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.

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.
• Strategic idea.
• 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.
• Reporting-based decisions.
• 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.
• Strategic marketing solutions: targeting, differentiation, positioning.
• Creation of customer value.
• CRM vs CEM

Human Capital for CEO

• A systematic approach to human capital management.
• Key products of the Human Capital manager for the CEO.
• Allocation of Human Capital responsibility of the manager and supervisor.
• Typical CEO mistakes in working with HC.

Operational efficiency. Business modelling.

• Operational efficiency.
• Business model. Basic elements and practical tasks exercises.
• Diagnosis of the company: what is really happening to it?

Culture in the company

• Culture as a system of meanings.
• Transformation of the corporate culture.
• Effective internal and external communications.

Module 1 [September 23 - 25]

Module 2 [October 21 - 23]

Module 3 [November 18 - 20]

Module 4 [December 15 - 17]

Module 5 [January 20 - 22]

Module 6 [February 17 - 19]

Module 7 [March 17 - 19]