Strategy Masterclass

Strategy Masterclass Designing Strategy for a Volatile World

“I discovered Dr Kenny in the pages of the Harvard Business Review along with thousands of others. Thanks to Zoom and the pandemic, I was able to participate in Graham’s Strategy Masterclass.


I HIGHLY RECOMMEND this class to business managers, CEOs and anyone that needs help to understand strategy and in how to make it work for their businesses.

THE MAN in strategy, as far as I am concerned, is helping me to slowly break the cement blocks holding me back. Although I teach Strategic Marketing and am an expert, I had no idea how much I did not know.

This has been life and career changing.”

Tom Elmer – Professor, West Chester University of Pennsylvania & Consultant

Pandemic’s Impact

In the last few years things have changed – dramatically. CEOs, executive teams and managers have realised that they must reset how they design business strategy. Among the drivers of this change are:

  • Volatility – in the business environment
  • Dependencies – a heightened awareness, e.g., on suppliers in the supply chain; on employees working from anywhere
  • Stakeholders – a new emphasis on “stakeholders” in management thinking and action, e.g., “stakeholder capitalism”

This program shows how to embrace these changes via an effective framework to move with the times and come out on top.

Interactive Format

The package consists of 5 one-hour, interactive modules presented by Graham via Zoom Meetings. While the sessions include PowerPoint they are ultimately intimate interactions designed to meet your needs. They are not impersonal webinars.

Each module concludes with a 15 minute Q&A session.

Follow-up Coaching – Included

The price for the Strategy Masterclass includes an individual coaching session with Dr Kenny by phone or online at the end of the course.

There is no limit on the length of this session with some lasting an hour and a half.

Masterclass Modules


Business is operating in a volatile world brought on not only by the pandemic but also by changes in management thinking. This includes a shift to “stakeholders” in management language, e.g., “stakeholder capitalism”. However, most management teams lack a consistent framework to address these changes. The questions addressed in this module include:

  • Can you, on the fingers of one hand, tell someone the ingredients of success in your industry?
  • Have you been developing strategy looking inside-out?
  • Are you able to look at your business outside-in?
  • Is your organisation a Champion or a Plodder?


“Stakeholders” are now front and centre in any modern strategic discussion or planning. But how do you identify them? Which ones are “key”? These are the central questions in this module. We also address the importance of identifying changes and trends in your industry and the impact they have on stakeholder relationships. The questions addressed in this module include:

  • Does your team genuinely understand what’s going on in your industry?
  • How can you make your strategic analysis more penetrating?
  • Can you identify your “key” stakeholders?
  • Can you describe your target customer clearly?


“Stakeholders” are now front and centre in any modern strategic discussion or pl

Objectives are essential in shaping strategy. Yet most management teams make a complete mess of writing clear and measurable objectives. The list becomes a hotchpotch of items developed via brainstorming or similar method. This module shows you the right way to go about the task. The questions addressed in this module include:

  • Are you precise in what you want your key stakeholders to do?
  • Are you aware of the three ways to measure business results?
  • What’s the role of planning parameters in the objective-setting process?
  • Where do mission, vision and purpose statements fit in?


Competitive advantage, or doing better than the alternative, must be achieved at every interface with your key stakeholders – customers, yes, but employees, suppliers and so on, too. There are two ways to achieve this. One is by positioning on strategic factors. The other is by inventing a new business model. The questions addressed in this module include:

  • Do you know the keys to your competitive advantage?
  • How can you research strategic factors?
  • Has your organisation or business unit developed clear positions on where it stands?
  • Where might you start in designing a new business model?


It would seem obvious to say that executing your strategy is essential. But research shows that this is precisely where things come unstuck. The drivers of this include: a plan that’s unclear and unimplementable and the absence of an action plan – the list goes on. The questions addressed in this module include:

  • Have you tried to do too much in the past?
  • Have you been designing real actions and an action plan?
  • Have you lacked someone in charge of monitoring progress?
  • Have you tried to track progress through normal meetings?

Dates and Times

The 5 one-hour modules are simultaneously available globally.


Dates, 2022: October 18 (Tues), 19 (Wed), 20 (Thurs), 25 (Tues), 26 (Wed)

Time: 9.00 am, Sydney time

U.S. & Canada

Dates, 2022: October 17 (Mon), 18 (Tues), 19 (Wed), 24 (Mon), 25 (Tues)

Time: Varies by location, e.g. 9.00 am Sydney time (on Tuesday) is 7.00 pm New York time (on Monday) & 4.00 pm LA time (on Monday).

U.K. & Europe

Dates, 2022: October 18 (Tues), 19 (Wed), 20 (Thurs), 25 (Tues), 26 (Wed)

Time: Varies by location, e.g. 9.00 am Sydney time (on Tuesday) is 12.00 am London time (on Tuesday).

Africa & India

Dates, 2022: October 18 (Tues), 19 (Wed), 20 (Thurs), 25 (Tues), 26 (Wed)

Time: Varies by location, e.g. 9.00 am Sydney time (on Tuesday) is 1.00 am Cape Town time (on Tuesday) and 4.30 am Delhi time (on Tuesday).

Business Outcomes

What’s the bottom line for your organization?

Here are a few outcomes nominated by past attendees:

  • Increased business growth and profitability
  • Better strategic thinking among our executive team
  • Clarity around our business’s competitive advantage
  • More focus as an organization, with projects directly aligned to strategy
  • Clear understanding of who our key stakeholders are
  • Strategy that can be easily communicated and acted on
  • Simple and effective strategy methods

Learning Outcomes

By attending you’ll receive a series of practical tips, suggestions, ideas and methods. Graham Kenny brings to these sessions what he has learned as a manager, CEO, company director, university professor, consultant and regular author in the Harvard Business Review. He has packaged his approach as a simple and effective method called the Strategic Factor System.

You’ll leave knowing you’ve heard the right stuff from a thought leader and subject expert. In particular you’ll receive:

  • Precise and practical distinction between objectives, strategy and action
  • Method to set clear and measurable objectives
  • Clear understanding of what strategy is and how to design it for competitive advantage
  • Simple rules to make strategy stick via effective execution.

Who Will Benefit

All managers interested in boosting their business unit’s or organisation’s performance by developing:

  • better thinking around future direction and competitiveness;
  • a clearer view of what business strategy can deliver;
  • how to execute a plan simply and effectively.

The practical and proven methods can be applied to any group, organisation or sector. Businesses, government enterprises and agencies as well as not-for-profit organisations will benefit greatly from these practical and proven methods.