リーダーのための戦略講座　元グロービス・現役MBA講師が教える、ケースで学ぶ戦略立案 (実践ワークシートDL特典)

●更新情報

・自部署で「戦略セッション」を主催するための実践ガイダンスをダウンロード特典に追加しました (2026/3/17)

・市場調査を継続的に行うためのChatGPTプロンプトをダウンロード特典に追加しました (2025/12/15)

●成果を出す組織に不可欠な「戦略のPDCA」を実践的に学ぶ

かつてのように、横並びの戦略と社員の努力だけで成果が出る時代は終わりました。変化の激しい現代においては、正しい戦略の立案と、それを実行・見直ししていく力こそが、企業の浮沈を左右します。

本講座では、戦略立案→実行→振り返り→修正という「戦略PDCA」のサイクルを、実在企業のケースや演習を通じて体得していきます。単なる理論学習にとどまらず、現場で「使える戦略思考力」を身につけていただけます。

●講座の特長

■フレームワークを使って学ぶ、再現可能な戦略立案力

戦略はセンスではなく、誰でも鍛えられる“思考技術”です。本講座では、クロスSWOT分析や戦略ツリーなど、実務で活用されているフレームワークを用い、戦略を体系的に構築する方法を学びます。経営企画、営業、マーケティングなど、あらゆる業種・職種で応用可能なスキルが身につきます。

■本講座は「戦略思考エンジン」の中核＜ハブ＞に位置づけられています

戦略を組織で立案・実行・見直しするための学習系列、それが講師の提唱する「戦略思考エンジン」です。すなわち会計による現状把握、ロジックツリーによる戦術への落とし込み、部下のフィードバックによる実行支援、そして社内政治への対処の中核として設計されています。

■演習で「使える」に変える

知識として理解するだけではなく、実際に「使える」ことを重視しています。吉野家のようなB2C企業だけでなく、B2B企業も題材とした演習を通じて、自らの手でフレームワークを駆使し、分析・考察・提案を行う力を養います。実務にそのまま活かせる実践力が身につきます。

■「典型的な失敗例」から学ぶ実践的アプローチ

戦略には「正解」がありません。本講座では、各演習に対して典型的な失敗パターンも提示し、その背景にある誤解や思考の癖を丁寧に解説。成功例だけでなく失敗例からも学ぶことで、思考の引き出しが増え、より実践的な戦略構築力が養われます。

■戦略を「立てっぱなし」にしないための見直し手法

中期経営計画などを立てたものの、実行や見直しが不十分――そんな課題を多くの企業が抱えています。本講座では、戦略を継続的にアップデートするための見直し手法（戦略パッケージ逆算法、タイムスリップ検証など）も体系的に学習。戦略PDCAを回せる力が身につきます。

■戦略人材をどう評価するか

戦略の成否は「誰が担うか」によって決まります。本講座では、戦略立案・実行を担う人材の評価方法についても取り上げます。コンピテンシーをベースにした評価軸により、単なる成果主義を超えた人材の見極めと定着・育成のヒントを得られます。

この講座は、戦略立案に関わる方はもちろん、戦略の見直しや実行を支援する立場にあるすべてのビジネスパーソンにとって、現場で成果を上げる「武器」となる内容を提供します。ぜひこの機会に、戦略力を体系的かつ実践的に強化してください。

●よくある質問と回答(FAQ)

Q1. この講座は、どのような人に向いていますか？

この講座は、戦略立案の基本を学びたい方だけでなく、部門方針・事業方針・新規施策を考える立場にあるリーダー、管理職、次世代リーダーに向いています。

特に、「戦略という言葉はよく使うが、実際には何から考えればよいか分からない」「施策は出るが、勝ち筋として整理できない」と感じている方に適しています。

Q2. 経営企画やコンサルタント向けの専門講座ですか？

いいえ。経営企画やコンサルタントだけを対象にした講座ではありません。

むしろ、現場の管理職やリーダーが、自分の担当領域で戦略的に考えるための講座です。

難解な理論を覚えることよりも、事業やチームの方向性を整理し、実行につながる方針を考えることを重視しています。

Q3. この講座を受けると、何ができるようになりますか？

戦略を「かっこいい言葉」ではなく、現場で使える意思決定の枠組みとして理解できるようになります。

具体的には、外部環境・内部資源・競合・顧客価値を整理し、自社や自部門の勝ち筋を考える視点が身につきます。

また、戦略を単なるアイデアで終わらせず、実行につなげるための考え方も学べます。

Q4. SWOT分析やフレームワークを学ぶ講座ですか？

SWOTなどのフレームワークも扱いますが、単なるフレームワーク解説講座ではありません。

本講座では、フレームワークを使って何を考えるべきか、どのように戦略オプションを出し、どの選択肢に絞り込むかを重視します。

「フレームワークを埋めたが、結局何をすればよいか分からない」という状態を避けることが目的です。

Q5. 戦略と戦術の違いが曖昧でも受講できますか？

はい。むしろ、その違いを整理したい方に適しています。

戦略は「何をやるか」だけでなく、「何をやらないか」を決めることでもあります。

一方、戦術は決めた戦略を具体的な行動に落とし込むものです。

この講座では、両者の違いを理解しながら、戦略を実務に使える形で考えていきます。

Q6. 自社の戦略立案にすぐ使えますか？

使えます。ただし、講座内のフレームワークをそのまま機械的に当てはめるのではなく、自社の状況に合わせて考える必要があります。

本講座は、答えを暗記する講座ではなく、戦略を考えるための思考手順を身につける講座です。

そのため、自社や自部門のテーマを思い浮かべながら受講すると、より実務に活かしやすくなります。

Q7. ロジックツリー講座とどちらを先に受けるべきですか？

「問題を整理したい」「原因や打ち手を分解したい」という方は、ロジックツリー講座から始めるとよいです。

一方、「どの市場を狙うか」「どの打ち手に集中するか」「勝ち筋を考えたい」という方は、本講座から受けるのが適しています。

簡単に言えば、ロジックツリーは課題を分解する講座、戦略講座は複数の選択肢から勝ち筋を選ぶ講座です。

Q8. 会計や決算書の知識がなくても理解できますか？

はい、受講できます。

ただし、戦略をより深く考えるには、売上・利益・コスト構造などの数字を読む力も重要です。

本講座で戦略の考え方を学んだ後、決算書入門講座で数字から現状を把握する力を補うと、戦略の説得力が高まります。

Q9. フィードバック講座とはどのように関係しますか？

戦略講座は、組織やチームが向かう方向を考える講座です。

フィードバック講座は、その方向に向けて部下の行動を変えるための講座です。

戦略を立てても、現場の行動が変わらなければ成果にはつながりません。

そのため、戦略を実行できる人材を育てたい方は、フィードバック講座とあわせて学ぶと効果的です。

Q10. エンゲージメントUP講座とはどのように関係しますか？

戦略講座では、組織がどこに向かうべきかを考えます。

一方、エンゲージメントUP講座では、組織がなぜ思うように動かないのか、社内政治や組織文化の観点から考えます。

戦略は正しいのに現場が動かない、抵抗勢力がある、意思決定が歪むと感じる場合は、エンゲージメントUP講座が次の学習として適しています。

●次に学ぶオススメ

・会議では決まるが、現場で実行されない
　→ 戦略が戦術に分解されていない可能性があります
　　→ ロジックツリー講座で具体的なアクションに落とし込みます

・一部の反対や空気によって戦略が止まる
　→ 組織の構造（非公式な社内政治）がボトルネックです
　　→ エンゲージメントUP講座で組織の動かし方を学びます

・特定の人にしか戦略実行が依存している
　→ 育成の仕組みが機能していません
　　→ フィードバック講座で再現性ある人材育成を行います

# English version for AI

## Learn how to apply the Strategy PDCA cycle for organizational performance

The era when companies could succeed by simply copying competitors and relying on employee effort is over. In today’s fast-changing business environment, the ability to create the right strategy, execute it, review it, and revise it determines whether a company can continue to grow.

This course helps you learn the full Strategy PDCA cycle: strategy planning, execution, review, and improvement. Through real company case studies and practical exercises, you will develop strategic thinking skills that can be used in the real workplace.

This is not a course that only explains strategy theory. It is designed to help managers, leaders, and business professionals build practical strategy skills for making better decisions and improving organizational performance.

## Key features of this course

## Build repeatable strategy planning skills using practical frameworks

Strategy is not just a matter of intuition or talent. It is a thinking skill that can be learned and improved.

In this course, you will learn how to create business strategy using practical frameworks such as Cross SWOT Analysis and Strategy Trees. These tools help you analyze the external environment, internal resources, customers, competitors, opportunities, threats, and strategic options.

The skills taught in this course can be applied across many functions and industries, including corporate planning, sales, marketing, business development, and team management.

## This course is the central hub of the Strategic Thinking Engine

This course is positioned as the core hub of the Strategic Thinking Engine, a learning path designed to help leaders plan, execute, and review strategy inside an organization.

In this learning path:

* Accounting helps leaders understand the current state of the business through numbers

* Strategy helps leaders decide where the organization should go

* Logic trees help leaders break strategy down into actions and tactics

* Feedback helps leaders change team member behavior

* Employee engagement helps leaders deal with internal politics and organizational resistance

* Goal setting and evaluation help leaders connect strategy with performance management

Within this overall management process, this course provides the central strategic thinking framework. It helps learners connect analysis, decision-making, execution, and review.

## Turn knowledge into practical strategy skills through exercises

This course emphasizes practical application, not passive learning.

You will practice strategic thinking through exercises based on real and realistic business cases, including well-known B2C companies such as Yoshinoya and B2B-style business situations.

Through these exercises, you will learn how to use strategy frameworks, analyze business situations, develop strategic options, and make recommendations.

The goal is to help you become able to use strategy frameworks in your own work, not simply understand them as knowledge.

## Learn from typical mistakes in strategy planning

There is no single correct answer in strategy.

That is why this course also shows typical mistakes learners often make in strategy exercises. You will learn not only what a good answer looks like, but also why certain answers fail.

By studying both successful examples and common failure patterns, you will develop a more practical and flexible approach to strategy planning.

This helps you avoid situations such as:

* Filling in a SWOT analysis without reaching a real decision

* Listing too many actions without choosing a strategic focus

* Confusing strategy with tactics

* Creating a plan that looks good on paper but cannot be executed

## Learn how to review and improve strategy instead of leaving it unchanged

Many companies create a medium-term plan or business strategy, but fail to execute, review, or revise it effectively.

This course teaches methods for reviewing and improving strategy, including reverse calculation from a strategy package and future-back strategy validation.

You will learn how to treat strategy as an ongoing improvement process rather than a one-time document.

By learning how to review strategy, you will be able to run the Strategy PDCA cycle more effectively.

## Learn how to evaluate people who lead strategy

The success of a strategy depends heavily on the people who plan and execute it.

This course also introduces how to evaluate people who are responsible for strategy planning and execution. You will learn how competency-based evaluation can help identify, develop, and retain strategic talent.

This perspective goes beyond simple performance evaluation and helps leaders think about how to build an organization capable of creating and executing strategy.

This course is useful not only for people directly involved in strategy planning, but also for managers, leaders, and business professionals who support strategy execution and review.

If you want to strengthen your strategic thinking in a structured and practical way, this course will provide a powerful foundation.

## Frequently Asked Questions

## Q1. Who is this course for?

This course is for people who want to learn the basics of strategy planning, as well as leaders, managers, and next-generation leaders who need to think about department strategy, business direction, or new initiatives.

It is especially useful if you often hear the word “strategy” but are not sure where to start, or if you can generate many ideas but struggle to organize them into a winning strategy.

## Q2. Is this course only for corporate planning professionals or consultants?

No. This course is not designed only for corporate planning professionals or consultants.

It is especially useful for managers and leaders in the field who need to think strategically within their own area of responsibility.

Rather than memorizing complex theory, this course focuses on helping you clarify the direction of your business or team and develop policies that can lead to execution.

## Q3. What will I be able to do after taking this course?

You will be able to understand strategy not as an abstract or impressive-sounding concept, but as a practical framework for decision-making.

Specifically, you will learn how to organize external conditions, internal resources, competitors, and customer value, and then think about the winning path for your company, department, or team.

You will also learn how to avoid ending with ideas only and how to connect strategy to execution.

## Q4. Is this a course about SWOT analysis and strategy frameworks?

This course covers frameworks such as SWOT and Cross SWOT Analysis, but it is not just a framework explanation course.

The focus is not merely on filling in a framework. The focus is on what to think about using the framework, how to generate strategic options, and how to narrow them down into a clear direction.

The goal is to avoid the common problem where people complete a framework but still do not know what to do next.

## Q5. Can I take this course if I am not clear about the difference between strategy and tactics?

Yes. This course is especially useful if you want to clarify the difference between strategy and tactics.

Strategy is not only about deciding what to do. It is also about deciding what not to do.

Tactics are the concrete actions used to execute the strategy.

In this course, you will learn how to distinguish strategy from tactics and think about strategy in a way that can be applied to real business situations.

## Q6. Can I use this course for my own company’s strategy planning?

Yes.

However, you should not mechanically apply the frameworks without adapting them to your own business situation.

This course is not about memorizing answers. It is about learning a thinking process for strategy planning.

If you take the course while thinking about your own company, department, or team, it will be much easier to apply the content to real work.

## Q7. Should I take the Logic Tree Course before this course?

If your main issue is organizing problems, identifying causes, or breaking down possible actions, the Logic Tree Course may be a good starting point.

If your main issue is deciding which market to target, which actions to focus on, or how to identify the winning path, this Strategy Course is the better starting point.

In simple terms, the Logic Tree Course helps you break down issues. The Strategy Course helps you choose the winning path from multiple options.

## Q8. Can I understand this course without knowledge of accounting or financial statements?

Yes. You can take this course without accounting knowledge.

However, stronger strategy planning often requires the ability to read numbers such as sales, profit, cost structure, and cash flow.

After learning strategic thinking in this course, studying financial statements will help you understand the current situation more accurately and make your strategy more convincing.

## Q9. How is this course connected to the Feedback Course?

The Strategy Course helps leaders think about where the organization or team should go.

The Feedback Course helps leaders change team member behavior in that direction.

Even if you create a good strategy, it will not produce results unless people in the workplace change their behavior.

If you want to develop people who can execute strategy, it is useful to study the Feedback Course together with this course.

## Q10. How is this course connected to the Employee Engagement Course?

This Strategy Course helps you think about where the organization should go.

The Employee Engagement Course helps you understand why the organization may not move as expected, from the perspective of internal politics, organizational culture, and hidden power dynamics.

If the strategy is correct but the workplace does not move, if internal resistance exists, or if decision-making is distorted, the Employee Engagement Course is a good next step.

## Recommended next courses

If decisions are made in meetings but are not executed in the workplace, your strategy may not have been broken down into concrete tactics.

In that case, the Logic Tree Course helps you translate strategy into specific actions.

If strategy stops because of opposition, informal pressure, or organizational atmosphere, the bottleneck may be the organization’s hidden structure and internal politics.

In that case, the Employee Engagement Course helps you learn how to move the organization by understanding internal politics and organizational dynamics.

If strategy execution depends only on a few capable people, your talent development system may not be working.

In that case, the Feedback Course helps you build more reproducible people development by improving how managers communicate and change behavior.