Building Leadership Intrapreneurship

What is an innovative strategic opportunity?

An innovative strategic opportunity involves:


  • Diverse but interrelated client value delivery components;
  • That leverage and extend current capabilities;
  • To serve an extended client demand system;
  • Providing client value that is innovative and flexible;
  • In which client usage uncertainties have been mitigated.




How are innovative opportunities identified?

Using tools and processes that enhance sensitivity to context dynamics and facilitate the identification of innovative opportunities that drive continued revenue growth.

View what you do from a new perspective.

Rethink what is possible.




This program will help you to:

  • Become more sensitive to the dynamics of  complex contexts;
  • Think systemically to understand context and interrelationships;
  • Learn creative processes that help to identify innovative opportunities;
  • Establish intricate collaborations to support innovative opportunities;
  • Convert successful operating tacticians into effective strategists; and
  • Develop a live innovative opportunity to implement in your organisation.





Program Schedule


Session one opens with an overview of the innovative opportunity development process and an on-the-job innovative opportunity is selected to specify, develop and implement.

Given detailed guidelines, a Strategic Arena Analysis® is started with stakeholder analysis, which involves identifying and developing an in-depth understanding of  stakeholder expectations that affect the design and implementation of the selected opportunity. Competitive arena mapping is then undertaken to assist in assessing the strategic issues that need to be taken account of in formulating an opportunity development strategy and action plan. Related risks and assumptions are actively managed.

Session two starts with a review of the strategic arena map and Stakeholder Analysis developed in workshop one, as well as the proposed opportunity development strategy and action plans developed by the assigned team. Future scenarios are constructed to explore possible future developments and assist with assessing the viability of proposed strategies and action plans. Performance monitoring and action integration challenges are identified and resolved. The workshop closes with an open forum discussion to highlight and consolidate the strategic insights that have emerged.

In Session three, work on the selected opportunity undertaken previously during workshops and by virtual program teams is presented and reviewed by the Assessment Panel. Each participant identifies insights that have emerged and determines appropriate future personal action.


Conceptual learning is weighted towards the beginning of the program, after which we focus on supported application of what has been learnt by developing a live project that is designed to secure a revenue-generating innovative opportunity for your organisation, followed by a review and consolidation of strategic insights generated and specification of future action and learning plans.





Stage* What's Involved Tools and Guidance
* Schedule and timings are customisable to accommodate participant and organisational needs.

2 weeks

  • Discuss program outcomes and specific development requirements.
  • Agree program dates and an approach for selecting an innovative opportunity to develop. If innovative opportunity is predetermined, specify the opportunity statement.
  • Meet with several participants to determine expectations and discuss how program will unfold.
  • Customise program briefing in order to create pre-program engagement.
  • Determine Assessment Panel composition and brief.
  • Overview of the innovative opportunity development process.
  • Opportunity Statement - what is involved.
  • How to identify and assess potential opportunities.
  • How to specify development stage milestones.
  • Initial participant survey.

 2 days

  • If innovative opportunity is to be selected, criteria to be used in making a selection is specified and applied. 
  • Specify and understand the importance of stakeholders in determining development strategy.
  • Expand the scope and quality of creative and systemic thinking.
  • Embed stakeholder strategic acumen insights through application.
  • Formulate an initial innovative opportunity development strategy.
  • How to undertake Stakeholder Analysis
  • How to develop a Strategic Arena map.
  • How to analyse Strategic Arena developments and embedded innovative opportunities.
  • How to formulate an innovative opportunity development strategy.

5 weeks

  • Apply creative systemic thinking and purposeful collaboration.
  • Review the Stakeholder Analysis undertaken and the proposed opportunity development strategy.
  • Undertake a virtual dry run of the final presentation.
  • How to undertake creative systemic thinking.
  • Virtual team collaboration guidelines.
  • Guidelines for initial presentation dry-run.
Stage What's Involved Tools and Guidance

2 days

  • Presentation dry-run and review (the presentation process is an important component of the learning process).
  • Validate proposed strategies using future scenario analysis, identify key risks and propose mitigation action.
  • How to develop and use future scenario analysis to assess proposed strategies.
  • How to identify and mitigate risks and isolate key assumptions.

5 weeks

  • Review milestone performance and confirm roles and milestone dates and measures.
  • Undertake several iterations of the presentation to progressively enhance the proposed strategy and maintain momentum.
  • How to assess a proposed strategy.
  • Guidelines for final presentation and preparation for responding to Assessment Panel questions.

1 day

  • Final presentation to the Asssessment Panel and learning from feedback provided.
  • Review strategic insights generated during the program and the potential consequences of their application for the organisation and for the participant.
  • Develop a personal action plan.
  • Guidelines for specifying personal and organisational post-program development action.
  • Program concluding  participant survey.
Stage What's Involved Tools and Guidance

6 weeks

  • Undertake agreed joint action to reinforce and consolidate program learning, seeking support when required.
  • Continuing post-program support.
  • 12 month post program participant survey.


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