{"id":47050,"date":"2025-11-19T14:03:52","date_gmt":"2025-11-19T14:03:52","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/personal-development-leadership-professional-certificate-2\/lessons\/lesson-2-stratrgy-development-process-4\/"},"modified":"2025-11-19T14:03:52","modified_gmt":"2025-11-19T14:03:52","slug":"lesson-2-stratrgy-development-process-4","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/personal-development-leadership-module\/lessons\/lesson-2-stratrgy-development-process-4\/","title":{"rendered":"Lesson 2: Stratrgy development process"},"content":{"rendered":"

Lesson 2: What is Strategy ?<\/h2>\n

Strategy development process
\n<\/h3>\n

Once you have your vision, mission, values, and goals defined, you’re all set to start moving with creating your strategy.<\/h5>\n
The strategy development process is a 7-step process that included some of the efforts you’ve already accomplished while you drafted the vision, mission, values, and goals.<\/h5>\n
The 7 steps for strategy development are:<\/h5>\n
\n\n\t\t\t\t\t Step 1: Vision & Mission
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
As we’ve done in the first lesson, the first step into strategy development is to get a clear understanding and agreement with your vision and mission.<\/h5>\n
They will always be your guiding north star for the rest of the steps and the long-term organisation’s strategic advancement.
As we’ve done in the first lesson, the first step into strategy development is to get a clear understanding and agreement with your vision and mission.
They will always be your guiding north star for the rest of the steps and the long-term organisation strategic advancement.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Step 2: Internal & External analysis
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
A strategy doesn’t just involve you, your dreams, capital, and ambition alongside everything that is under your control which is called Internal Factors using a method called SWOT Analysis which includes analysing your own strengths, weaknesses, opportunities, and threats.
The analysis phase also includes competition, the legal constraints of the operating country, the manpower, and even the weather could be a factor to be considered, in a nutshell, it’s everything that is out of your control and these are called External factors that are measured using a method called PESTLE Analysis which includes Political, Economic, Sociological, Technological, Legal and Environmental factors.
Looking at both internal & external factors is very essential for drafting the strategy so you can do your best to minimize the business risk and maximize the business capabilities.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Step 3: Long-term objectives
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
The objectives are tangible and ambitious, they are statements that translate into long-term focus that are drafted from the Internal analysis you’ve done in Step 2.
Long-term objectives usually include specific improvements in the organisation’s competitive position, technology leadership, profitability, return on investment, employee relations and productivity, and corporate image.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Step 4: Strategy Decisions
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
You know where you are right now, you understand your strengths and weaknesses and have drafted your long-term objectives, now it’s the time to take decisions on what to focus on as a top priority and what can be focused on with less priority, this step is a very important step to carefully select the next 3 to 5 years focus.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Step 5: Deliverables & accountabilities
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Once you’re ready with your decisions, start clarifying the expected deliverables of the objectives, the objective could be self-explanatory but agreeing on the expected outcome further strengthen the team focus and the best thing about it is the team will ask fewer questions because they’re already clear on what is expected to be delivered.
Once the deliverables are clear, start assigning accountable or team members in charge of the progress.
Accountable are team members who would be in charge of the objective progression and will be liable for the slow progression, this step makes it super easy to understand who to speak with regarding what and when.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Step 6: Budget distribution
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
As any organisation in the world, not many have the privilege of endless cash, and with everything that only costs time has been done in the above steps, let’s move to the money factor.
Every organisation has a limit to its cash spending or capital that it’s willing to spend in a certain direction, distributing the budget is very crucial if you want to make sure that the resource of money is very well spent.
You could draft an objective of market penetration with a bigger budget if it’s one of your first priorities.
Once the budget is set for the objectives in hand, and each accountable is clear on what their spending boundaries are, you’re good to go to the last step, monitoring.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t Step 7: Monitoring & strategy pivot
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Monitoring is observing if what you’re doing is yielding the desired results or not, your objectives and goals must have progress in order for you to know if you’re in the right direction or not, with close monitoring, you’ll be able to take decisions if you need to pivot your strategy focus in a different direction.
As you have seen in the Kodak example, pivoting your strategy as needed could make you rise and progress to profitability or fall in debt and eventually fail.<\/h5>\n<\/details>\n
As we’ve done in the first lesson, the first step into strategy development is to get a clear understanding and agreement with your vision and mission.<\/h5>\n
They will always be your guiding north star for the rest of the steps and the long-term organisation’s strategic advancement.
As we’ve done in the first lesson, the first step into strategy development is to get a clear understanding and agreement with your vision and mission.
They will always be your guiding north star for the rest of the steps and the long-term organisation strategic advancement.<\/h5>\n
A strategy doesn’t just involve you, your dreams, capital, and ambition alongside everything that is under your control which is called Internal Factors using a method called SWOT Analysis which includes analysing your own strengths, weaknesses, opportunities, and threats.
The analysis phase also includes competition, the legal constraints of the operating country, the manpower, and even the weather could be a factor to be considered, in a nutshell, it’s everything that is out of your control and these are called External factors that are measured using a method called PESTLE Analysis which includes Political, Economic, Sociological, Technological, Legal and Environmental factors.
Looking at both internal & external factors is very essential for drafting the strategy so you can do your best to minimize the business risk and maximize the business capabilities.<\/h5>\n
The objectives are tangible and ambitious, they are statements that translate into long-term focus that are drafted from the Internal analysis you’ve done in Step 2.
Long-term objectives usually include specific improvements in the organisation’s competitive position, technology leadership, profitability, return on investment, employee relations and productivity, and corporate image.<\/h5>\n
You know where you are right now, you understand your strengths and weaknesses and have drafted your long-term objectives, now it’s the time to take decisions on what to focus on as a top priority and what can be focused on with less priority, this step is a very important step to carefully select the next 3 to 5 years focus.<\/h5>\n
Once you’re ready with your decisions, start clarifying the expected deliverables of the objectives, the objective could be self-explanatory but agreeing on the expected outcome further strengthen the team focus and the best thing about it is the team will ask fewer questions because they’re already clear on what is expected to be delivered.
Once the deliverables are clear, start assigning accountable or team members in charge of the progress.
Accountable are team members who would be in charge of the objective progression and will be liable for the slow progression, this step makes it super easy to understand who to speak with regarding what and when.<\/h5>\n
As any organisation in the world, not many have the privilege of endless cash, and with everything that only costs time has been done in the above steps, let’s move to the money factor.
Every organisation has a limit to its cash spending or capital that it’s willing to spend in a certain direction, distributing the budget is very crucial if you want to make sure that the resource of money is very well spent.
You could draft an objective of market penetration with a bigger budget if it’s one of your first priorities.
Once the budget is set for the objectives in hand, and each accountable is clear on what their spending boundaries are, you’re good to go to the last step, monitoring.<\/h5>\n
Monitoring is observing if what you’re doing is yielding the desired results or not, your objectives and goals must have progress in order for you to know if you’re in the right direction or not, with close monitoring, you’ll be able to take decisions if you need to pivot your strategy focus in a different direction.
As you have seen in the Kodak example, pivoting your strategy as needed could make you rise and progress to profitability or fall in debt and eventually fail.<\/h5>\n
Looking at the strategy development process, it could appear to be as simple as creating a plan as mentioned in lesson 1 because the steps are very similar to each other but there are strong differences between these words.<\/h5>\n
A plan is an arrangement, pattern, program or scheme for aa definite purpose.<\/h5>\n
A strategy, on the other hand, is a blueprint, layout, design, or idea used to accomplish a specific goal that is open for adaptation and change when needed.<\/h5>\n
Now let’s look at one of the great techniques that would aid in strategy development.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-47050","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 2: Stratrgy development process - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/personal-development-leadership-module\/lessons\/lesson-2-stratrgy-development-process-4\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 2: Stratrgy development process - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 2: What is Strategy ? 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