Read more here
Strategic Planning and Project Management: Delivering Change and Meeting Objectives
DATE
01 - 01 Jan, 1970
LOCATION
To Be Determined;
Why Attend?
- How has the Covid-19 pandemic changed the way central banks work?
- How can central banks, as policymakers, and as institutions, systematically incorporate and prioritise climate risk?
- How can a central bank integrate diversity questions into their strategic plans?
It is a shifting world that strategic planners find themselves in. These are the dynamics that will shape central banks and central banking over the next decade. Understanding implications, identifying synergies and taking a long-term view will be essential. Yet, in a world of constrained resources, strategic planning cannot please everyone. Prioritisation and sequencing have to be balanced with awareness and agility.
Course Objectives
-
By the end of the course, participants will be able to:
- Gain insight into new variables and dynamics shaping the work of strategic managers in 2023
- Identify processes for onboarding new responsibilities and tasks
- Understand how to coordinate risk management and strategic planning
- Incorporate lessons from the Covid-19 pandemic
- Develop roadmaps climate, CBDC and fintech
Target Audience
This course is designed to equip central bankers to meet these challenges. Each day will feature three hours of expert-led Live Content to maximise the opportunity to share and learn. The chair will ensure participants have opportunities to network throughout the course, with time set aside for a workshop on implementing key learnings.
Strategic Planning and Project Management Course Introduction
Course introduction session led by the chair
- Introductions and welcome from the chairperson
- Overview of the training course
- Discussion of the delegate expectations
What challenges and risks do central banks face?
- External pressures facing central banks from policy, operational, governance and financial perspectives
- Steps to improve institutional management
- Obstacles encountered and setting key objectives
- Discussion: risks facing attendees’ home jurisdictions
Operating in a multi-mandate environment: a governor’s perspective
- Overview of central banks evolving mandate in 2022
- Implication for external responsibilities and internal functioning
- Impacts of the evolving mandates and what this means for the central bank
- Discussion: experiences from participants’ home jurisdictions
Towards sustainability: strategic perspectives on greening central banking
- Understanding the connection between central banking and climate-related risks
- A framework for thinking about climate-related risks and their impact
- Implications for policymaking, operations and governance
- What this means for strategic planning: short, medium and long term
Building organisational resilience: the role of strategic planning
- Key features of organisational resilience as a strategic goal
- Impact of factors such as corporate culture, risk appetite and risk tolerance
- Examples of tools and frameworks for strategic monitoring and continuous assessment
- Role of interdepartmental cooperation and coordination
Strategic planning: how to be agile in an evolving world
- Overview of the ways in which the pandemic has changed the way central banks work
- Developing a more agile strategic plan
- Challenges and opportunities for central banks going forward
- How to measure progress and make an impact
Strategic planning and risk management: the mutual enablers
- Synergies and overlaps between the risk management and strategic planning function
- Emerging opportunities and unavoidable trade-offs
- Examples of methods and tools for systemic coordination and cooperation between the two functions
- Tips for engagement in the planning process: options and choices to address key areas of risk
Making the most of big data and advanced analytics
- State of the art of big data and advanced analytics
- Examples of applications in central banking and supervision
- Overview of opportunities for strategic planning and management
- Implications for resourcing and institutional organisation
Designing the strategic plan: key building blocks, focus areas and performance indicators
- The evolution of strategy planning and management as an internal function
- Key features of the building blocks of strategy design
- Examples of innovative approaches to strategic planning and management
- Indicators and matrixes for continuous assessment of strategic objectives
Interdepartmental coordination: communication in focus
- Key features of effective internal communication
- Trends and dynamics of internal department coordination
- The roles and responsibilities of communication and coordination facilitators
- Examples of innovative methods and frameworks for communication and coordination
Linking strategy to the talent pool
- Macro perspective of how strategy links to talent
- Talent demand and talent supply
- Managing jobs and job fit
- Strategic planning as a job
What’s next for strategic planning?
- Key expectations in relation to the strategic management functions for 2022 and beyond
- Trends and dynamics of roadmaps and frameworks helping to adjust the medium and long term strategy
- Challenges and opportunities for leaders
- Building a strategic plan for 2022
Closing remarks and delegate action plans
Concluding session led by the chair
- Summary of the course
- Discussion of the observed trends and case studies
- Application of learning points in the delegates’ home organisations
- Preparation of action points
Join Our Community