Upon completion of this course, participants will be able to:

• Master the process of dynamic strategic planning, integrating feedback loops and adaptive iteration.
• Apply Scenario Planning and War Gaming to stress-test existing strategies against major uncertainties.
• Implement Beyond Budgeting principles to achieve more fluid and strategic resource allocation.
• Develop a strategic control system that links high-level vision to measurable team-level outcomes (e.g., using OKRs).
• Identify and manage the organizational politics and cognitive biases that derail strategic execution.
• Design the governance structure required to manage a portfolio of both core business and exploratory innovation.
• Effectively communicate complex strategic decisions and trade-offs to the board and diverse stakeholders.

• Chief Strategy Officers and C-Suite Executives
• Corporate Development and M&A Teams
• Executive Board Members and Governing Bodies
• Directors of Planning and Performance Management

The methodology is highly interactive, simulating executive-level strategic sessions. **Scenarios** involve leading a simulated "War Game" against a major digital competitor to stress-test the company's five-year plan. **Case studies** analyze the strategic planning cycles of large, successful multinational companies known for their adaptive capabilities (e.g., Amazon, Haier). **Group activities** focus on developing a set of high-level strategic OKRs for a major institutional pivot. **Individual exercises** require participants to develop a communication strategy for explaining a controversial strategic trade-off (e.g., divesting a core business). **Syndicate discussions** debate the practical implementation challenges of fully adopting a Beyond Budgeting model in a regulated environment.

UNIT 1: The Foundations of Adaptive Strategy

• The limitations of annual, fixed-budget planning in a dynamic environment (VUCA)
• Defining Adaptive Strategy and the concept of strategic clock speed
• Integrating Digital Transformation, Foresight, and Innovation into a unified plan
• Analyzing Strategic Control Systems: The link between strategy, metrics, and incentives

UNIT 2: Stress-Testing and Risk Management

• Advanced techniques for Scenario Planning to map multiple plausible futures
• Implementing "War Gaming" to anticipate and simulate competitor moves and market shocks
• Identifying the most critical strategic uncertainties and developing mitigation hedges
• Using risk-adjusted metrics to evaluate strategic investment options

UNIT 3: Dynamic Resource Allocation and Funding

• Introduction to Beyond Budgeting: Moving from fixed budgets to rolling forecasts and flow funding
• Applying the Three Horizons Model for balanced portfolio funding (H1, H2, H3)
• Designing an internal Corporate Venture Capital (CVC) model for exploratory funding
• Governance for funding: Empowering decentralized teams while maintaining strategic oversight

UNIT 4: Execution Excellence and Alignment

• Cascading strategy using the OKR framework for institutional alignment and accountability
• The role of the Executive Management Office (EMO) in driving cross-functional execution
• Designing a performance management system that rewards both execution and strategic risk-taking
• Techniques for measuring the health and agility of the strategic execution process

UNIT 5: Governance and Stakeholder Communication

• Developing a clear framework for board-level reporting on strategic progress and risk
• Managing the organizational politics of resource reallocation and strategic trade-offs
• Mastering the communication of complex strategic narratives to diverse internal and external audiences
• The leadership role in maintaining institutional coherence during continuous strategic change