Chief Executive Officer DBA program presentation

Students will acquire valuable experience while studying the models of behavior, various ways and means of harmonizing personal and organizational strategy. Finding and introducing into practice non-interfering values and mechanisms of their cultivation. Working on the materials in Topic one the doctoral student will define the requirements and assessment criteria for team members and the results of their activities. Determine the ways of managing his or her team. 

In the first topic of the course the doctoral student will formulate the goals of business based on the meanings and understanding of his or her own life. He or she will then examine his or her level of professionalism, and the level of professionalism of his or her team. Next he or she will rethink his/her motifs, interests and personal experience, assess his or her spheres of activity and develop a corresponding personal strategy to achieve harmonious development in his or her own life, select the convenient instruments to implement his or her individual life strategy.

The next topic will allow creating a logical business model, defining all internal and external basic and innovative processes. Develop the principles and mechanisms of developing and controlling the strategic development programs of their organization. Optimize collective management mechanisms and distribute the roles among managers. Of importance is also the factor of assessing the effectiveness of business management processes. This material will help test the earlier mechanisms of management and optimize them in terms of efficiency. It is applicable for the analysis of existing and future businesses.

The next topic is dedicated to the company itself, its strategy, stages of development and structures. The doctoral student will select and organize formal and informal relationships, create interrelations, styles and approaches to work. This is the topic for the experienced managers who analyze their own practice, allowing introducing their own individual experience into the text of the future dissertation as well as sharing their best practices. Those who will dedicate their dissertation to the future practice will be able to check thoroughly and rehearse the enactment of all the necessary parameters and make adjustments to the business management model to achieve the maximum effect in the shortest time possible.

The key topic in the program is the topic on organizational competencies. In more detail - competencies of the organization are deconstructed into the competencies of concrete persons. Managers, as they create and structure their business, work with collective and individual development dynamics and competency transformation, which in turn leads to the next cycle of root competencies and the very strategy of the organization.

A considerable number of topics in the program are dedicated to conceptualizing, developing, describing and introducing the strategy. The leaders and managers of any organization work on formulating and revising strategic principles, mission, strategic plans and strategies of their company, turning them into policies for implementing value chains. Their decisions and daily efforts lead to the implementation of the strategy into practice. It will require thorough planning for doctoral students to implement (start implementing) their mission and strategic intentions in their real life activities. After considerable planning, the students will describe the vision, the values, the mission, the analysis and dynamics of changing environments. They will build the goal-setting process depending on the interests of stakeholders and sources of information. The strategy will be deconstructed into separate elements, and conditions will be created for its implementation through financing, positioning, planning, execution and controlling mechanisms.

Another important component of the course is the study and description in the dissertation of the logic and procedures of decision-making. The timeliness and feasibility of managerial decision-making are the two main factors in implementing business interests. The very process of decision-making of the manager is of interest in terms of scientific and purely entrepreneurial approach. There is no clearly defined vision as to whether decision-making is an art or a rational process, neither in the academic community nor among practitioners. A detailed analysis of this remarkable phenomenon will help create the individual foundation of this process for the student.

Further use and improvement of individual algorithms of decision-making, correcting strategic plans and your personal vision of business development are seen as very practical instruments. You are guaranteed to acquire this individual instrument and start using it in your further professional activities after studying the corresponding topics.

The learners will complete a dissertation as a result of studying in this program. It will consist of the materials earlier described by the doctoral students in assignments for each of the topics. The student will need to create a coherent idea for his or her dissertation as a mechanism for improving his or her professional activities, and professional activities of his or her management team.

This course can also be taken by business owners, investors and shareholders of various companies. This knowledge and these skills can be used by these groups of people to control the management and general directors of their own joint-stock companies. If the owners become strategic and operative managers of the organization, they can use these skills to determine and model its trajectory and strategy of influence on the management of the organization.

 

Chief Executive Officer DBA program content

Theme 1. Manager’s Personality

Chapter 1.1. Individual development. Business goals, meaning of life. Professionalism and self-confidence. Individual development plan. Structure of motifs, circle of interests, personal experience. Areas of human activities: strategies of achieving harmony. Self-Management.
Chapter 1.2. Choosing behavior model. Strategic Management (SM) model. Creating new opportunities for the organization. Basic functionality principle. Line of organizational capabilities. Main criterion for strategy selection Approaches to creating the strategy. Principle of strategic management - balance of stability and change in the organization.
Chapter 1.3. Choice of values. Corporate culture management. Key culture characteristics: fear, freedom. Matrix for the assessment of corporate culture and success of changes.
Chapter 1.4. Leader’s team. Ways of assessing human resources. Professional growth and team reduction. Types of teams. Ways of managing teams.

Theme 2. Manager’s business tasks

Chapter 2.1. Logic of business. Logic of the strategic type of business and typical strategy trajectories. Innovations and routine in the process of implementing competitive strategies. Particular features of strategic programs and approaches at the business level.
Chapter 2.2. Business programs. Internal and external strategic programs. Types of strategic programs. Correcting strategic programs in the process of implementation. Strategic controlling.
Chapter 2.3. Collective business management. Forms of team management. Teams and groups. Types of teams and methods of their development. Optimal distribution of roles.
Chapter 2.4. Effectiveness of business management. Internal and external efficiency. Spheres of efficiency. Types of programs for assessing efficiency. Efficiency of management-initiated changes to strategic programs. Efficiency of organization’s business.

Theme 3. Everything About Organizations

Chapter 3.1. Structure of the company. Strategy and structure of the company. Stages of corporate development. Matrix structure. Network structure. Cell-type company.
Chapter 3.2. Filling company’s structures. Ways of implementing the strategy. Development of informal organizations and their characteristics. Reengineering. Six Sigma Method. Work design. Role design. Management. Styles of management.
Chapter 3.3. Activities of different structures. Strategy implementation as a type of activity. Issues in the practical implementation of the strategy.
Chapter 3.4. Structure processes. Configuration of a strategic process. Recipe model of the strategic process.

Theme 4. Organizational Competencies

Chapter 4.1. Positioning your business. Processes of creating quality. Positioning and management of product (service) quality. Managing positioning. Meaning of positioning the company in the sector. Traditional sector model (Five Porter Forces). Analysis of unit costs and key competencies. Variability of value chains and processes of forming costs.
Chapter 4.2. Root competencies in business. Composition of root competencies. Identifying root competencies. Know-how. Systems and key relationships. Internal development and borrowing (imitation) of root competencies.
Chapter 4.3. Changing root competencies. Root competencies, attractiveness of the market and selection of company activity spheres. Principles of building a business portfolio. Ranging the spheres of activities and applying etalon strategies to various types of business. Determining development scenarios. Selecting development scenarios with the consideration of stakeholder influence.
Chapter 4.4. About changing the strategy. Definition of strategic management. Cycle of strategic management. Strategy schools. Notions of strategy in different schools.

Theme 5. Organizational Strategies

Chapter 5.1. From a mission to politicians. Strategy, types of strategies. Defining the mission, vision and goals. Organization’s values. Vision as the picture of reality (dream). Recommendations on creating the vision. Role of values. Probable list of values usually present in successful organizations. Policy of organizations.
Chapter 5.2. Analysis of the environment. Sources of information for studying the business environment. Macroenvironment. Stages in analyzing the macroenvironment.
Chapter 5.3. Hierarchy of strategies. Three key strategy questions. Three strategic levels. Porter’s Generic Strategies. Business strategies. SBU product lines. Functional strategy. Hierarchy of strategies. Interrelations between strategy levels.
Chapter 5.4. Stakeholders’ interests. Types of stakeholders and their main interests. Positioning of stakeholders in the company. Creating the system of stakeholder interests’ management.

Theme 6. Implementing the strategies

Chapter 6.1. Positioning your strategy. Two circles of groups of influence: internal circle and external circle. External groups of influence. Internal groups of influence. Risks. Sources of power. Methods of power indicators of external stakeholders. Exchange method.
Chapter 6.2. Financing your strategy. Value chain. Financial coefficients and analysis of the effective use of resources. Added value. Net present value. Gross income. Liquidity. Leverage. Comparative analysis.
Chapter 6.3. Strategy analysis. Goals of SWOT analysis. Situational analysis. Main characteristics of company resources: weak and strong points. Mutual comparison of external environment and internal resource characteristics.
Chapter 6.4. Strategy events. Quick SWOT analysis. Calculated SWOT analysis. Basic potential of an organization. External macroenvironment of the organization. Adapting company goals. Forming strategic events.

Theme 7. Making Decisions on the Strategy

Chapter 7.1. Making decisions on resources. Financial results of implementing the strategy. Financial risks (liquidity). Profitability as the criterion of acceptability of the strategy. Cost effectiveness method. Pure money flow method. Capital structure. Leverage. Analysis of sensitivity. Matrix of solutions. Modeling situations. Heuristic models. Implementability of the strategy. Monetary flow forecasting. Break-even point analysis (operational leverage).
Chapter 7.2. Strategy reporting. Management by goals. Total quality management. Assessment and control of the strategy. Shortcomings of the strategy implementation: Strategic management practice. Strategic potential of the company. Balanced Scorecard concept.
Chapter 7.3. Adapting the strategy. Levels and objects of the corporate strategy. Strategic contexts. Parent company strategy. Direction strategy. Growth strategy. Stability strategy. Economy strategy. Supply strategy.
Chapter 7.4. Correcting strategy events. Personal and group goals. Teleonomic practicability and purposefulness in the company’s activities. Strategic goal horizons.

Theme 8. Operative Strategy Control

Chapter 8.1. Decomposition of responsibility zones. Functional strategies. Marketing strategies. Pricing strategies. Determining functional strategies. Financial strategy. Development and research strategies. Operational strategy. HR management strategy. Informational system strategy.
Chapter 8.2. Tactics for the strategy. Competitive tactics. Temporal parameters of tactics. Advance tactics. Assault tactics. Flanking maneuver tactics. Surrounding. Detour advancing. Guerilla warfare. Defense tactics. Reinforcement of expected retaliation. Increasing structural barriers. Lowering the significance of reasons for the advance.
Chapter 8.3. Deconstruction of functions. Effectiveness of activities. System of added value chains. Primary functions of the company. Auxiliary functions. Costs and consequences of the functions.
Chapter 8.4. Strategy control center. Portfolio management strategy. Balanced portfolio. Portfolio analysis: parent matrix. Corporate center strategy. Corporate center roles.

 

The programme based on expert’s Visions & Solutions

GLOBAL PAYMENTS: BUSINESS AT THE INTERSECTION OF DIGITAL COMMERCE

AJAY BANGA CEO, Information Technology, MasterCard, USA

JUD LINVILLE Chief Executive Officer Citi Cards, USA

DIGITAL TRANSFORMATION OF FINANCIAL SERVICES

AJAY BANGA CEO, Information Technology, MasterCard, USA

SATYA NADELLA CEO, Information Technology, Microsoft, USA

TOYOTA'S PHILOSOPHY AND PROGRESS IN THE NEW TECHNOLOGY

AKIO TOYODA CEO, Automobiles, Toyota Motor Corp, Japan

THE FUTURE OF TRAVEL & HOSPITALITY WITH MARRIOTT INTERNATIONAL

ARNE SORENSON CEO, Consumer Services, Marriott International, USA

DRIVERS AND ACCESS FOR ENERGY TECHNOLOGY

MARIA ZUBER Vice-President for Research MIT, USA	ROBERT ARMSTRONG Initiative Director MIT Energy, USA
HARRY BREKELMANS Projects & Technology Director Royal Dutch Shell, United Kingdom

INNOVATION POLICY IN THE MANAGEMENT OF ENERGY

BEN VAN BEURDEN CEO, Energy and Petrochemical, Royal Dutch Shell, United Kingdom

BANK'S OUTLOOK FOR THE U.S. ECONOMY, TRADING AND TECHNOLOGY 

BRIAN MOYNIHAN CEO, Financial Services, Bank of America Corporation, USA

THE FATE AND CAREER OF AN INVESTOR IN THE MODERN WORLD

WARREN BUFFETT CEO, Global Investments, Berkshire Hathaway, USA

BRIAN MOYNIHAN CEO, Financial Services, Bank of America Corporation, USA

THE SUCCESSFUL LEADERSHIP THROUGH THE PERSONAL AND PROFESSIONAL CHOICES 

BRIAN ROBERTS CEO, Technology and Entertainment, Comcast, USA

EUROPEAN BANKING SECTOR: THE FUTURE OF FINTECH 

CARLO MESSINA CEO, Financial Services, Intesa Sanpaolo, Italy

DRIVERS FOR CEO’s SUCCESS IN BUSINESS AND PERSONAL LIFE 

LAURENCE FINK Co-Founder and CEO, Blackrock, USA

NEW ENERGY AT THE NEW ECONOMY

ALIKO DANGOTE President and CEO Dangote Industries, Nigeria	SULTAN AHMED AL JABER Chief Executive Officer, Abu Dhabi National Oil, UAE
JOSEPHINE WAPAKABULO Chief Executive Officer, Uganda's National Oil, Uganda	DARREN WOODS CEO, Oil and Gas, Exxon Mobil Corp, USA

ETHICAL RESPONSIBILITIES OF A GLOBALIZED MEDICAL SYSTEM 

DAVID WICHMANN CEO, Health System Insurance, UnitedHealth Group, USA

LEADING TRANSFORMATIONAL CHANGE

DOUG MCMILLON CEO, Consumer Services, WalMart, USA

HOW SMALL BUSINESS CAN ACHIEVE BIG BUSINESS SUCCESS

FREDERICK SMITH CEO, Transportation, FedEx, USA

A JOBS CREATION STRATEGY FOR THE FOURTH INDUSTRIAL REVOLUTION

HANS VESTBERG CEO, Communications & Technology, Verizon Communications, USA	SHARAN BURROW General Secretary, International Trade Union Confederation (ITUC), Belgium
ALAIN DEHAZE Chief Executive Officer, Adecco Group, Switzerland	MURIEL PÉNICAUD Minister of Labour, France
HANS VESTBERG Chief Executive Officer, Verizon Communications, USA

THE NEW STRATEGY «TRANSFORM 2025» FOR VOLKSWAGEN BRAND

HERBERT DIESS CEO, Automobiles and Commercial Vehicles, Volkswagen Group, Germany

RANGING FROM THE DANGERS OF BUREAUCRACY TO THE VALIDITY OF BITCOIN 

JAMIE DIMON CEO, Financial Services, JPMorgan Chase & Co, USA

THE FUTURE OF BANKING 

JEAN-LAURENT BONNAFE CEO, Financial Services, BNP Paribas, France

REAL HISTORY: AMAZON, BLUE ORIGIN, FAMILY AND WEALTH

JEFFREY BEZOS CEO, Retail, Amazon, USA

FIRESIDE CHAT WITH JENSEN HUANG 

JENSEN HUANG CEO, Information Technology, Nvidia, USA

HSBC: THE NEW GENERATION OF EMPLOYEES

JOHN FLINT CEO, Financial Retail and Services, HSBC Holdings, United Kingdom

SINGULARITY AND THE A.I. WILL CHANGE EVERYTHING 

MASAYOSHI SON CEO, Telecommunication, Softbank, Japan

IN COMPANY WITH GOOGLE FOUNDERS LARRY PAGE AND SERGEY BRIN

LARRY PAGE CEO, Life Science & Technology, Alphabet, USA

SERGEY BRIN Founder, Google, USA

GLOBAL DEFENCE ENVIRONMENT: LOCKHEED MARTIN CORPORATION 

MARILLYN HEWSON CEO, Industrials, Lockheed Martin, USA

WHERE IS BLOCKCHAIN HEADING?

MICHAEL WIRTH CEO, Energy Oil and Gas, Chevron, USA

APPLE'S FUTURE IN DISCUSSES WITH CEO 

TIM COOK CEO, Electronics & Technology, Apple Inc, USA

EXPERIENCE & FUTURE OF WELLS FARGO & CO AND THE FUTURE OF BANK

TIMOTHY SLOAN CEO, Financial Services, Wells Fargo & Company, USA

THE INTRICATE COMPLEXITIES OF BEING A JET MAKER: AIRBUS

THOMAS ENDERS CEO, Industrials, Airbus, France

VISION FOR NEW SOCIAL FUTURE

THOMAS BUBERL CEO, Insurance, Axa Group, France

NEW ERA FOR FIAT CHRYSLER AUTOMOBILES

SERGIO MARCHIONNE CEO, Automobile, Fiat Chrysler, USA-Italy

LEADING THE WALT DISNEY COMPANY INTO THE FUTURE

ROBERT IGER CEO, Consumer Services, Disney, USA

THE FUTURE OF RENEWABLE ENERGY

DAVID SANDALOW Inaugural Fellow, Center on Global Energy Policy, Columbia University School of International and Public Affairs	AMY MYERS JAFFE David M. Rubenstein Director of the Program on Energy Security and Climate Change, Council on Foreign Relations
JOANNA I. LEWIS Associate Professor of Science, Technology, and International Affairs, Georgetown University Edmund A. Walsh	JONATHAN COONY Global Lead for Green Competitiveness, World Bank Group

THE KEY CHALLENGES FOR CEO OF TOTAL: A MAJOR ENERGY CONGLOMERATE 

PATRICK POUYANNE CEO, Global Energy, TOTAL, France

FINANCIAL SERVICES OF ALLIANZ GROUP MEDIA

OLIVER BATE CEO, Financial Services, Allianz, Germany

Course Target Audience

• Managers responsible for the organization and development of business areas
• Heads of product development departments and product lines
• Owners and Managers of small, medium and large businesses
• Heads of departments and offices of regional ministries

Status & Diploma

Graduates of the DBA Chief Executive Officer program receive  Diploma and International Qualification Certificate.