Strategic Planning and Project Management: Delivering Change and Meeting Objectives


01 - 01 Jan, 1970


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-obj_img Course Objectives

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    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

course-obj_img 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

1970 - Course Type & Date

DATE: 01 - 01 Jan, 1970

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