or change.

• Investment options compared through costs, benefits, timing and risk exposure
• Payback period calculated using annual net cash flow assumptions
• Net present value discounts future cash flows at stated rates
• Sensitivity analysis tests volume, cost, schedule and benefit assumptions
• Optimism bias addressed through reference data and contingency allowances
• Business-case recommendations distinguish financial returns from strategic necessity

Participants can define customer value propositions and select suitable market approaches.

• Customer jobs, pains and gains inform a value proposition
• Segmentation criteria combine needs, behaviours, value and accessibility indicators
• Target segments selected through attractiveness and organisational capability tests
• Positioning statements specify audience, category, benefit and supporting reason
• Marketing mix decisions align product, price, place and promotion
• Customer journey mapping identifies failure points and moments of value

Participants can improve customer-facing processes using service and relationship management measures.

• Sales funnel measures track conversion, cycle time and pipeline quality
• Account plans identify stakeholder needs, growth opportunities and relationship risks
• Service standards define response, resolution, quality and escalation expectations
• Net Promoter Score interpreted alongside complaints, retention and service data
• Complaint analysis separates root causes from isolated customer incidents
• Retention actions prioritise customers by value, risk and recovery potential

Participants can diagnose process performance and specify practical operational improvements.

• SIPOC diagrams define suppliers, inputs, process steps, outputs and customers
• Process maps reveal handoffs, rework, queues, controls and decision delays
• Bottleneck analysis identifies constraints limiting throughput and service capacity
• Capacity planning compares demand patterns, staffing levels and utilisation rates
• Lean waste categories identify defects, waiting, motion and overprocessing
• Standard work documents critical tasks, controls, timings and quality criteria

Participants can design performance measures that support accountability and timely intervention.

• Balanced Scorecard links financial, customer, process and capability measures
• Leading indicators distinguished from lagging indicators and output measures
• KPI definitions specify formula, source, owner, frequency and target
• Performance dashboards focus attention on exceptions, trends and decision needs
• Data quality assessed through accuracy, completeness, timeliness and consistency
• Root-cause analysis uses five whys and cause-and-effect categories

Participants can define a programme that connects coordinated projects to strategic outcomes.

• Programme objectives translate strategic intent into measurable outcome statements
• Project, programme and portfolio roles distinguished by purpose and authority
• Programme blueprint connects vision, capabilities, projects, benefits and dependencies
• Scope boundaries prevent unrelated work entering the strategic change effort
• Tranches sequence change according to readiness, value and implementation risk
• Dependencies mapped across projects, operations, suppliers and decision authorities

Participants can establish decision rights, oversight arrangements and assurance controls for a programme.

• Governance boards define sponsorship, approvals, escalation and accountability routes
• RACI matrices assign responsibility, accountability, consultation and information duties
• Programme controls cover scope, schedule, cost, risk, quality and benefits
• Stage gates test readiness before funding, procurement or implementation decisions
• Assurance reviews provide independent challenge to plans, evidence and controls
• Management reports highlight decisions required, exceptions and forecast outcomes

Participants can create an integrated delivery plan with realistic resources and control points.

• Work breakdown structures decompose outcomes into manageable deliverables and activities
• Critical path analysis identifies schedule constraints and float allowances
• Resource plans match skills, capacity, timing and delivery-accountability requirements
• Milestone plans establish decision points, handovers and measurable completion criteria
• Cost baselines separate labour, procurement, contingency and operational transition costs
• Earned value measures compare planned work, completed work and actual cost

Participants can identify, evaluate and control risks affecting strategic and programme outcomes.

• Risk registers record causes, events, consequences, owners and responses
• Probability-impact matrices prioritise threats using agreed scoring criteria
• Risk appetite statements guide escalation, acceptance and management action
• Bow-tie analysis links preventive controls, events and recovery controls
• Assumptions logs expose dependencies requiring validation before key decisions
• Contingency plans specify triggers, actions, authority and communication requirements

Participants can plan benefits and adoption activities that turn delivery outputs into measurable results.

• Benefits maps connect programme outputs, capability changes and measurable outcomes
• Benefit profiles define measures, baselines, owners, timing and evidence sources
• Change-impact assessments identify affected roles, processes, systems and policies
• ADKAR analysis diagnoses awareness, desire, knowledge, ability and reinforcement needs
• Stakeholder engagement plans match messages, channels, timing and accountable owners
• Adoption measures track usage, compliance, proficiency and operational performance

Participants can adapt their leadership approach to build accountability and sustained delivery.

• Situational leadership matches direction and support to capability and commitment
• Psychological safety supports escalation, learning and early risk identification
• Decision rights clarify who recommends, decides, executes and reviews
• Management rhythms establish meeting cadence, agendas, actions and follow-through
• Team charters define purpose, behaviours, roles and conflict-resolution methods
• Accountability conversations address commitments, evidence, barriers and next actions

Participants can align roles, skills and workforce plans with strategic delivery requirements.

• Organisation design aligns accountabilities, spans of control and decision speed
• Workforce plans forecast demand, skills gaps, recruitment and development priorities
• Competency frameworks define observable knowledge, skills and behaviour requirements
• Succession plans identify critical roles, readiness levels and development actions
• Performance objectives cascade strategic priorities into individual accountabilities
• Reward mechanisms assessed for unintended behaviours and performance consequences

Participants can negotiate priorities and communicate recommendations to senior decision-makers.

• BATNA analysis prepares alternatives, limits and negotiation decision thresholds
• Interest-based negotiation separates underlying needs from stated positions
• Influence maps identify decision-makers, allies, blockers and communication priorities
• Executive messages lead with recommendation, evidence, implications and required decision
• Decision papers distinguish facts, assumptions, options, risks and recommendations
• Difficult conversations use inquiry, observation, impact and agreed next steps

Participants can incorporate ethical, social and environmental considerations into management decisions.

• Ethical decision tests examine duties, consequences, fairness and public scrutiny
• Conflict-of-interest controls identify disclosure, recusal and approval requirements
• Triple bottom line assesses economic, social and environmental effects
• Supplier due diligence examines labour, integrity, security and environmental risks
• Sustainability measures incorporated into investment options and operating decisions
• Speaking-up channels protect escalation of misconduct, harm and control failures

Participants can combine strategic, financial, operational and delivery analysis into a coherent proposal.

• Problem statements define current performance, consequences and desired future state
• Options appraisal compares strategic fit, cost, feasibility, risk and benefits
• Financial model aligns investment, operating costs, savings and cash impacts
• Target operating model specifies processes, roles, systems and performance controls
• Programme roadmap sequences tranches, dependencies, decisions and transition activities
• Executive narrative connects evidence, recommendation, risks and implementation commitments

Participants can build, review and present a complete strategic business case and programme delivery plan for a real management challenge.

• Strategic diagnosis consolidates external, customer, financial and operational evidence
• Recommended option states value proposition, priorities, exclusions and success measures
• Investment case presents costs, benefits, assumptions, sensitivities and funding needs
• Governance design assigns sponsorship, decision rights, assurance and reporting
• Benefits and risk plans define ownership, controls, measures and review points
• Executive presentation secures challenge, feedback and decisions on next actions