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How to develop strategy in a complex and uncertain landscape 

No longer can we develop plans, implement them and expect that we get the anticipated results. In a complex and uncertain policy environment, strategy development requires a new way of thinking and working that will enable plans to be useful and effective. This course will draw on the principles of systems thinking and complex adaptive systems to frame new approaches for planning that enable the development of outcomes, objectives and actions to be developed with sufficient flexibility that will enable change in direction to changing circumstances. 

The assumption that an agency can set a plan, implement it and expect that the intended results will be realized is no longer valid. In a complex and uncertain policy environment, strategic thinking and strategy development requires a new way of thinking and working that will enable the plan to be useful and effective. This course provides participants with: 

  • models and frameworks for undertaking strategic thinking and strategic planning;
  • the experience in distinguishing between strategic thinking and strategic planning developing prospective (rather than retrospective) measures to determine the effectiveness of policy and strategy an introduction to the principles and practices of systems thinking and complex adaptive systems as a lens to undertake strategy development. 

Course overview

Topics include: 

  • Framing strategic thinking and planning in an uncertain and complex policy environment
  • Understanding the nature of change and how that influences the nature of policy and strategy development
  • Understanding ambiguity and uncertainty when undertaking strategic thinking and strategic planning and how to respond to each
  • Models and frameworks for strategic thinking and planning
  • Principles of Systems Thinking and Complex Adaptive Systems to understand complex and uncertain business/policy landscape 
  • Application of models and principles for undertaking strategic thinking and planning 
  • Understanding and managing entrained human behaviour patterns and their impact on strategy development 

 

Learning outcomes:

  • Understanding the nature of change and how that influences the framing of policy and strategy development
  • Understanding the distinctions between strategic thinking and strategic planning
  • The capability to identify the difference between ambiguity and uncertainty and how to respond accordingly to develop strategy
  • The capability to identify uncertainty, understand it and include the implications of it throughout the strategic plan
  • The capability to design a strategic plan and develop statements of outcome with the associated performance indicators and activities
  • The capability to better understand people during strategy and policy development and how to better manage relationships to achieve intended business outcomes

 

Who should attend?

This course is of interest to any sector that needs to understand the nature of its business environment and develop an organised response with the capacity to identify emerging trends and be able to respond to them. It is suitable for APS6 - SES level (or equivalent).

Testimonials

As a director overseeing Policy Assurance in the Commonwealth Government, this course has provided me with the ability to better understand different viewpoints, models and environment factors that impact my work.

I will be able to implement and practise some aspects of the course - especially in relation to strategic thinking at the Section/Team level. In fact, I am being supported by my management to do so.  The course has also encouraged me to more critically evaluate how strategic planning and thinking is playing out at the more senior levels of my organisation, which I think will be beneficial, even though I am unlikely to be able to directly influence what happens at this level.

Presenter

A picture of Dr Gary Saliba
Gary Saliba

Dr Gary Saliba

Dr Gary Saliba is the Director of Strategic Journeys, a management consulting company, which assists people in organisations in strategy development work.

The unique role of Gary and his company is the integration of systems thinking, complex adaptive systems with futures studies and strategy development. This approach has enabled him to consult extensively across a range of government and commercial enterprises to develop organisational strategy that is based on plausible futures, using the scenario development methodology.

Gary’s approach is to work with people to enhance their processes in understanding their organisation’s operating environment and their own ways of operating. This leads to more informed decision-making and improved responsiveness and flexibility in an increasingly complex environment. 

Gary holds a BSc(Hons), PhD in Applied Mathematics and Dip Ed from the University of Sydney. He is a Fellow of the Australian Rural Leadership Foundation and Graduate of the Australian Institute of Company Directors.