top managers with practical experience and a desire to update, structure, and systematize their knowledge
chiefs of departments and units that are preparing to become CEOs
top managers aiming to increase their capitalization and ability to implement ambitious strategies
top teams members among KMBS’s MBA graduates that strive to synchronize through knowledge and basic management approaches
leaders of state enterprises, cultural institutions, and non-governmental organizations that seek to more systematically manage and build institutions that create a better value for the society
What participants gain at the Program:
understanding the role of the CEO and the main requirements for it in a company that works in a turbulent world and has leadership ambitions
a comprehensive understanding of business as a system (strategy, customers, people in the organization, finances, processes, communications) and the relationships in this system - due to which to achieve high performance indicators
ability to read and understand the companyʼs strategic idea and translate it into results
reaching a new level of managerial maturity, the ability to keep a strategic focus and not immerse yourself in operational management
approaches to the development of the TOP team: how to build a new corporate culture in which employees do not burn out, the team is more self-organized and works without manual control
practice in argumentation and the ability to succinctly formulate and convey your opinion to the team, customers, owner or shareholders
approaches to work in a complex environment with many unknowns: how to make fast and, at the same time, difficult business decisions
seeing your strengths, your own motivation before making changes in the company
mentoring from teachers and working on a real project for your company
What do the best CEOs do differently?
The structure of the program
Prerequisites for program creation
When updating the program for the context of business operations during the war, we took into account two important factors:
Modern context. We all experienced the first shock, the first decisive actions that required extreme responsibility and concentration, solving urgent tasks. Many of us changed our usual roles — went to the front, started volunteering. However, most of the community continues to hold the economic front. What will be our next steps? How to solve the dilemma: to move exclusively operationally from day to day, or to think about strategic things? Everyone decides in his or her way how much energy and moral strength is enough. Still, business founders and top managers understand that we cannot help but think about tomorrow, no matter how uncertain it may be. This situation requires a different, new way of thinking.
Features of the CEO’s role. The key task of the CEO today is to make quick and complex decisions in conditions with many unknowns. These decisions must be made, taking into account the role of the CEO — too much responsibility, but in fact, there is no one nearby with whom you can openly talk about it. After all, on the one hand, there are owners and shareholders who demand results, on the other hand, there is a team that needs to be built, adjusted, kept highly motivated and ready to achieve the set goals.
CEO’s cognition and personality
In today’s world, a candidate for the role of CEO must think and act differently than they thought and acted before. This difference concerns the fundamental components of the company’s activities.
The best CEOs:
See the company’s strategy differently. It definitely cannot be a long-term plan written by the top team during the annual strategic session. Modern strategy is more like deploying and adapting a company’s core idea in an ever-changing context
Have a different approach to interaction with people in the company, seeing them primarily as people, and not as resources or robots that can be instructed or trained to “clearly perform assigned tasks...” (give freedom and the right to make mistakes, autonomy in adopting difficult decisions)
Differently understand the client and the value that the company creates for him/her
Differently approach the construction of internal processes and systems, realizing that the digitization of meaningful things will not give the necessary result. KPI is not what it is usually considered to be — it is primarily about meanings that give birth to results
What do the best CEOs do differently?
Acquaintance. Philosophy and approaches of the school.
Introduction to strategic thinking. Evolution of approaches to strategic management.
Today, tomorrow and the day after tomorrow of the company in the daily management of the CEO.
The company’s strategic goals that increase operational sustainability and lay the foundation for development.
How to think differently? The CEO’s art of developing a team through rethinking.
Personal style of the manager. Developing talent and strengths as a foundation for working with employee productivity and engagement.
Team: roles and maturity levels. Management talents and strengths.
Formation of teams. Introduction to the role structure. Maturity levels.
Introduction to the development model.
Principles of management talent development methodology.
Management talents in team interaction.
Strategic finance. Management decisions based on financial statements.
History of finance and financial philosophy.
Setting, digitizing and decomposition of goals: KPI and BSC.
Goals and what they don’t work without: structure and processes.
Managerial Accounting. Why FCF is more important than EBITDA.
Assessment of the financial condition of the company: from the owner of the company to the business and back.
Investments. Expediency and integration into the existing system/business/processes.
Strategic marketing. CEO as the chief marketer of the company.
Logic of marketing strategy. Analysis of the external and internal context.