DBA Chief Digital & Executive Officer

Chief Digital & Executive Officer DBA Programme 

Certificate / Diploma - DBA Chief Digital & Executive Officer
Research / Distance Learning
Program Duration: 5 semesters / 15 months

The programme is a unique educational product and is offered to executives and directors in charge of managing digital technologies and digital transformation in commercial companies and government organizations. The program combines two key qualifications - Chief Executive Officer and Chief Digital Officer, the receipt of which guarantees the doctoral candidate the opportunity to occupy high leadership positions in organizations of the digital economy, while combining the most modern and effective technological and managerial competencies.

DBA Chief Executive OfficerDOCTOR OF BUSINESS ADMINISTRATION PROGRAMME
«MANAGEMENT OF DIGITAL TECHNOLOGIES AND DIGITAL TRANSFORMATION»

ACADEMIC MODULE: KNOWLEDGE BASE

THEME 1. CDO PHILOSOPHY AND PRACTICAL ASPECTS OF DIGITALIZATION

CHAPTER 1. THE DIGITAL ECO SYSTEM: IT INFRASTRUCTURE ON CDO’S AGENDA

We reveal the philosophy of an innovative technological approach to the management of business structures, non-profit organizations and public administration organizations. We consider the concepts, models and technologies of modern and promising digital ecosystems. We study methods and tools for interpreting big data, with an emphasis on key performance factors, simulate the outcomes of various options for managerial decisions, and track the results of decision-making - from operational to strategic.

• IT infrastructure in the competence of the director of the company;
• Digital ecosystem and Technological Singularity;
• The Ecosystem Model of the Digital Economy;
• Examples of digital ecosystems;
• Technologies and components of digital ecosystems;
• Smart Contracts and Oracles;
• Case: creating an ERC20 token based on Ethereum;
• Cloud Databases;
• Cloud Computing;
• Deployment Models;
• Service Models;
• Economic aspects of Cloud Computing;
• Data Warehouses;
• The process of working with data;
• Data Showcase;
• OLAP technology;
• CODD’s Rules;
• OLTP Technology;
• Business Intelligence;
• ETL Technology;
• Data Mining;
• Economic issues and Digital Technology;
• Challenges addressed by Digital Platform Ecosystems.

CHAPTER 2. ROLE OF CDO IN THE DIGITAL TRANSFORMATION OF SMES AND LSES

We consider the staffing of the digital economy management system, regulatory decisions, the competencies of members of the digital transformation management team. We reveal the philosophy of the head of the company when interacting with managers and technologies. Using the example of a decentralized autonomous organization, we study a model of an operating system for managing digital transformation companies.

• Staffing Management System of the Digital Economy;
• Chief Information Officer subordinate to CEO/CDO;
• Digital Design Architect Manager subordinate to CEO/CDO;
• R&D Analyst Manager subordinate to CEO/CDO;
• Chief Technical Officer subordinate to CEO/CDO;
• Programmer & Developer subordinate to CEO/CDO;
• Digital Audit Manager subordinate to CEO/CDO;
• Cyber-Security Officer (CISO) subordinate to CEO/CDO;
• Chief Design Officer subordinate to CEO/CDO;
• Brand Communication Officer subordinate to CEO/CDO;
• Chief Data Officer subordinate to CEO/CDO;
• Digital Product Manager subordinate to CEO/CDO;
• Chief Innovation Officer reporting to CEO/CDO;
• Chief Strategy Officer subordinate to CEO/CDO;
• CVO Chief Visionary Officer subordinate to CEO/CDO;
• The best American cities to work Chief Digital Officer;
• Philosophy of CEO/CDO;
• Creation and management of a Decentralized Autonomous Organization;
• Operating system for Decentralized Autonomous Organizations.

CHAPTER 3. TOP STRATEGY FOR CDO’S LEADING DIGITAL TRANSFORMATION

We consider digital transformation as a process of transforming business models under the influence of innovative digital technologies. We study the concepts of creating models of organizations in the digital economy. Introducing competitive business models, business technologies, leadership roles in companies and organizations engaged in digital transformation or digitalization.

• Creation of a Digital Company;
• Creation and management of a decentralized autonomous organization;
• The concept of creating an Organization Model in the Digital Economy;
• Digital threats and countermeasures;
• Business models and Business Technologies;
• Digital competitive advantages;
• Mobile technology, the Internet of Things and Edge-computing;
• Digital interaction in B2B2C format;
• Digital transformation of the company;
• Leadership competencies for digital transformation;
• Balancing Digital Transformation;
• Key roles in Digital Transformation.
CHAPTER 4. BEYOND TECHNOLOGY: CDO IS A BUSINESS LEADER AND CEO

We consider the strategic leadership of the organization from the perspective of using digital management technologies, introducing robotics and automation of the main and auxiliary business processes and resource management, we study the methodology for calculating risks when choosing financial strategies.

• Big Data, supercomputers and computers on temporary crystals;
• Promising IT-technologies and solutions;
• Smart Digital Assistant;
• A Quantum Computer Based on temporary crystals;
• Immersion in Virtual Reality.

CHAPTER 5. DIGITAL TRANSFORMATION AND NEW CHALLENGES FOR CDOS

Introducing the exclusive module of the Chief Executive Officer program designed to build leadership competencies for leaders in digital transformation and technological change (digitalization). We consider the participation of company directors and heads of organizations in the strategic management of large, medium and small businesses, which includes processes, levels and tools for managing organizational structures.

• Leadership of CEO/CDO in organization management;
• Individual development and goal-setting of the leader;
• Professionalism and self-affirmation;
• An individual development plan for the head of the company;
• Choosing a model of behavior;
• Criteria for choosing a Corporate Strategy;
• Digital Technologies for Developing Strategies;
• Choosing values for Corporate Culture;
• Team leader digital transformation;
• Strategic programs for Digital Business Transformation;
• Collective business management;
• Development tools Agile, Scrum, Kanban;
• Stages of corporate development of the organization;
• Strategic functions of company structures;
• Competencies of the organization;
• Classification of business processes;
• Definition of company development scenarios;
• Interests of Stakeholders;
• Making decisions on the strategy;
• Strategy reporting;
• Strategy Management Center.


THEME 2. DIGITALIZATION METHODOLOGY AND MODELING

CHAPTER 1. DIGITAL INNOVATION AREAS

We consider innovative trends and opportunities for digital business transformations, ways to identify areas of technological development that are relevant for business and the state, innovative methods of digital management and the practice of applying digital technologies.

• Partnerships in innovation;
• The paradigm of Open Innovation;
• The method of «advanced consumers»;
• Decision Points (TPR) Stage-Gate © process;
• The role of cultural norms and rules in innovation;
• Innovative practice from Google;
• Competencies in digital innovation;
• Digital Roadmap;
• Scientific developments and patenting of new technologies;
• Research and development systems (Research & Development).

CHAPTER 2. APPROACHING DIGITALIZATION WITH BUSINESS PROCESS MANAGEMENT

We consider digital technologies, the history of their creation, success and practical application in modern realities, as well as global practices of their use in a wide variety of industries and areas of activity.

• Digital sound;
• Digital signal processing;
• Digital video;
• Quantization;
• Digital transformations;
• Artificial Intelligence;
• Infrastructure for digitalization;
• System integration;
• Digital modeling of business processes;
• Software for digital office;
• Technique and automation technology;
• Documentation management;
• Network solutions for digital office;
• Intersectoral Digital Technologies;
• The evolution and properties of information technology;
• Ecosystem solutions in Company Process Management.

CHAPTER 3. SMART-CONTRACT: WORK WITH CONTRACTORS IN BLOCKCHAIN TECHNOLOGY

We reveal the features of using blockchain technology in optimizing transaction processes, based on the conclusion and execution of smart contracts. We consider the types of architecture of information technology systems and platforms to support transactions, audit and security of smart contracts.

• Technology of Smart Contracts;
• How smart contracts work;
• Legal support of transactions under smart contracts;
• Regulation of smart contracts;
• IT Architecture;
• Audit of IT-Architectural Solutions;
• Blockchain oracles as a connection between the digital and the real world;
• Oracles as part of an intellectual contract ecosystem;
• Digital Safety Certificates.

CHAPTER 4. MACHINE LEARNING FOR SOLVING CORPORATE TASKS

We consider engineering solutions for the use of artificial intelligence in the creation of "smart automation" and digitalization of business processes. We reveal the essence and principles of the use of neural networks in the creation of environmental and industrial technologies, taking into account communication and behavioral models.

• Tasks of machine learning on precedents;
• Approaches and methods of machine learning;
• Neural Networks;
• Machine learning software environment;
• Tools for the analysis of Machine Learning;
• Senses of Machine Learning Technology.

CHAPTER 5. CREATING MULTITASKING DIGITAL STRATEGIES FOR CORPORATIONS

We consider the specifics of digital strategies at all stages of creating products or services (value chains) with constantly changing external factors. We study industry technological solutions and management tools that have proven practical effectiveness and create new trends in the digital economy.

• Digital strategies and their implementation;
• Digital strategies of manufacturing corporations;
• Features of digitalization processes in US companies;
• The role of CEOs/CDOs of US companies in implementing digitalization strategies;
• Digital barrier in working with clients;
• Development of a digital strategy for the company to enter the market;
• Problems in creating and implementing Digital Strategies.


THEME 3. TECHNOLOGICAL BASE AND WORLD EXPERIENCE OF APPLICATION

CHAPTER 1. INTRODUCING DIGITAL TRANSFORMATION

We consider the hierarchy of organizational competencies for leaders of digital transformation and the conditions for their application for implementation in various industry management strategies: retail, resource extraction, telecommunications, etc. Models of digital transformation and the architecture of technological digital solutions are examined in detail.

• Digital transformation of the organization;
• Models of Digital Transformation;
• Architecture of Digital Transformation;
• Brands of Digital Transformation;
• Recipes for the success of the Digital Transformation of business processes;
• Internet of Things;
• Artificial intelligence and the revolution in e-commerce;
• Digital Marketing;
• Digital Media Marketing;
• Problems of Digital Transformation.

CHAPTER 2. ORGANIZING ROBOTIC AUTOMATION PROCESS: BALANCING DIGITAL TRANSFORMATION WITHOUT LOSS OF COMPANY PRODUCTIVITY

We consider the practical tools of digitalization, robotization and automation of functional tasks in the implementation of digital transformation. Modern digital management techniques and system solutions are offered.

• Management methodology Business Process Management (BPM);
• The evolution of BPM systems: Key areas of development;
• Technology of automation of business processes Robotic Process Automation;
• Modern Robotics in the global market;
• Principles of Artificial Intelligence;
• US Robot Enforcement Studies;
• Collaborative Robot or Cobot;
• Implementation of RPA for process automation;
• Digital workers and process robots;
• Global automation of production;
• Augmented reality for process automation;
• Development of virtual simulators and educational systems;
• Development of 3D models;
• Development of applications with mixed reality (MR);
• RPA - software robots for business;
• The use of collaborative robots.

CHAPTER 3. ARTIFICIAL INTELLIGENCE AND CLOUD COMPUTING

We reveal the features of the use of cloud computing technologies, neural networks and artificial intelligence in the managerial activities of the head of digital transformation. We present practical solutions for the use of cloud robotics and high-tech innovative B2B platforms.

• Use of artificial intelligence technologies;
• Cloud computing in enterprises;
• Cloud systems SaaS, IaaS, PaaS for artificial intelligence;
• Cloud robotics;
• Applications for cloud robots;
• Artificial intelligence and machine learning;
• Business models of cloud robotics;
• Cloud computing trends;
• Quantum technologies and calculations;
• Quantum computer and Artificial intelligence.

CHAPTER 4. STRATEGY FOR HIRING SPECIALISTS TO SUPPORT DIGITAL SOLUTIONS. DECISIONS ON DIGITAL OFFICE, BUSINESS PRIORITIES AND GOALS

We consider the tools for building digital HR-systems for companies and organizations of any scale and profile. We offer the concept of corporate interaction of a digital office to implement effective work based on remote access to the organization’s operations.

• History and world experience of creating professional teams;
• Digital HR: new HR trends;
• Human Resource Management System;
• The concept of a digital office;
• Work in the space of a digital office;
• Digital HR brand management;
• HR brand in the digital age;
• Gamification reward management systems.

CHAPTER 5. CREATION AND DEVELOPMENT OF «VIRTUAL ORGANIZATION»

We consider the aspects and possibilities of implementing a business in a digital environment, disclose the principles and models of relationships between market participants in the virtual space, offer existing digital systems, platforms and methodology for creating companies and organizations of the future.

• The emergence of virtual organizations;
• Virtual forms of doing business in the 21st century;
• Technologies in virtual organizations;
• Creation of virtual space;
• Technology classes;
• Virtual communities;
• Holographic organizations;
• Capital in virtual organizations;
• Teams in virtual management;
• Experience of enterprises forming stable business systems;
• Formation of a virtual corporation.


THEME 4. PRACTICAL INSTRUMENTS, COMPETENCIES AND SKILLS OF CDO

CHAPTER 1. DATA MANAGEMENT: AUTONOMOUS TRANSACTION PROCESSING, DIGITAL CUSTOMER RELATIONSHIP MANAGEMENT, DATABASE, BIG DATA CLOUD AND BACKUP, DIGITAL EVENT HUB

We consider technologies for working with digital and digital images, big databases, search engines, business design packages, programming languages, and Digital Events management.

• Information databases;
• Database management systems;
• Language of structured queries;
• Information language;
• Search system;
• Database;
• Big data;
• Database design;
• Development of databases and database management systems;
• Multimode databases;
• Autonomous transactions in PL/SQL;
• Digital customer relationship management;
• Big data cloud and backup;
• Digital event centers.

CHAPTER 2. APPLICATION DEVELOPMENT: JAVA, MOBILE HUB, DIGITAL ASSIST, BLOCKCHAIN PLATFORM, DATA SCIENCE CLOUD, VISUAL BUILDER, MESSAGING, DATA INTEGRATION PLATFORM

We reveal the practical issues of creating business-oriented applications in a modern software environment that optimize the practical activities of the organization and are responsible for the results of its economic efficiency.

• Programming languages for creating programs and applications;
• Programming paradigm;
• Programming and program development;
• JAVA programming environment;
• Blockchain platform;
• Development of mobile applications for IOS;
• Management of a team of application developers;
• Management of the development of complex Internet applications;
• Main technology stacks.

CHAPTER 3. CDO’S MANAGEMENT PLATFORM: APPLICATION PERFORMANCE MONITORING, INFRASTRUCTURE MONITORING, LOGS ANALYTICS, IT ANALYTICS

We consider the tools of the head of a high-tech company for analyzing application performance and monitoring the performance of IT processes. We study IT Outsourcing in terms of the full range of digital high-tech and management solutions.

• Application performance management;
• Monitoring application performance;
• Journal analytics, it-analytics;
• Outsourcing in the field of information technology.

CHAPTER 4. BUSINESS ANALYTICS: CLOUD ANALYTICS, BUSINESS INTELLIGENCE, DATA VISUALIZATION

We study data analysis methods and platforms for collecting big data from production and management processes. We consider the issues of statistics, forecasting, optimization and the hierarchy of performance indicators. We reveal the methodology of cloud analytics as a cross-platform system for collecting and analyzing corporate information.

• Business intelligence and big data;
• SAS analytical solutions;
• Data visualization and reporting;
• Search benchmarking;
• Cross-cutting analytics;
• Trends in business intelligence;
• Vendors of business intelligence;
• Orientation in large volumes of data with visual data;
• Information technology and business intelligence.

CHAPTER 5. DIGITAL SECURITY: CLOUD ACCESS SECURITY AND IDENTITY, CONFIGURATION AND COMPLIANCE, SECURITY MONITORING AND ANALYTICS

We consider all the tools for protecting corporate and personal information. We reveal the security technologies of digital transformation enterprises. We are exploring effective protection against hacking threats and network attacks.

• Information security tools;
• Security tools and technologies;
• Control of information leakage channels (Data Loss Prevention);
• Digital fingerprints;
• Key management;
• Encryption;
• Protocols of secret voting;
• Technology trends requiring digital protection;
• Personal digital security;
• Digital security platforms E-Commerce;
• Digital security of the Internet of things;
• Digital biometrics;
• Documents, acts and information security methodology;
• Methodology for creating an enterprise security system;
• Varieties of network attacks;
• Antivirus programs;
• False antiviruses;
• Malicious programs;
• Spyware;
• Proprietary software;
• Firewall;
• Integration and management of Honeypot systems.


THEME 5. CDO LEGAL COMPETENCE IN BUSINESS MANAGEMENT

CHAPTER 1. DIGITAL PERSONNEL DEPARTMENT AND LEGAL SUPPORT FOR EMPLOYEES

We consider the automated personnel systems of digital transformation companies and the legal support of the activities of a high-tech enterprise. Exploring Digital Intellectual Property Copyright. We reveal the features of digital law in the corporate environment

• Digital personnel management system;
• Automation of personnel assessment by KPI;
• Digital law.

CHAPTER 2. DIGITAL IDENTITY OF THE COMPANY AND LEGAL SUPPORT OF COPYRIGHT

We consider the legal support of the personnel policy of the company, the ethical and reputation values of digital reality, the legal and administrative regulation of the activities of digital transformation companies.

• Big data, digital footprint and personnel policy of the company;
• Rules of digital reputation;
• Legal support of copyright and other IT-competencies.

CHAPTER 3. MASTER DATA MANAGEMENT AND REFERENCE DATA MANAGEMENT

We consider platforms for supporting all stages of the life cycle of the organization’s regulatory and reference information management project: data collection, preparation of materials, analysis and research, information processing, aggregation and delivery of results. We study the integration processes of user information in B2B and B2C formats.

• Data models;
• Management of corporate master data;
• Reference data management: a flexible approach;
• Legal regulation of data management;
• Structuring databases;
• Cloud architecture.

CHAPTER 4. LEGAL RECONCILIATION OF CDO DUTIES AND RESPONSIBILITIES

We consider the responsibility of the digital office team in relation to the head of digital transformation. We study competency registers for each professional qualification included in the digital office's HR system. We reveal the features and trends of digital law in the modern world.

• Responsibilities of CEO/CDO: information law;
• Responsibilities of CEO/CDO: intellectual property;
• Responsibility of CEO/CDO: scientific and technical activities;
• Responsibility of CEO/CDO: information security;
• Responsibility of CEO/CDO: big data;
• Responsibility of CEO/CDO: formation of a communication team;
• Responsibilities of CEO/CDO for digital transformation: CDTO;
• Responsibility of CEO/CDO: for key performance indicators;
• Responsibility of CEO/CDO: for analytics and digital order;
• Responsibility of CEO/CDO: for the financial policy of the company;
• Digital enterprises and projects;
• Trends and risks of legal regulation of digital transformation;
• The Internet of things as an industrial Internet;
• Digital law and smart contracts;
• Regulation of robotics and artificial intelligence;
• Ethics and artificial intelligence;
• Regulatory sandboxes in the world.

CHAPTER 5. LEGAL SUPPORT OF THE «INTERNET OF THINGS» STRATEGY

We consider the legal support of digital projects, the creation of a legal framework for the activities of a high-tech enterprise, an innovative company, evaluate the profitability of business processes and legal acts that accompany digital transformation.

• Legal aspects and jurisdictions of the Internet of things;
• Foreign jurisdictions in the management of digital transformation;
• Regulation of the digital economy of Asia, Europe, the USA;
• Creation of the legal field of the digital economy;
• Conditions for the effectiveness of special legal regimes;
• Change management system for the digital economy;
• Procedures for resolving disputes about ownership;
• Legal relations in the field of digital economy;
• Special legal regimes;
• Assessment of the profitability of projects, normative legal acts, and the effectiveness of existing regulation.


THEME 6. THE ROLE OF CDO IN THE MAIN ASPECTS OF BUSINESS DEVELOPMENT

CHAPTER 1. COMPANY MANAGEMENT THROUGH IT SOLUTIONS AND ARTIFICIAL INTELLIGENCE

We consider the TOGAF standard and the architecture of digital enterprises, data arrays, business processes and technologies. We study strategic management in IT, strategy development, personnel management and a business process management system under the control of artificial intelligence.

• Programs for digital business management;
• Online business management systems;
• Online enterprise resource management system (ERP);
• APS planning in process manufacturing;
• Smart HR: digital technologies in personnel management;
• The role of artificial intelligence in personnel management and leadership.

CHAPTER 2. DIGITAL BRANDING TECHNOLOGY

We consider effective branding technologies of companies and organizations of the digital economy. We study the value system of the modern digital world and practical solutions for various industry segments of business and government.

• Components of branding positioning;
• Development of a positioning strategy;
• Corporate culture as an object of strategic management;
• Digital branding;
• Market for commercial design;
• Digital branding discourse;
• Digital branding in the advertising process;
• Digital technologies and brand promotion strategies;
• Analysis of competitors in the digital world;
• Digital branding trends.

CHAPTER 3. BLOCKCHAIN AS AN INSTRUMENT OF INNOVATION MANAGEMENT

We reveal the details, meanings and advantages of blockchain technology for various fields of application in the digital transformation system, consider all aspects of creating industry-specific applications based on blockchain technology.

• Blockchain technology integration;
• Blockchain technology trends;
• Smart contracts and blockchain technology;
• Financial transactions with blockchain technology;
• ICO procedure - Initial Coin Offering;
• Foreign banks and blockchain for trade transactions;
• Blockchain potential in the insurance segment;
• Blockchain-based education certification systems;
• Blockchain in healthcare;
• Blockchain and the Internet of things;
• Blockchain in environmental projects;
• Social projects with blockchain technology;
• Blockchain in the transport sector;
• Real estate blockchain;
• Blockchain in the electric power industry;
• Blockchain in trade;
• Augmented and Virtual reality;
• Military technology on the Blockchain.

CHAPTER 4. DIGITAL TECHNOLOGIES IN CORPORATE GOVERNANCE

We consider corporate governance in the era of the fourth industrial revolution. We study the features of the functioning of a joint-stock high-tech company, the features of legal regulation and corporate governance in companies with state participation.

• Technologies in the corporate governance system;
• Digitalized corporate governance: priorities and postulates;
• Corporate governance models;
• Codes of corporate governance and corporate ethics.

CHAPTER 5. DIGITAL COMMUNICATIONS IN COMPANY MANAGEMENT

We consider digital systems of corporate communications, marketing strategies for digitalization of an enterprise, we study design digital communication solutions and a customer relationship management system. We reveal the principles of applying end-to-end digital transformation technologies.

• Building digital communications and their effectiveness;
• Digital communication system;
• Digital media in the cultural globalization of the world;
• Digital communications strategy;
• Protection of digital communications;
• Choosing a CRM system for business;
• Digital information space of the organization;
• Information technology in communication.


THEME 7. CDO FINANCIAL COMPETENCE FOR BUSINESS MANAGEMENT

CHAPTER 1. KEY QUALIFICATIONS FOR A CDO IN FINANCIAL SERVICES

We consider a set of leading competencies of the head of digital transformation at the junction of the functional areas of the financial sector and corporate finance. We study financial management in the competence of the director of a high-tech company from the digital economy sector. We reveal aspects of cross functionality and responsibility for CDO / CEO / CFO.

• Digital financial management technologies for CDO / CEO / CFO;
• Finance Department: transformation from the inside out;
• Virtual CDO / CFO - Virtual CFO;
• Development of a digital economy;
• Fintech under the control of CDO / CFO;
• Initiatives to create regulatory sandboxes;
• Startups in the field of financial technology;
• Fintech in Singapore;
• Fintech services and Neo banks;
• Banks of a new generation;
• Artificial intelligence in the world of finance;
• Building financial models;
• Methods and models of financial analysis;
• Scoring as a method of assessing credit risk.

CHAPTER 2. DIGITAL OFFICE: MANAGING CAPITAL EXPENSE AND OPERATING EXPENDITURE

We consider the economy of digital transformation, accounting in manufacturing companies of high-tech components and software solutions. We study Fintech in terms of international financial reporting standards, and the cost-effectiveness of digitalization projects and processes.

• Capital costs and operating expenses;
• Balance of OpEx and CapEx at the enterprise;
• OpEx and CapEx in IT;
• Capital Investment Management (CapEx);
• CRM system with financial and business process management (BPM);
• Optimization of IT costs;
• Calculation of the economic efficiency of the project;
• Digital office: saving with technology;
• Digital office: ecology and comfort.

CHAPTER 3. REGULATORY COMPLIANCE AND DIGITAL FINANCIAL MANAGEMENT

We consider the practice of financial management in the digital economy, creating a budget for innovative projects and accounting reports according to international financial reporting standards. We study automated processes and corporate finance management solutions.

• Intelligent financial management;
• Management of financial bubbles, as a technology for managing the digital economy;
• The practice of financial management in the digital economy;
• Financial management system;
• ERP system reports;
• Automation of financial accounting and management;
• Automation of management accounting and reporting in accordance with IFRS;
• The role of professional standards in the training of specialists;
• Budgeting and financial analysis functions;
• Stages of budgeting implementation;
• Financial management systems for CEO/CDO.

CHAPTER 4. RELEASE AND INITIAL CRYPTOCURRENCY OFFER (INITIAL COIN OFFERING)

We consider aspects of the initial placement of cryptocurrencies, the operation of cryptocurrency exchanges, the creation of cryptocurrency assets. We study the practice of arbitration operations with cryptocurrencies and the legal support of the financial activities of a high-tech company.

• ICO and anthology of cryptocurrency operations;
• Bitcoins;
• Ways to put your own cryptocurrency into circulation;
• Scopes of cryptocurrency;
• Technical aspects of creating cryptocurrency;
• Cryptocurrency launch: tips and tricks for creating;
• Development of cryptocurrency;
• Conducting an ICO;
• Carrying out IEO / IDO / STO;
• Creating your own crypto assets;
• Arbitration operations with crypto assets;
• Legal regulation of crypto assets.

CHAPTER 5. DIGITAL EXCHANGES AND WORK WITH CRYPTOCURRENCIES

We conduct a comparative analysis of the country regulation of cryptocurrency markets, consider the mechanisms of legal and economic relations in the digital economy. We study the features of the functioning of electronic government portals of developed and developing countries.

• Experience in the legal regulation of relations in the field of cryptocurrency circulation;
• Marketplaces in the digital money industry;
• Criteria for choosing a reliable cryptocurrency exchange;
• Rules for trading on the cryptocurrency exchange;
• Experience on the cryptocurrency exchange;
• Secure trading on the cryptocurrency exchange;
• Digital legal expertise;
• Crypto funds and investments;
• Legal regulation of cryptocurrency funds.


THEME 8. WORLDWIDE STANDARDS FOR DIGITAL TECHNOLOGY

CHAPTER 1. SMART NATION AND NATIONAL DIGITAL IDENTITY. WORLD DIGITAL AI COMMUNICATIONS

Using developed countries as an example, we consider conceptual high-tech digital solutions aimed at improving the quality of life, corporate citizenship policies and sustainable development. We are studying the use of digital office research and development engineering models.

• The concept of a social license of the future;
• Cultural and communication philosophy of digital identity;
• Communications and artificial intelligence;
• Artificial intelligence and public administration;
• Artificial intelligence and business organization;
• Artificial intelligence & communication robotics;
• Digital transformation: target model;
• Ensuring the security of information infrastructure;
• Model of R&D organization in the field of development of intelligent digital systems;
• Smart cities of the world.

CHAPTER 2. SMART ELDERLY MONITORING AND ALERT SYSTEM. DIGITAL MEDICAL ASSISTANCE SYSTEM

We consider industry-leading digital solutions in the field of medicine, telemedicine, the use of blockchain technology in healthcare. We study artificial intelligence technologies in medicine and the practice of using off-the-shelf high-tech solutions and applications.

• Features of medical digital startups in the world;
• Telemedicine;
• Innovative digital technologies in surgery and medical rehabilitation;
• Artificial intelligence system for processing medical images;
• The safety of digital medicine;
• Digital medicine: healthcare in a smart city;
• Blockchain ecosystem for healthcare.

CHAPTER 3. E-PAYMENTS. DIGITAL FINANCE ASSISTANCE SYSTEM

We consider electronic payment systems and digital banking support technologies: applications, portals, mobile banking systems. We study the elements of financial control of the digital economy and corporate finance accounting tools.

• Varieties of electronic money;
• International experience in the implementation and use of electronic money;
• Online wallet;
• Acquiring market trends in the world;
• Payment and settlement digital system in Japan;
• Regulation of payment systems in Singapore;
• Financial control in the context of the digitalization of the economy;
• System of financial control at the enterprise;
• Applications for financial accounting with maximum automation;
• Tools for accounting for the finances of the organization;
• International payment methods.

CHAPTER 4. DIGITAL EDUCATION. DIGITAL PROFESSIONAL COMPETENCE

We study technological solutions for creating educational projects, programs and products of the digital economy. We consider modern digital educational systems and online education applications.

• Modern digital educational environment;
• Digital literacy skills;
• Directions for the development of digital education;
• Digital education for life;
• Digital school education;
• Digital higher education;
• Digital education outside institutional structures;
• E-learning system;
• Educational technology;
• Artificial intelligence in education;
• A single digital educational ecosystem.

CHAPTER 5. CYBERSECURITY AND DIGITAL SECURITY. PERSONAL SECURITY CONTROLLED BY AI

We consider cybersecurity as an element of digital transformation. We study the successful practices of digital protection of large computer systems and networks. We reveal the features of the application of software and hardware protection against cyber threats.

• Types of VPNs;
• Network protection options;
• Types of cyber threats;
• Protection against phishing attacks;
• Protection against ransomware;
• Common types of DDOS attacks;
• Router security;
• Scaling up information security;
• Legal regulation of information security;
• Digital transformation in information security;
• Artificial intelligence and security;
• Digital forensics.


GAME SOFTWARE MODULE

Educational Content Available to PlayStation 4 Game Console Owners

DBA CEO/CDO program offers doctoral students a game module provided by Academy partners from Sony Interactive Entertainment «Detroit: Become Human»
Detroit: Become Human is an adventure game developed by Quantic Dream and published by Sony Interactive Entertainment for PlayStation 4. The plot follows three androids: Kara (Valorie Curry), who escapes the owner she was serving to explore her newfound sentience and protect a young girl; Connor (Bryan Dechart), whose job is to hunt down sentient androids; and Markus (Jesse Williams), who devotes himself to releasing other androids from servitude. They may survive or perish depending on dialogue choices. Detroit: Become Human is based on Quantic Dream's 2012 technology demonstration Kara; Curry returned to reprise the title role. To research the setting, the developers visited Detroit, Michigan. The script took writer and director David Cage, who consulted artificial intelligence experts, over two years to complete. They built a new engine to complement the game and cast hundreds of actors before commencing the process of shooting and animation. Philip Sheppard, Nima Fakhrara, and John Paesano served as composers for Kara, Connor, and Markus, respectively. Detroit: Become Human was met with generally favourable reviews from critics, who praised the setting, visuals, smaller moments in the story, main characters, their voice actors, the impact choices had on the narrative, and flowchart feature, but criticised the motion controls, mishandling of historical and thematic allegories, and aspects of the plot and characters.
The unique PlayStation ID can be used by a doctoral candidate throughout the entire educational process. From the PlayStation Store, free download of this and other game content that is not currently included in the game module of the CEO / CDO program is possible. The results of the game, which will be available to the Academy administration throughout the entire game process, may have an impact on the employment of a doctoral candidate upon completion of the training process, if there is a request.

COMMUNICATE AN ARTIFICIAL INTELLIGENCE, IT IS IMPOSSIBLE TO SKIP

Detroit: Become Human is an adventure game played from a third-person view, which is subject to a set and controllable perspective. There are multiple playable characters who can die as the story continues without them; as a result, there is no "game over" message following a character's death. The right analogue stick on the DualShock controller is used to interact with objects and observe one's surroundings, the left is for movement, and R2 scans an environment for possible actions; the motion controls and touchpad are also employed. Via quick time events and dialogue decisions, the story will branch out depending on which choices are made. These can be viewed in a flowchart during and immediately after a given chapter; the player can rewind to certain points in the story to reshape decisions in the event of regret. Certain scenes feature countdowns, which force the player to think and act quickly. Levels abound with magazines for players to read. The playable characters are:
Connor, a police investigator android tasked with hunting down androids that have deviated from their programmed behaviours. Kara, a housekeeper android who develops artificial consciousness and becomes responsible for a young girl's safety. Markus, a caretaker android who, after gaining consciousness, takes it upon himself to free others like him from bondage.
Obtaining clues by highlighting and analysing the environment with augmented vision allows Connor to reconstruct and replay events that occurred before. The more information Connor collects within an allotted time, the greater the chance of success in deciding a course of action. Markus has the power to grant androids free will and calculate the outcomes of certain acts.

VIRTUAL STORY BECOMES A PART OF REAL LIFE

Caretaker android Markus and his owner return home and alert the police of a suspected burglary. In confronting the perpetrator, Markus bypasses his programming, thereby becoming a deviant android with full autonomy, leading the police to shoot him at arrival. Markus awakes in a landfill of broken androids and, after escaping, discovers Jericho, a wrecked ship and safe haven for deviants. There, Markus rallies the others to fight for their rights. They perform several acts of civil disobedience, which catches the public's attention and gets more androids to join. This culminates with the FBI attacking Jericho. If he survives, Markus and the others set up a final march, resulting in either a war breaking out or the president opening peace talks.
Police investigator android Connor is sent by the CyberLife corporation to assist Lieutenant Hank Anderson, an alcoholic who hates androids. In the course of their investigation into an outbreak of deviants, they either bond or fall apart, potentially resulting in Hank committing suicide. During his hunt for Markus' group, Connor starts to deviate, but can also preserve his programming. He eventually locates Jericho, where he can become a deviant himself. If he defects, Connor infiltrates CyberLife Tower and converts all androids there into deviants. If not, he attempts to snipe Markus during the final protest, but is stopped by a SWAT team or Hank. If peace is achieved, Connor can choose whether or not to shoot Markus during a speech.
Kara, a housekeeper android for Todd Williams and his daughter Alice, escapes with her after he attacks them and leaves Kara a deviant. The two travel across Detroit, intending to enter Canada, which has no specific laws involving androids and where they will be safe. Kara and Alice befriend another android named Luther along the way, who joins them on their journey. They seek the aid of an android sympathiser, who points them to Jericho to obtain passports. They get caught up in the attack, which may result in Luther, Kara, and Alice's deaths. Kara also learns that Alice is in fact an android, replacing the daughter taken away by Todd's wife. They can reach Canada by bus or boat, survive a recycling centre, or in either case die trying.
“Detroit: Become Human” aims to find the answer to the question “What does it mean to be human?”


MEDIA MODULE OF THE PROGRAMME BASED ON EXPERT’S VISIONS & SOLUTIONS

Original Academy video on YouTube

BLOCKCHAIN׃ RISING ABOVE THE NOISE

SIMON JOHNSON, Professor, MIT Sloan School of Management, USA
PRASANNA GOPALAKRISHNAN, Executive Vice President, Chief Digital and Information Officer, Boston Private, USA
PETER NICHOL, Managing Director, OROCA Innovations, USA
MICHAEL HAGLER, President, Clevertech, USA
ATEFEH RIAZI, Assistant Secretary-General, Chief Information Technology Officer, United Nations, USA

REINVENTING MANAGEMENT IN THE AGE OF TECHNOLOGY

KHURRAM HAMID, Chief Digital Officer, Pfizer, Asia Pacific Region

ARTIFICIAL INTELLIGENCE IN BUSINESS 

PAUL DAUGHERTY, Chief Innovation Technology Officer, Accenture, Ireland
MICHAEL KRIGSMAN, Industry analyst, CXO Talk, USA

USA TODAY'S DIGITAL OVERHAUL

DAVID PAYNE, SVP and Chief Digital Officer, Gannett Co. Inc., USA
RILEY MCDONOUGH, SVP & GM, Consumer Publishing, Thomson Reuters, USA

THE DIGITAL FUTURE OF TRAVEL AND TRANSPORTATION

CHRISTOPH MUELLER, Chief Digital and Innovation Officer, Emirates Group, United Arab Emirates

DIGITAL TRANSFORMATION AND INNOVATIONS IN BUSINESS STRATEGY

BERNIE GRACY, Chief Digital Officer, Agero, USA
MARYFRAN JOHNSON, Executive Director CIO Programs, CIO Leadership Live, USA

ARTIFICIAL INTELLIGENCE AND SMART CITIES

DAN MCCRUM, Comment and Analysis Editor, Financial Times, UK
THEO BLACKWELL, Chief Digital Officer, London City Hall, UK
LAUREN SAGER WEINSTEIN, Chief Digital Officer, Transport for London, UK
ARUP JAMES DEAN, CEO and Founder, SenSat, UK

WILL CAVENDISH, Global Lead, Government Digital Services, UK

CREATING A DIGITAL SHIFT

JONATHAN BECHER, Chief Digital Officer, SAP, Germany
BRYAN KRAMER, Chief Executive Officer, PureMatter, USA

DIGITAL TRUST AND TRANSFORMATION

MARC BENIOFF, Chairman and Co-Chief Executive Officer, Salesforce, USA
KLAUS SCHWAB, Founder and Executive Chairman, World Economic Forum, Switzerland

STRATEGIC OUTLOOK ON THE DIGITAL ECONOMY

EILEEN DONAHOE, Executive Director, Global Digital Policy Incubator,
USAKEN HU, Deputy Chairman and Rotating Chairman, Huawei Technologies, China

ABIDALI NEEMUCHWALA, Chief Executive Officer, Wipro, India
ALFRED F. KELLY JR., Chief Executive Officer, Visa, USA

RAJEEV SURI, President and Chief Executive Officer, Nokia Corporation, Finland

DIGITAL TECHNOLOGY IN FINNAIR GROWTH STRATEGY

KATRI HARRA-SALONEN, Chief Digital Officer, Finnair, Finland

DIGITAL TRANSFORMATION AND SOLUTIONS FOR OIL AND GAS

GILLES COCHEVELOU, Chief Digital Officer, Total, France

DIGITAL FUTURE OF WORLD’S INFRASTRUCTURE

JOHANN JUNGWIRTH, Chief Digital Officer, Volkswagen, Germany

DIGITAL GOVERNMENT PERSPECTIVE

ALEX BENAY, Chief Information Officer, Government of Canada
ANDREAS KLUTH, Editor-in-Chief, Handelsblatt Global, Germany

INTRODUCTION TO DIGITAL ACTIVATION PLATFORM

ALAIN DEHAZE, Chief Executive Officer, Adecco Group, Switzerland
BARBARA COMINELLI, Director, Marketing and Operations, Microsoft, Italy

DIGITAL AUTOMATION WAVE

GUIDO JOURET, Chief Digital Officer, ABB, Switzerland

SOCIAL PROTECTION: FROM FRAGILE TO AGILE

FRANCIS BOUCHARD, Head Communications and Public Affairs, Zurich Insurance, Switzerland
GORDON L. CLARK, Professor, Smith School of Enterprise and the Environment, Oxford University, UK

UNLEASHING INNOVATION FROM CORE TO THE EDGE

MARTIN FINK, Executive Vice President, Chief Technology Officer, Western Digital, USA

L’ORÈAL DIGITAL TRANSFORMATION

LUBOMIRA ROCHET, Global Chief Digital Officer, L’Oréal Group, France

THE NEW AIRLINE DISTRIBUTION LANDSCAPE

CHRISTIAN LANGER, Chief Digital Officer, Lufthansa Group, Germany

THE ROLE OF DIGITAL TECHNOLOGY IN MARKETING AND BRANDING

RICARDO ARIAS-NATH, Chief Marketing Officer & SVP, PepsiCo, USA
ANTHONY MIYAZAKI, Marketing & Logistic, Florida International University College of Business, USA

CHIEF DIGITAL OFFICER TALENT MAP

DAVID MATHISON, Founder & CEO, Chief Digital Officer Club, USA

DIGITAL BANKING AND MOBILE PAYMENTS

ABRAR MIR, Chief Innovation & Financial Inclusion Officer, Habib Bank Limited, Pakistan
AAMIR MATIN, Head Technology Strategy, Habib Bank Limited, Pakistan
YAHYA KHAN, Chief Digital and Branchless Banking Officer, Bank Alfalah Limited, Pakistan
SOHAIL AZIZ AWAN, Chief Digital Banking Group, Allied Bank Limited, Pakistan
JAVED YOUSUF EDHI, Group Head, Digital Bank & Innovation, Silkbank, Pakistan
SHAHZAD SHAHID, Chief Executive Officer, TPS, Pakistan

DIGITAL TECHNOLOGY LEADERS

SEBASTIAN KLAUKE, Chief Digital Officer, Otto Group, Germany
BENJAMIN RUSCHIN, Co-Founder & Managing Director, WeAreDevelopers, Austria

BUILDING THE FUTURE FOR THE DIGITAL ENTERPRISE

MATT ANDERSON, Chief Digital Officer & President, Arrow Electronics, USA

MICROSOFT’S INTERNAL DIGITAL TRANSFORMATION

KURT DELBENE, Chief Digital Officer & Executive, Microsoft, USA
JULIA WHITE, Customer Value Partner, Azure Marketing Microsoft, USA

CHIEF DIGITAL OFFICER CLUB

DAVID MATHISON, Founder & CEO, Chief Digital Officer Club, USA

GOVERNMENT BEHIND THE DIGITAL TRANSFORMATION

TERA ALLAS, Senior Fellow and Director of Research, McKinsey Center for Government, USA
THEO BLACKWELL, Chief Digital Officer, Greater London Authority, UK
ANA BRNABIĆ, Prime Minister, Republic of Serbia
ALEXANDER J DIAZ, Chief of Staff, YouTube, USA
AARON MANIAM, Former Senior Director Industry, Ministry of Trade and Industry, Singapore
DIEGO PIACENTINI, Government Commissioner for the Digital Agenda, Government of Italy
BENNO NDULU, Former Governor, Central Bank of Tanzania

UNITED AIRLINES DIGITAL PLOTS REVAMP CHALLENGES

LINDA JOJO, Executive Vice-President, Technology and Chief Digital Officer, United Airlines, USA

STRATEGY QUESTIONS FOR CHIEF DIGITAL OFFICER

OLAF BACH, Professor of Business Economics, University of St. Gallen, Switzerland

CHIEF DIGITAL OFFICERS IN INDUSTRY: KEY ROLES

DAVID SHING, Digital Prophet, America Online, USA
DAVID CHIVERS, Chief Digital Officer, Jostens, USA
CHRIS HOOVEN, SVP of Sales and Business Development, OSF Global, Canada
JONATHAN SACKETT, President and CEO, MashburnSackett, USA

HOW TO MAKE SUCCESSFULLY SMART CITY

KONSTANTINOS CHAMPIDIS, Chief Digital Officer, Athens, Greece
MIGUEL GAMIÑO JR., Executive Vice President, Global Cities for Mastercard, USA
JESSICA TAN, Deputy Group CEO, COO and CIO, Ping an Insurance Group, China
TODD ASHER, Deputy Principal, Bloomberg Associates

INVESTING IN A DIGITAL WORLD׃ NEW APPROACHES

NIRAJ PANT, Partner, Polychain Capital, USA
ASH EGAN, Principal, Accomplice, USA
MELTEM DEMIRORS, Chief Strategy Officer, CoinShares, USA
AMANDA FABIANO, Senior Program Manager, Fidelity Center for Applied Technology, USA

STARLING BANK AND REVOLUTE ON DIGITAL-ONLY BANKS

CHAD WEST, Chief Marketing Officer, Revolut, UK
JAMES LLOYD, APAC FinTech Leader, Partner of EY, UK
MEGAN CAYWOOD, Co-Founder & Chief Platform Officer, Starling Bank, UK

DIGITAL TRANSFORMATION FOR BUSINESS

KIM STEVENSON, chief information officer, Intel, USA
MARK NORMAN, President, Zipcar, USA
ANDY MCAFEE, Principal Research Scientist, MIT Center for Digital Business, USA
DIDIER BONNET, Vice-President & Global Practice Leader, Capgemini Consulting, USA

TRAVEL AND THE FUTURE OF CITIES

DAN CHRISTIAN, Chief Digital Officer, The Travel Corporation, USA
MATT CURTIS, Founder, Smart City Policy Group, USA
TROY FLANAGAN, Vice President, American Hotel & Lodging Association, USA
MARTHA HONEY, Co-Founder and Executive Director, Center for Responsible Travel, USA
SEEMA MODY, Global Markets Reporter, CNBC, USA

DIGITAL INTERACTIONS AND PLATFORM ROADMAP

CAROL KLINE, Chief Information Officer, Conduent, USA
RAHUL GUPTA, Global Head, Conduent Technology Services, USA

THE DIGITAL TRANSFORMATION FOR CITIZENS

MUSTAPHA BOURAOUI, Vice President Strategic Marketing, STMicroelectronics, Switzerland
FRANCESCA BRIA, Chief Technology and Innovation Officer, Barcelona City, Spain
DIPAK KALRA, President, European Institute for Innovation, Belgium
JONAS ONLAND, Program Digital Manager for Transformation City of Eindhoven, Netherlands
MARIA PALOMBINI, IEEE Standards Association, Global Business Strategy & Intelligence, USA
KATRINA SICHEL, TV Producer, Wit and Word Communications, Belgium
MARIA SPYRAKI, Member and Journalist, European Parliament, Belgium
CHRISTIANE WOOPEN, Chair European Group on Ethics in Science and New Technologies, University of Cologne, Germany

BLOCKCHAIN IN ACTION

JONATHAN STEUER, Chief Research Officer, Omnicom, USA

DIGITAL INDUSTRIALIZATION FROM DEVELOPMENT TO CORPORATE DEPLOYMENTS

STEPHANE PERE, Executive Vice President & Chief Data Officer, The Economist
VINCENT CHAMPAIN, General Manager, General Electric Digital Foundry Europe, France
PATRICK HOFFSTETTER, Chief Executive Officer, NewMedia360, France

HOW TO DEFINE YOUR DIGITAL TRANSFORMATION STRATEGY

ERIC KIMBERLING, Chief Executive Officer, Third Stage Consulting, USA

THREE CHALLENGES TO SUCCESSFUL AI IMPLEMENTATIONS

SANJAY SRIVASTAVA, Chief Digital Officer, Genpact, USA

MODERN TECHNOLOGY AND NEW BUSINESS CHALLENGE

PAUL-HENRI FERRAND, President, Google Global Customer Operations, USA

CREATING L’ORÉAL DIGITAL ANNUAL REPORT

LUBOMIRA ROCHET, Chief Digital Officer, L’Oréal, France

HOW IBM EMPOWERS STARTUPS AND DEVELOPERS TO CREATE INCREDIBLE THINGS

BOB LORD, Chief Digital Officer, International Business Machines, USA

 


METHODOLOGICAL MODULE OF THE PROGRAMME

Cases, teaching materials, technological presentations in the original language

1. Blockchain and the Chief Marketing Officer «The Next Era of Marketing;
2. Blockchain, the emerging Platform for Manufacturing 4.0 «Major use Cases and Implementation Challenges»;
3. Blockchain and the global Chief Information Officer «How Distributed Ledger Technology Will Transform Enterprise Architecture and the CIO Role»;
4. Reinventing Healthcare on the Blockchain «Toward a New Era in Precision Medicine»;
5. The nine disruptions «Why we need a New Social Contract for the Digital Economy»;
6. The convergence of Big Data and Blockchain «Disrupting the Business of Data Analytics»;
7. Blockchain and the Project Management Office «A Distributed Platform for Strategy Delivery and Organizational Transformation»;
8. 5G Mobile Networks: an insider’s guide;
9. Apple’s acquisitions binge: Ten technologies that could show up at WWDC;
10. Sixty ways to get the most value from your Big Data initiatives;
11. What is blockchain? Understanding the Technology and the Revolution;
12. Blockchain: An Insider’s Guide;
13. Protect against these Ten Common Browser Threats;
14. IT-Budgeting: How to do it Right;
15. Cloud Providers 2019: A Buyer’s Guide;
16. Data Analytics: A Guide for Business Leaders;
17. GDPR: A Guide for Tech and Business Leaders;
18. How technology is impacting and supporting the Public Sector;
19. Google Cloud Platform: An Insider’s Guide;
20. Hybrid Cloud: A Guide for it Pros;
21. Prescriptive Analytics: Аn Insider’s Guide;
22. How to succeed as a new IT manager;
23. Building an Effective Data Science Team: A Guide for Business and Tech Leaders;
24. Mini-Glossary: 5G Terms you should know;
25. Thirteen things that can screw up Your Database Design;
26. The Data Scientist Job Interview: Questions to Expect and Questions to Ask;
27. Ditch the Slides: Four Ways to Create Better Business Presentations;
28. Six In-Demand Programming Languages: Getting Started;
29. Give your Business Access to world-class hosting services in Singapore;
30. Make a seamless transition to the Cloud;
31. Data-Driven Intelligence Is the Key to Effective Third-Party Risk Management;
32. How to Build an IT Infrastructure for Your Mid-Sized Business;
33. The Digital Inclusion Blueprint;
34. A New Era in On-boarding – It’s all about managing relationships;
35. Data Privacy in The Public Cloud: Enabling Reliable Cloud Analytics;
36. How self-driving tractors, AI, precision agriculture will save us from the impending food crisis;
37. How to Solve the Enterprise Communications Crisis with an Open Cloud Strategy;
38. How iRobot used data science, Cloud, and DevOps to design its Next-Gen Smart Home Robots;
39. Artificial Intelligence for an Autonomous Data Center;
40. The Complete Guide to Quantum Computing;
41. Managing and Sharing Data: Best Practice for Researchers;
42. Prepare for 2019/2020 With the Right Hyper-Converged Infrastructure;
43. The Path to Value in the Cloud;
44. Adlib Cases in Energy, Medicine, Robotics and Life Sciences;
45. Data Centres & Cloud: Powering digital transformation;
46. Building the Next-Generation Neural Network;
47. Winning in digital ecosystems by Digital/McKinsey: Insights;
48. Аналитика больших данных, как инструмент бизнес-инноваций;
49. The Chief Digital Officer: what is this role, and do you need one;
50. How modern tools can engage and activate your Firstline Workforce;
51. Digital Transformation: A CXO’S GUIDE;
52. How to win with prescriptive analytics;
53. Prepare for serverless computing;
54. A guide to data center automation;
55. From cloud to edge: The next IT transformation;
56. Implementing a Digital Transformation;
57. Turning big datainto business insights;
58. Disk Backup Appliances: The Next Generation;
59. Artificial Intelligence and its impact on procurement and supply chain;
60. The challenges for tomorrow’s CIO;
61. Process Automation in Accounting and Finance;
62. The Total Economic Impact™ Of Oracle NetSuite;
63. The Complete Guide to Performance: Testing Your Retail Websites and Apps
64. A Guide to delivering secure, innovative customer experiences and engagement models that pay off;
65. The right CDO for your company’s future: The five archetypes of a chief digital officer;
66. IT-Resists Procurement Software Investments and How to overcome them;
67. Three reasons to consider converged infrastructure for your organization;
68. Digital Leaders: Transforming Your Business;
69. Four keys to effectively monitor and control secure file transfer;
70. What is the IoT? Everything you need to know about the Internet of Things right now;
71. Essential questions about website security you need to ask today;
72. AI and ML in the OIL & GAS industry: Real-world use cases;
73. Приоритетные направления внедрения технологий умного города в российских городах;
74. Цифровое производство: методы, экосистемы, технологии;
75. The Role of the Chief Data Officer in Financial Services;
76. The Chief Strategy Officer Playbook: How to Transform Strategies into Great Results;
77. Cyber Ethics 4.0 Serving Humanity with Values;
78. Testing organizational boundaries to improve strategy execution;
79. Современные технологии принятия решений в цифровой экономике;
80. Strategies for effective communication in the new digital media landscape;
81. Digital Ecosystem Technology;
82. The Case for a Digital Ecosystem for the Environment: Bringing together data, algorithms and insights for sustainable development;
83. Unlock Machine Learning for the New Speed and Scale of Business;
84. Machine Learning: The New Proving Ground for Competitive Advantage;
85. The Complete Guide to Cloud Storage;
86. Cobots Ebook: Collaborative Robots Buyer's Guide;
87. Digital Experience Platforms: Buyer Trends, Preferences and Strategies;
88. Изобретая информационные системы будущего: теория и практика;
89. Цифровая трансформация бизнеса: изменение бизнес-модели для организации нового поколения;
90. Digital Ecosystems: Ecosystem-Oriented Architectures;
91. Digital Business Ecosystems;
92. Digital Transformation: A Roadmap for Billion-Dollar Organizations;
93. Regulating in a Digital World;
94. The Big Data Transformation: Understanding Why Change Is Actually Good for Your Business;
95. Making a DDoS Protection Plan: Best Practices;
96. Data protection regulations and international data flows: Implications for trade and development;
97. The state of CIO-CPO a partnership in transformation;
98. Regulatory Sandboxes in Latin America and the Caribbean for the FinTech Ecosystem and the Financial System.


PROGRAMME'S TARGET AUDIENCE

Managers responsible for the organization and development of digital business areas and digital transformation;
Heads of departments for the development of digital products and product lines;
Owners and directors of small, medium and large enterprises of the digital economy;
Heads of departments of government and non-profit organizations.

ADMISSION AND DURATION OF TRAINING

Start of training: every month starting from the 1st of the month.
The duration of the programme is 15 months (6 semesters).

GRADUATE DOCUMENTS

Diploma of DBA Chief Digital & Executive Officer by Singapore Academy of Corporate Management;
The Academy Qualification Certificate confirming one of the levels: Professional / Expert / Master / Specialist (based on the results of passed qualification tests);
Diploma of DBA Chief Digital & Executive Officer by British Business Academy Research & Teaching International (under the franchise programme and mutual recognition of diplomas);
Qualification Certificate of Chief Digital Officer issued by European Economic Committee according to EU-NQF standard;
European Register of Governors Certificate which confirms position in the ranking and professional qualification of Chief Digital Officer.

IN THE TRAINING PROGRAMME

Access to the course materials in Russian and English in digital format through a personal account;
Consultations of a personal tutor throughout the entire training period (Skype, Telegram, E-mail);
Access to the electronic library of the academy;
Access to the qualification exam;
Access to the Academy video channel.

COST OF EDUCATION

Total Tuition Fee: 27,000 GB Pounds
Training Cost with Eurocommittee grant: 6,300 GB Pounds

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