Identify and understand the "business" goals and objectives of your customers.
Determine what human expertise and talent is needed to achieve those goals.
Assess the current level of expertise and talent in the organization.
Identify the talent gaps between what is needed to achieve the goals and what is currently in place.
Develop plans to either hire new talent or develop new competencies for existing personnel to close the gaps.
Implement those plans.
Measure the performance outcomes of your new talent or new competencies for existing personnel.
Repeat the above steps on a regular basis.
Now, I admit that there is a lot of work in these steps. But to become strategic it is essential that you begin with the business goals and objectives as your guiding light.

Notice where I didn't begin. I didn't begin with the courses you could offer, I didn't begin with the course catalog, I didn't even begin with a competency model. These really don't come into play until steps five and six. They are simply tools to achieve the performance goals.

Notice also that you have to measure. You have to measure your "inventory" of talent and expertise in the beginning and you have to measure the performance results after implementing your plan. Only then will you know whether you are advancing the organization toward its goals or spinning your wheels.

In sum, it is the "business" goals and objectives that should determine everything you do. If you are conducting training programs that are not connected to these goals and objectives, why are you doing them? If you are disciplined enough to apply this question to every activity you embark upon and can answer the question with brutal honesty you will be well on your way to being strategic.