• Strategic idea (DNA of the system: Vision, Mission, Values).
• Strategy development: the process of strategizing in a company. Strategic session.
• Strategy implementation: strategic goals and business model.
• Change management and culture.

• Basic managerial abilities and corporate culture (CEO as a carrier of corporate culture, their role, and areas of responsibility. The importance of leader’s behavior for creating decision-making principles, models of interaction, norms, and rules).
• TOP team management (working with a TOP team, developing communication and interaction, principles of complex decision making, approaches to self-organization)
• Human Capital for leaders. Working with talent. Typical mistakes of CEOs in their interactions with HR (how we select people we need and how to work with people differently).

• Strategic marketing and value creation for customers.
• Customer experience design. Creating a culture of customer focus in a company both for internal and external customers.
• Customers in the digital age.

• Finance and management accounting.
• Key Business Indicators (BI)

• Systemic thinking
• Strategic thinking
• Solving management dilemmas
• How do we make decisions?
• Personal efficiency
• Management communications and public speeches

When updating the program for the context of business 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 their own way how much energy and moral strength is enough. But 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, a team that needs to be built, adjusted, kept highly motivated and achieve the set goals.

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:

• otherwise they see the company's strategy - 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.
• approach interaction with people in the company in a different way, see 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 making difficult decisions )
• otherwise they understand the client and the value that the company creates for him.
• otherwise, they approach the construction of internal processes and systems, realizing that the digitization of meaningful things will not give the necessary result. CRI is not what it is usually considered to be - it is primarily about meanings that give birth to results