The ideal participant of the program:

• Ready to rethink the very essence of your company, even if it is currently successful.
• Intuitively feels that during a recession you need to grow, and during a boom, you need to prepare for a recession.
• Seeks strategic priorities and new markets, redefines the product and the customer.
• Understands that the hierarchy should be so flat that sometimes it is impossible to understand who reports to whom, and at the same time so structured that everyone knows their role.
• Understands that to scale the business, sometimes you need to slow down, and to accelerate, you need to narrow the focus.
• Plans to exit operational routine in the long term and wants to focus on creating a strategy that will ensure the company's resilience.
• Wants to find stability in instability and order in controlled chaos, in war.
• Seeks challenges to their assumptions and beliefs.
• Is not afraid to destroy what currently brings profit for the sake of what can bring a breakthrough tomorrow.
• Can invest 6-8 hours weekly in rethinking their own business.

Opportunities the program opens:

• Ability to form development strategies, determine strategic priorities that lead to sustainable market and financial results.
• A new perspective on finding market opportunities, the ability to find unconventional solutions and hidden assets for development.
• Criteria for comprehensive diagnostics of the company's condition, identification of key challenges, and evaluation of own management decisions and hypotheses.

Day 1

• Program kickoff. Organizational paradoxes and weak signals of the future.
• Models of the market future: from markets to networked ecosystems. What will happen to markets and industries? Which arenas will lead?
• Adopting a meta-perspective: how to identify your market, industry, and supersystem.
• AI in management. Using artificial intelligence to identify your company’s market, trends, and weak signals.
• The Symyrenko family case. Managing capital over 100 years: the strategic decisions we lack today.

Day 2

• System viability parameters. The nature of a system in dynamics and context—management focus for company development. Integrating business and social responsibility.
• LeanBizDev© future-creation methodology: a methodological foundation for designing strategic models, steering company development, and collaborating with the team.
• Market and financial health. A holistic lens and research approach.
• The company’s current and future core. Identifying the core and its lifecycle: when to begin changing or letting go.

Day 3

• Identifying and assessing the current business model. Contemporary trends in business models: shifts and revolutions.
• Organizational maturity and development model—system maturity levels per CMMI.
• Strategic asset architecture: core competencies, teams of the future, next-generation processes, organizational culture.
• Strategic architecture: the three horizons of the future—modeling strategic scenarios: optimizing today, creating tomorrow’s opportunities, and breakthrough innovations for the day after tomorrow.

Reflection: ideas and takeaways for shaping the future of your company.

Day 1

• Alternative approaches to growth: vision-led, product-led, technology-led, culture-led, customer-centric, economics-driven, and ecosystem-led. When to apply each approach.
• Future stakeholder interests model: building a balanced model across owners, the company, the team, partners, and society.
• Vision-led approach. Crafting the strategic idea—future vision and mission; creating a coherent picture of the company N years out.
• Shaping the company vision as the system’s organizing idea.
   

Day 2

• Defining the company mission, with specifics for platform businesses.
• Innovation and new-customer-value map: developing the value proposition.
• Setting strategic objectives.
   

Day 3

• Refining strategic objectives.
• One-year horizon: theme, goals, and priorities. How to align strategic goals with today’s execution.
• A live growth story [guest speaker].

Reflection: ideas and takeaways for creating the future of your company.
 

Day 1

• Transformation architecture: what to build, evolve, preserve, and sunset—a pathway from the current state to the designed future. Priority customers and transformation stakeholders.
• Gap analysis and bridging strategies—defining the delta between the current state and desired future states.
• Sources of growth, capability development, enterprise value creation, and sustainability—exploring solution options.
• Future team model and transformation leadership—designing a team capable of delivering new models. Leadership styles for different phases of change—self-assessment and personal initiatives.
• Entering the future: change launch points. Identifying optimal timing and levers for initiating change while aligning all stakeholder interests.
   

Day 2

• Change communication strategy.
• Portfolio of future initiatives: planning concrete steps to implement the models and strategies.
• Hands-on implementation lab—modeling the first steps of execution using participants’ real cases.
• Strategic reflection and personal takeaways—crystallizing key insights for yourself and your company. Building momentum to realize the designed future.
   

Participation in the program involves hands-on work on your company’s growth strategy—both through take-home assignments and in-session exercises. We encourage participants to attend as mini-teams (the founder plus key executives), as a shared strategic logic makes implementation easier.
 

Module Schedule

• Module 1: November 17–19
• Module 2: December 15–17
• Module 3: January 26–27
  
  Inter‑module assignments