This advanced course transforms operational managers into strategic leaders capable of anticipating market shifts, challenging assumptions, and positioning their organizations for future success. It moves beyond simple planning to emphasize a mental framework focused on holistic systems analysis, creative problem-solving, and long-term foresight. Participants will master tools for environmental scanning, scenario planning, and connecting daily decisions to high-level strategic goals. By developing a strategic mindset, attendees will be able to make proactive choices, identify non-obvious opportunities, and effectively communicate a compelling, future-proof vision to stakeholders and teams.
Strategic Thinking and Foresight
Leadership and Business Management
October 25, 2025
Introduction
Objectives
Upon completion of this course, participants will be able to:
- Differentiate between operational planning and strategic thinking and apply the strategic mindset daily.
- Apply advanced environmental scanning tools (**PESTEL** or **SWOT**) to identify external threats and opportunities.
- Master the process of **Scenario Planning** to prepare the organization for multiple potential futures.
- Analyze complex business problems through a **Systems Thinking** lens, understanding interdependencies and unintended consequences.
- Develop clear, coherent, and compelling strategic options based on deep foresight and analysis.
- Translate high-level strategic choices into actionable, measurable objectives (e.g., **OKRs**) for their teams.
- Utilize critical thinking skills to challenge deeply held organizational assumptions and biases.
- Communicate a convincing future vision to gain organizational buy-in and resource commitment.
Target Audience
- Senior Managers, Directors, and Executive Leaders
- Strategy Development and Business Planning Teams
- Internal Consultants and Business Analysts
- Project Managers responsible for large-scale, long-term initiatives
- High-Potential Leaders being groomed for executive roles
Methodology
- Group simulations creating a complete set of **Scenario Plans** for a volatile industry.
- Workshops applying the **PESTEL** model and **Systems Thinking** to a current organizational challenge.
- Role-playing exercises presenting a long-term strategic recommendation to a mock board.
- Individual assignments translating an organizational strategy into a team-level **OKR** framework.
- Case studies analyzing the strategic foresight and agility of successful and failed industry leaders.
Personal Impact
- Development of a sophisticated, holistic **Strategic Thinking** mindset and approach.
- Mastery of scenario planning and environmental scanning for proactive decision-making.
- Enhanced ability to challenge organizational assumptions and identify non-obvious opportunities.
- Stronger influence through the ability to articulate a clear, future-focused vision.
- Acquisition of tools to analyze complex problems through a **Systems Thinking** lens.
- Increased personal contribution to high-level strategic direction and long-term planning.
Organizational Impact
- Improved organizational agility and preparedness for disruptive market changes.
- More effective allocation of resources to high-impact, strategic priorities.
- Faster and more aligned execution of strategy across all departments (Strategy-to-Execution gap reduction).
- Better decision-making by considering long-term consequences and systemic interdependencies.
- A culture where leaders anticipate the future rather than simply react to the present.
- Reduced organizational risk through proactive identification of external threats.
Course Outline
Unit 1: The Strategic Thinking Mindset
Section 1: Shifting from Operational to Strategic- Defining strategic thinking: scope, time horizon, and level of abstraction
- Identifying and overcoming cognitive biases that inhibit effective strategic thinking (e.g., confirmation bias)
- The difference between setting goals and building a coherent, integrated strategy
- Techniques for dedicating time and focus to true strategic work over reactive tasks
Unit 2: Environmental Scanning and Analysis
Section 1: Seeing the Big Picture- In-depth application of the **PESTEL** framework (Political, Economic, Social, Technological, etc.)
- Mastering **SWOT** analysis and translating findings into strategic action points
- Identifying 'weak signals' and emerging trends that may disrupt the industry
- Analyzing competitor moves and industry structure (e.g., Porter's Five Forces)
Unit 3: Scenario Planning and Foresight
Section 1: Planning for the Future- A structured methodology for developing multiple, plausible future scenarios
- Identifying key drivers and critical uncertainties for scenario construction
- Using scenario planning to test the robustness of the current corporate strategy
- Developing 'no regrets' strategic options that deliver value across all scenarios
Unit 4: Systems Thinking and Decision-Making
Section 1: Holistic Problem Solving- Introduction to **Systems Thinking** concepts (inter-relationships, feedback loops)
- Mapping complex organizational systems to understand unintended consequences of decisions
- Applying critical thinking to challenge deeply held strategic assumptions and paradigms
- Developing decision-making criteria that weigh short-term results against long-term strategic integrity
Unit 5: Strategic Communication and Execution
Section 1: Translating Strategy into Action- Crafting a compelling strategic narrative and vision that inspires employees and stakeholders
- Cascading the strategy: translating high-level goals into concrete, measurable objectives (**OKRs**)
- Techniques for influencing peers and senior leaders to gain buy-in for strategic change
- The leader's role in monitoring strategic progress and adapting the course (strategic agility)
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