The practice of strategic management: technology, innovation - free course from the Russian School of Management, training, date: December 5, 2023.

Certified Project Management Specialist (C/IPMA). Expert on project office, strategic programs and project portfolios.

Strategy. Business transformation. Balanced Scorecard
• Assessing the current strategic position, identifying possible options for business transformation.
• Analysis of industry development trends and the region where the company operates.
• Assessing the current strategic position and key risks.
• Identification of areas of strategic problems.
• Assessing the effectiveness of the organization of key business processes.
• Analysis of options for strategic development of the company.
• Assessment of development opportunities in terms of available resources and operating technologies.
• Development of strategic options for business transformation.
• Business optimization in conditions of stabilization of the market situation.
• Business contraction due to a sharp deterioration in the market situation.
• Active development in promising segments.
• Business reengineering with a radical change in strategy.
• Assessing the need and possibilities for using innovative solutions.
• Structuring and formalization of the company's strategic goals in the logic of the balanced scorecard.
• Analysis of available resources and key performance indicators.
• Transformation of strategic goals to the level of processes and projects.
• Interpretation of strategic goals at the level of financial prospects.
• Identification of cause-and-effect relationships between performance indicators.

Business model. Strategic, tactical and operational management of business processes
• The company's business model in the representation of a set of business processes.
• Definition of a complete set of business processes of the organization and their detailing into components.
• Identification of factors of non-optimality and inconsistency of business processes.
• Designing target performance indicators for each component (process).
• Transformation of goals and to the process level.
• Application of the matrix of distribution of powers and responsibilities in the business process management system.
• Synthesis of target (innovative) business models and business processes taking into account: development strategy, performance targets, available resources and operational technologies.
• Implementation of targeted (innovative) business models and business processes.
• Forecasting and planning (tactical, operational).
• Synchronization of business processes through the development of a system of tactical and operational planning.
• Design and implementation of an interconnected planning system: in volumetric (quantitative), nomenclature, financial parameters.
• Identification of problem areas in the system of tactical and operational planning of one’s own organization.
• Designing an organization model in the form of “technological stages”.
• Transformation of strategic level plans to the tactical level.
• Synchronization of tactical and operational level plans.
• Introduction of a system of interconnected forecasting and planning.
• Strategic Development Service. Company development platform. Functions and resources of the development director.
• Development and implementation of company strategy.
• Unified system of strategic management of the company.
• Strategic session. Stages and format of the strategic session. Planning a strategic session (case studies). Preparatory and organizational work. Information Support. Conducting a strategic session. Materials of the strategic session. Session results. Processing session results.
• Strategy formulation. Development of strategic decisions. Hierarchy of company strategies.

Business planning and investment attraction
• Business plan is a key document of the investment cycle.
• Sections of a business plan, mandatory and optional elements.
• Indicators of the effectiveness of the investment project. Making investment decisions.
• Using software to develop a business plan.
• Analysis of financial risks, development of response measures.
• Assessing the quality of a business plan, typical mistakes.
• Presentation of the document to investors and management.
• Types and sources of project financing: from loans to placement of shares.
• Key documents justifying the effectiveness of investments.
• Development of an investment memorandum, differences from a business plan.
• Composition and rules for an effective presentation. Organization of roadshows.
• Interaction with external consultants and partners to attract financing.

Management of strategic programs and project portfolios
• Initiating and planning a program/project portfolio based on strategy. Typology of projects within the organization.
• Prioritization of projects within the program and functional portfolios.
• Project office (structure, powers, composition, responsibility). Development Directorate. Project teams of functional areas.
• Detailed planning of projects within the portfolio using the project server. Working with a corporate resource pool. Critical path and chain methods.
• Formation of the budget for the program of strategic projects.
• Change management during project implementation. Adjustments to strategy and project portfolios. Adjustments to project plans/budgets. Working with risks.
• Reporting on the program/project portfolio. Types and frequency of reports. Examples of reports.
• Completion of projects and transfer of their results to the business environment of the organization. Estimation of delayed effects. Qualitative and quantitative analysis.

Intensive development of the company: innovative projects and startups
• Areas of innovative development. Innovation strategy, new products and services, breakthrough business models, technological innovation.
• Innovation Factory. Creating an intensive process for generating and implementing new ideas. How to move from one-time ideas to a full-fledged system.
• Portfolio management of innovative projects. How not to slip into bureaucracy, but to ensure the reliability and transparency of innovative projects.
• Startup. How to launch a real startup in an existing company, because this is not just a project or creating a business.
• Risks. The desire for risk is the basis of real breakthroughs. Risks carry the threat of losses, but open up serious opportunities for growth and development.