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Strategic Thinking

Strategic Thinking

Module Introduction


Based on Drucker’s business theory, this course discusses the strategies that enable organizations to develop and grow in times of uncertainties and keen competitions.

By teaching Drucker strategic thinking system, managers are able take the standpoint of the customer, and have a bigger picture of long term development of the organization, so as to carry out effective strategic planning in the face of keen competition.

Teaching Method


Interactive teaching styles incorporating case studies and practical application of Drucker management theories.

Module Objectives


Planning out effective strategies and achieve entrepreneurial vision.

Target Learners


Executive management or decision-makers of a company; or individuals with management experience.

Module Duration


1 Day (7 Hours)

Module Outlines




Learning Objectives

Unit 1
Drucker’s Strategic Thinking

Unit 2 
Entrepreneurial Theory

Unit 3
Mission, Vision & Objectives of Enterprise     

Unit 4
Objectives – Basic Strategies of Enterprises

  • Where do strategies come from

  • 3 key points of developing strategies

  • Understanding Drucker’s strategic thinking

  • Exploring role of a planner 

  • Significance of Drucker’s theories  

  • 3 main assumptions

  • Measuring effectiveness of Drucker’s theories

  • Understanding  importance of Drucker’s theories

  • Creating customers 

  • Characteristics of entrepreneurial objectives and strategic vision

  • Comprehending entrepreneurial objectives through vision, mission and objectives of an enterprise

  • Set customer-oriented entrepreneurial objectives 

  • Set practical and achievable entrepreneurial objectives

  • Ways to develop practical entrepreneurial objectives 

Unit 5
Strategies & Strategic Planning 

  • Drucker’s interpretation of “Future” and impacts of “Future” on strategic planning 

  • Concept of “Planned withdrawal” 

  • Understanding strategies and strategic rules

  • Developing new business, marketing strategies and target markets

Unit 6
Strategic Assumption 

  • “5 fundamental of fact” affecting strategy planning

  • Analysis of external environment of enterprise  

  • Understanding how “5 fundamental of fact” affects organization, practice of management and individual

Unit 7 
Operation Mistakes    

  • 5 fatal operation mistakes

  • To identify and avoid the operating mistakes

Unit 8 
External Environment 

  • Assessment of the challenge of external environment and advantages of an enterprise

  • Recognizing business opportunities and hidden risks

  • Evaluation advantages of an enterprise, and make strategic plan accordingly

Unit 9
Core Competency    

  • Examine core competency of an enterprise 

  • Value-chain Analysis

  • Evaluation of core competency and competitive position of an enterprise 

Unit 10
Strategic Choice

  • Comparing various entrepreneurial strategies

  • Boston model and common business model

  • Analysis and picking of suitable business model for an enterprise

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