Thinking about and articulating the direction of a business, government agency or nonprofit enterprise is only the first step in achieving results. While the direction may be correct the execution may falter or the results may be less than expected. Integrating the various perspectives of managing an enterprise helps assure that direction will be flexible and the business structure to achieve those objectives will have a matching flexibility.

This course brings together several different perspectives and components of managing an enterprise. All of these are related to strategic direction in some manner. Key management disciplines are covered that impact the eventual performance of the enterprise. These include:

• The five forces for assessing the competitive environment
• Balanced scorecard to track the performance as relates to direction
• The value chain to determine how to realize the direction
• Architectures of the business, the latest thinking in the adaptive enterprise
• Alternative structures and integration issues for mapping the business to the direction

Each part of the enterprise has its own needs and requirements for meeting the success factors of the business. Understanding when to make a change, what the change should be and assessing the effectiveness of the change is part of the body of knowledge in this course. New concepts of looking at the structure of the business such as architectures, platforms and enablers provide the basis for an enterprise to quickly adapt to a changing business environment.

Who should attend: Strategic planners, executives, business analysts, business development managers, research and development managers, competitive intelligence analysts, business intelligence specialists, corporate development staff, mergers and acquisitions analysts, consolidation specialists and business re-engineering analysts.