Strategic Business Leader- II

Agency- nature of the principal agent relationship, issues connected with the separation of ownership andcontrol over organization activity; Stakeholder analysis and organizational social responsibility- Mendelow model, stakeholders’ roles, claims and interests, ‘corporate citizen’; Governance scope and approaches- role and influence of institutional investors, pension funds, insurance companies and mutual funds, rules versus principles based approaches to governance, different models of organizational ownership thatinfluence different governance regimes, (OECD) Report, (ICGN)Report (2005); Reporting to stakeholders- role and value of integrated reporting, internal management systems, Impact of economic activity, guiding principles, the typical content elements and the six capitals of an integrated report, audit of integrated reports; The board of directors- Composition, Function, Remuneration, Responsibilities, Structure, Committees;

public sector, private sector, charitable status and non-governmental (NGO and quasi-NGOs) forms of organization, 3‘E’s, democratic control, political influence and policy implementation
Technology and data analytics- Cloud and mobile technology- key benefits and risks, cloud as an alternative to owned hardware and software technology; Big data and data analytics- opportunities and threats, analyze relevant data for decisions about new product; E- business: value chain- evaluate the main organization and market models, 6 ’I’s, on-line branding, methods of acquiring and managing suppliers, potential application of information technology;

effective information systems control, cyber security, adequacy of information technology, changes to controls
Finance in planning and decision-making- Finance function- relationship between an organization’s financial objectives and its business strategy, information technology and role of the finance professional, alternative structures for the finance function; Financial analysis and decision making techniques-suitability, feasibility and acceptability of alternative sources, Justify and assess tax implications of taking alternative strategic or investment decisions, (KPIs) and ratios; Cost and management accounting- methods of forecasting, budgeting, standard costing and variance analysis in support of strategic planning

marginal and relevant costing techniques
Innovation, performance excellence and change management-Enabling success: organizing- implications of collaborative working, organization process out sourcing, shared services and global business services; Enabling success: disruptive technologies- impact of disruptive technologies, process and service developments Enabling success: talent management- POPIT, contribute to supporting organization strategy; Enabling success: performance excellence- Baldrige model, Empowering an organization;

different types of strategic change, Lewin’s three stage model, Balogun and Hope Hailey’s contextual features;
Managing Innovation and change management- Harmon’s process strategy Matrix, feasibility of possible redesign options, process redesign methodology; Leading and managing projects- triple constraint of scope, time and cost, costs and benefits of a project investment, role and responsibilities of the project manager and the project sponsor, formulate responses for dealing with project risks