DBA Chief Executive Officer

Chief Executive Officer DBA Program 

Certificate / Diploma - DBA Chief Executive Officer
Research / Distance Learning
Program Duration: 3 semesters / 9 monthes

This program is intended for beginning and experienced leaders and top managers of companies and organizations. It is for those who act or want to start acting as the main person in the company responsible for its sustainable development - General Director (CEO). The course consists of eight interrelated topics, which allow doctoral students to understand the initial reasons and sources for professional activities, meanings of manager competencies, formats of organizations effective for achieving goals, determine the competitive advantages of organizations and their key personnel, to investigate thoroughly or restructure the work on the strategy of a current or future company.

DBA Chief Executive OfficerChief 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.


Status & Diploma

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

More in this category: DBA Corporate Governance »


"I am confident that with time you will become leaders among business professionals, and, perhaps, return to the academy to share your knowledge and experience with new doctoral students.."

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