MBA Expert: Company Management - free course from the Russian School of Management, training 250 academic hours, Date: December 6, 2023.

MBA teacher at Russian School of Management. Developer of digital transformation programs, designer of complex social systems. Organizational designer, systems engineer.

Consultant on organizational development, strategic and operational management, personnel training. Expert in setting up business processes.

Modern trends in management. Strategy. Control system
• Digital economy and business transformation. Trends.
• Uncertainty. Information asymmetry. Profit.
• VUCА. Requirements for business from the environment.
• Life cycle. R&D, Startup, Business. Processes and projects.
• Strategy. Secrets of fast growing companies. Gazelle companies.
• Top competencies. Approaches to their development.
• Functions. Contracts. Requirements for the control system.

Systems design
• Complexity management tools.
• 3 useful analysis tools.
• Method of scientific search for solutions to problems.
• Matrix of tools for designing control systems.
• Development of a value proposition.
• Digital transformation of business.
• Digital transformation team.
• Digital maturity scale.
• Competencies of top managers.
• Digital transformation technologies.

Business system
• Attention management.
• Intellectual capital management.
• Resource balance.
• Strategy.
• Modern company design.
• VUCA world and requirements for companies.
• Systems and structures.
• Resource-target modeling.
• Management.
• Smart management in the digital world.
• Uncertainty and its impact on management.

Systems thinking
• Systems thinking: systems and their properties.
• Linear thinking and systems thinking: examples and features.
• Analysis of a problem situation, creating a complete picture, questioning, visualization.
• Search for cause-and-effect relationships in systems. Ishikawa Fish visualization tool.
• Sherwood's circular causality diagram.
• Feedback in the system: balancing and reinforcing.
• Organization as a system.
• Thinking traps. What prevents you from making informed decisions.
• Key provisions. Theories of system limitations, search for system bottlenecks.
• Systems thinking as a competency.

Planning, control and feedback in the work of a manager
• Work of a middle manager.
• Setting goals and objectives for subordinates.
• Making plans to achieve goals.
• Monitoring the implementation of plans.
• Feedback at control points
• Conducting meetings.
• Decision making in the management process.
• Problem solving.
• Delegation of tasks and powers.
• Basics of time management for a manager.

Employee lifecycle management
• Life cycle of Adizes. Employee as an organization.
• Selection of an employee for the organization.
• Normal and abnormal employee problems during life cycle stages.
• Employee values ​​at different stages of the life cycle as an indicator of maturity level.
• Situational leadership. Types of employees. Levels of task setting.
• Situational leadership. Management styles. Roles of a manager when interacting with employees.
• Employee demotivation. Concept and stages.
• IPR as the main tool for supporting an employee at different stages of the life cycle.
• Grow model as a method of working with employees at each stage of the life cycle.
• Dismissal of an employee. How to part with an employee while maintaining his loyalty to the company.

Organization of preparation and holding of meetings
• Why do some meetings fail?
• Daily 5-minute and weekly meetings.
• Monthly strategy session and quarterly reviews.
• Types and purposes of meetings.

Intensive development of the company: innovative projects and startups
• Innovation and innovative company.
• Connection of innovative projects and start-ups with the company's strategy.
• Projects or startups.
• Mechanisms for launching innovative projects and startups in the company.
• Content and quality of innovative projects and startups.
• Cost of innovative projects and startups.
• Deadlines in managing innovative projects and startups.
• Risks in managing innovative projects and startups.
• Communications in innovative projects and startups.
• Building a system for introducing innovations.

Strategy. Business transformation. Balanced Scorecard
• VUCA world – the world of the future.
• Thinking of top level managers.
• Four areas of attention for top-level managers.
• Model of the strategic management process.
• Vision. Mission. Strategic interests and Strategic goals.
• Assessment and analysis of the external environment.
• Analysis of your own business.
• Analysis of alternatives and choice of strategy.
• Business transformation.
• Strategy implementation – Balanced Scorecard.

Processes. Business analysis. Development ideas
• Strategic analysis tools.
• Digital modeling of activities and results.
• Measurements and accounting. Quality.
• Processes, regulation, reengineering.
• Continuous improvement tools. PDCA.
• Business analysis. Search for benefits and optimality. Value.
• Business analysis tools.
• Statistical analysis. Defective list method.
• Logical analysis of problem systems. Bow-tie method.
• Economic value analysis.
• Divergent-convergent search and 5 why?

Description, regulation, optimization and controlling of business processes
• Process landscape. Selecting a process for optimization.
• Technology and optimization of business process management.
• BPMN Business Process Modeling Notation.
• Methods of analysis and optimization of business processes.
• Construction of a business process management system.
• Business process reengineering.
• KPI as part of a management system by objectives.
• Regulation of the process. Minimizing staff resistance.
• Controlling. Automation of business processes.
• Continuous improvement in process management.

Practice of implementing the process approach and international standards. Process audit
• Documentation of process information.
• Sequence of implementation of QMS processes according to the requirements of ISO 9001:2015.
• Internal audit of the effectiveness of processes and management systems. What is an audit?
• What is a management system.
• Understanding of ISO 9001 text. Relationship between objective evidence and ISO 9001 requirements.
• What should be checked during the process and how? ISO 19011:2021. Guidelines for auditing management systems.
• Audit program.
• Conducting an audit.
• Competence of auditors. Psychological aspects of audit.

Inspirational Leadership
• Social instincts in the practice of inspiring leadership and ways to activate them as a leader.
• Instinct of self. Fighting instinct. Territory instinct. Tribal instinct. Instinct of justice.
• Five mistakes that kill motivation. Lessons for a leader. Leadership styles and influence in the practice of leadership management.
• Levels of employee development from “novice” to “professional”. How a leader can choose a people management style.
• “Help” and “support” in the implementation of the leadership role of people management.
• Between the role of a specialist and an inspiring leader.
• Five methods for ensuring employee engagement.
• Metaphorical types of employees: psychology of selecting people and managing them.
• Key leadership roles.
• Leader-Boss: responsibility, effectiveness, commitment to goals.
• Leader by example: integrity, dedication, enthusiasm.
• Integrator leader: unconditional partnership, flexibility and collegial goal setting.
• Three formulas for leadership roles: Boss, Example, Integrator.

Public speaking skills
• Introduction to the course. Why learn to speak in public?
• Preparing for a speech: analyzing the audience and setting the right goals.
• Structure of public speaking.
• Preparation of the speaker and the place of public speaking.
• Techniques for ensuring contact with the audience.
• Developing contact with the audience and maintaining attention.
• Speech options: how to start your speech?
• Problematization of the audience and argumentation in public speaking.
• Answers to complex and provocative questions.
• Motivation for action and completion of the speech.

Goal setting
• Three categories of people in goal setting.
• Goal as a resource of personal effectiveness.
• Knowledge as a resource of personal effectiveness.
• Why don't people set goals?
• The first law of goal achievement.
• How our goals work. Denis Nezhdanov's theory of embodied states.
• The relationship between happiness and goals, the position of the author and the position of the victim.
• Test questions when setting goals. Between purpose and intention. SMART goal analysis.
• Determination of the subject of achieving the goal.
• Definition of the desired result (DDR).
• Goal measurability.
• Ambitiousness of the goal.
• Achievability of the goal.
• Determining the urgency of the goal.
• Practice of applying the rules of goal setting (business example).
• Goal-setting practice (personal example).
• What is the result? We check ourselves and our surroundings. The second law of goal setting.
• Corporate commandments of goal setting and goal achievement.
• Balancing goals.
• Secret technology for preventing personal “burnout” in goal achievement.
• Four key questions to the goal achievement strategy.
• How to define your mission in order to set targeted priorities.
• Levels of values ​​and goals. Graves' theory of spiral dynamics of personality development.
• Denis Nezhdanov's FiSEQ method in strategic goal setting.
• Key mistakes in goal setting (10 illustrative examples).

New time management
• Why don't we manage to do everything we want?
• Convenient plan – what it is and how to draw it up.
• Realistic planning techniques.
• Planning large tasks and projects.
• Prioritization.
• Uniform progress and tasks that cannot be reached.
• Protecting your plan and dealing with emergency situations.
• Team time management.
• Procrastination and working on tasks that you don’t want to do.
• Creation of a time management system with electronic planners.

Self-motivation. Mobilization of resources. Implementation of plans without procrastination
• Self-motivation.
• Goals, dreams, lifestyle.
• Focusing and mobilizing resources.
• We carry out our plans without procrastination.
• My situation.

The concept of creating a corporate university
• The Corporate University is an important production unit.
• The value of a corporate university for a company.
• Modeling the activities of the Corporate University.
• Corporate culture as the basis for team building.
• Intended use of the Corporate University.
• Strategy of the Corporate University.
• Tactics of the Corporate University.
• Evaluating the effectiveness of the Corporate University.
• Organizational and staffing structure of the Corporate University.
• Center for Financial Responsibility.

Leader and team
• What is the meaning of Leadership.
• The Leader's Path.
• How to develop leadership qualities.
• Power and influence of the Leader.
• Leader's personal effectiveness.
• How to stay on track.
• Leader and team.
• Systematic view of the team.
• Team management styles.
• Improving the efficiency of teams.
• Motivating employees and teams.

Leader and employees
• What does a Leader need for effective management.
• Purposefulness and result orientation.
• Forecasting and planning.
• Control and self-control.
• Making decisions.
• Problem solving.
• Delegation.
• Communication with employees.
• Development of employee potential.

Marketing system and opportunity search
• Marketing functions. The evolution of marketing thought. Formation of value.
• Modern marketing: strategy, tactics, trends.
• Marketing management.
• Working with marketing information. Calculation of market capacity.
• Concentration index. Expert methods. Low-budget ways to analyze the market.
• Marketing research. Objectives of the task. Implementation specifics.
• WEB analytics. End-to-end analytics.
• Marketing research scenario. Construction of CJM.
• Algorithm for developing a new product. Generation of ideas. Design thinking.
• Blue ocean strategy. Value innovation. Innovative business models.

Organization of effective marketing in the company
• Marketing Basics. Market analysis, competitors, target audience segmentation.
• Marketing strategy. Market positioning.
• Online marketing tools.
• Social media marketing.
• Offline marketing tools.
• Media planning.
• The influence of marketing on the company's products.
• Organization of the marketing department. Positions, functionality, KPIs.
• Relationship between marketing and sales.
• Assessing marketing effectiveness.

Human Resource Management Strategy
• The company's human capital. HR function audit.
• HR strategy.
• HR analytics.
• Personnel cost management: budget formation.
• Personnel cost management: cost optimization methods.
• Corporate culture of the company.
• Organizational change management: development / preparation for implementation.
• Organizational change management: dealing with resistance/maintaining change.
• Personnel marketing. Employer value proposition.
• Promotion of the HR brand when working with different generations of employees.

Formation of an effective workforce
• Training and development of employees. Knowledge management.
• Formation of an effective work team.
• Removing resistance when implementing organizational changes.
• Creation of a motivational environment in the organization.

Well-being concept
• Does the organization need to implement Well-being?
• How to assess the level of employee well-being in an organization?
• How Well-being affects employee engagement, productivity and loyalty.
• The concept of well-being and the five drivers at work.
• Five stages of culture development in an organization.
• Selection of tools for implementing Well-being.
• Review of options for implementing the concept of well-being. Factors: physical health and social well-being, comfortable environment, financial well-being and opportunities for professional growth.
• Algorithm for introducing the concept of well-being.
• How to avoid mistakes when implementing Well-being.
• Review of successful cases of implementing the concept of well-being in companies with different numbers of employees.

Construction of a financial management system. Analysis of investment projects and risk management
• Practical application of existing reporting systems for company management tasks.
• Fundamental analysis of the company. Dashboard of operational analysis of the company.
• Key methods for diagnosing the financial condition of a business: historical, vertical, plan-fact.
• Increased efficiency through identification of immobilized assets. Asset turnover.
• Methodology for making management decisions based on the analysis of indicators of the cash cycle model.
• Performance analysis based on the financial results statement.
• Methodology for a comprehensive analysis of factors affecting the efficiency of operating activities.
• Key success factors when analyzing internal and external investment projects.
• Risk management as the basis of a business management system. Creating a risk matrix. Risk management methods.
• Analysis of the sensitivity of investment projects based on risk management and development of project implementation scenarios.

Financial instruments for increasing efficiency
• Budgeting as an effective technology for company management.
• Unit economics as a basis for financial modeling.
• Determining the profit zone when scaling a business.
• Identification of infrastructural limitations of the business development model.
• Forecasting business performance based on the budget of income and expenses.
• Formation of a balanced business development plan based on the cash flow budget.
• Formation of investment policy based on CFS indicators.
• Forecasting the need for resources and possible sources of business financing based on the forecast balance.
• Internal business assessment based on three key methods. Application of terminal value to increase business value.
• Business valuation based on economic added value.

Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.

Classic or “planned” approach to projects
• 5-phase project life cycle. Participants and their roles according to PMBoK.
• Effective project launch. Stakeholder requirements and Charter.
• Project content. Hierarchical work structure (WBS).
• Calculation of task durations and project schedules.
• Calculation of the cost of work and the project budget.
• Risk identification and mitigation.
• Project execution management.
• Control of project deadlines, budget and content.
• Change management system.
• Project reporting. Project closure and lessons learned.