Mini MBA:
Strategic Planning & Effective Budgeting

Developing strategies, analyzing risks, negotiating effectively, budgeting, and controlling costs are crucial skills for managers committed to achieving top performance and making significant contributions to their organizations.

In a business environment that is increasingly uncertain and turbulent, both top and middle management must balance long-term vision with short-term actions. Managers who can adapt swiftly to frequent changes are highly sought after. This Mini MBA: Strategic Planning & Effective Budgeting training course provides a structured and coherent framework for mastering these essential skills, equipping you to navigate daily challenges and fulfill your long-term professional responsibilities.

This comprehensive training course consists of two modules which can be booked as a 10 Day Training event, or as individual, 5 Day training courses.

Module 1 - Strategy, Risks, Negotiation & Leadership

Module 2 - Effective Budgeting & Operational Cost Control

This 10-day Anderson training course offers delegates opportunities to gain skills in strategy development and implementation, together with risk assessment. To understand finance, in particular budgeting and cost control and how performance measurement enables organisations to track the viability of their strategies. Packed with many practical exercises and a safe environment in which to practice new skills, delegates will:

• Gain an understanding of strategy and strategic thinking
• Learn about risk management and mitigation
• Practice negotiating and learn top tips for effective negotiations
• Develop skills in budgeting and cost control
• Understand how financial measurement supports strategic success

This 10-day Anderson training course is suitable for a wide range of professionals who wish to develop their strategic leadership capabilities and gain a greater grasp of budgeting and cost control. For example:

• Current and potential Managers, and business Leaders at all levels
• Those responsible for developing and leading strategic changes
• Procurement and Client Service Managers responsible for negotiation strategies
• Functional Team Leaders in the governmental or private sector
• Staff Members responsible for budgeting and financial controls
• Non-finance Managers with financial responsibilities

• Introduction to strategy - background, historical developments, major theories
• Strategic Management – a practical approach for every leader
• A consistent methodology for strategy development
• The relationships between vision, mission and strategy
• The steps involved in developing a strategy

• The meaning and nature of risk
• Identifying the risks in a given strategy
• Prioritizing risks
• Contingency planning
• Risk mitigation strategies 

• The everyday role and attitude of ‘Win-Win’ negotiating
• Power - gaining a superior position
• Strategy and Tactics in negotiating
• Understanding your opponents negotiating style and tactics
• Negotiating Countermeasures

• The strategic role and nature of effective leadership
• Charisma and how to earn it and use it effectively
• The role of the modern leader and how leadership has changed
• Innovative Leadership skills
• Maximizing the performance of each team member
• Motivating the 'Average' employee 

• Intrapersonal style and skills
• Interpersonal and leadership communication skills
• Leadership and The Challenge of Change
• Strategic leadership for team development
• Developing a personal action plan for further self-development

• The key role of budgeting and cost control in contemporary organizations
• The 21st century business imperative: delivering value added (but to whom?)
• Financial vs. Managerial accounting (for decision making)
• Understand your processes: integrating financial and non-financial aspects
• The budgeting process
• Examples & Discussion

• The key features of budgeting
• Advantages and concerns with budgeting
• Accountability and centers of responsibility
• Zero-based budgeting
• Budgeting and cost control
• Examples & Discussion 

• Different costs for different purposes
• Fixed vs. Variable costs
• The Cost-Volume-Profit analysis model
• Contribution Margin analysis
• Examples & Discussion 

• Under-costing and over-costing: the consequences for profitability
• Indirect (OH) vs. Direct costs
• Traditional Cost Allocations systems vs. Activity-Based Costing (ABC)
• Linking resources, activities and management
• Variance analysis
• Video, Case Study and Examples 

• Broadening performance measurement systems
• Beyond budgeting: Integrating financial and non-financial issues
• Introducing the Balanced Scorecard
• Introducing the Strategy maps
• Introducing Six-sigma
• Video, Case Study and examples

Anderson Certificate of Completion will be provided to delegates who attend and complete the course