Leading Strategic Initiatives (Program Management) with Greg Githens
DescriptionTopics: Leadership Development | Strategic Application and Governance | Strategic Planning and Implementation | Benefits Realization | Complexity
As organizations recover, pivot, and “bounce forward” from the pandemic, they will increasingly charter strategic initiatives. Strategic initiatives are distinct from initiatives intended to improve business operations. Strategic initiatives are bold endeavors with large organizational scale and scope; thus, they are programs that apply tools from the program management toolbox.
When in crisis and emerging from crisis, individuals typically discover that a new kind of thinking is needed. Individuals need to acquire an executive and strategic mindset, reject out-of-date conventions and practices, and apply the principles of innovation and experimentation.
This seminar’s primary objective is to provide proven leadership practices, skills, and insights specific to strategic initiative programs. Participants will exit the seminar with tools, perspective, and confidence to make instant, positive contributions to their organization. The seminar content is grounded in real-world examples of strategic initiatives delivered through video clips, personal experiences, and case discussions.
Pre-Work: 1.0 hours.
What You Will Learn
- Recognize the distinctive leadership competencies of program managers (compared to project managers)
- Identify the four LIDS leadership roles for a program manager
- Recognize how the BAGEL model defines the five performance domains of program management (Benefits, Alignment, Governance, Engagement, Lifecycle)
- Recognize the characteristics of good strategy
- Using storytelling concepts to effectively communicate with stakeholders
- Use metrics to improve alignment with strategy
- Identify the essential elements of organizational pivots
- Gain better support change and transformation initiatives
- Develop governance concepts that foster buy in and benefit and also avoids bureaucracy
- Recognize the AAAT model of organizational resilience and how it affects business pivots (Anticipation, Absorptive, Adaptation, Transformation)
PDU Allocation Table
|CAPM / PMP / PgMP||4||4||7||15.00|