School of a Professional Leader - free course from the Russian School of Management, training 250 hours, Date: December 7, 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.

ACCA, MBBA, practicing auditor, specialist in tax, financial, management consulting, business coach

Practicing auditor, business coach, member of the Moscow Chamber of Auditors, Institute of Internal Auditors, Chamber of Tax Consultants of Russia.

Improving the quality of management
• Introduction to management. Roles and tools of a top manager.
• Development of competencies as a researcher and business designer.
• Business (standard, economies of scale, replication).

Strategy. Business transformation. Balanced Scorecard
• Assessing the current strategic position, identifying possible options for business transformation.

Systems thinking and idea generation in turbulent conditions
• System and systems thinking. Areas of use.
• Types of systems, laws and principles in the system.
• Elements and relationships in the system. Properties of the system and its parts.
• Information in systems. Feedback.
• Reinforcing and balancing feedback in systems.
• Cause and effect: error and truth.
• Construction of system models.
• Systems thinking tools.
• Creative and Logical thinking.
• 5 stages of the creative process. Warm up. Generating ideas (Brainstorming Tool). "Ripening" of ideas. Evaluation and selection of ideas. Final analysis.
• How to “pump up” your mind.

Planning, control and feedback
• Planning. Components and stages of the planning process. Planning techniques (tools): “Schedule”. "Gantt Chart" or "Strip Chart". 4 questions of the “Work assignment”. "Situational (scenario) planning." Assessing and planning the required resources. Visualization of plans and distribution of work in groups. Problems and limitations in planning.
• Control. Monitoring and control are the main tools for achieving goals. The influence of the human factor. Benefits of management control. Control tools: “Management Control Circuit”, “5 Key Control Issues”. Sources for establishing norms. Methods of control. Corrective action options. Visualization of results.
• Feedback (Feedback). Goals of Feedback. Characteristics of a quality OS. Positive and negative feedback (how to praise or reprimand subordinates).

Increasing the company's operational efficiency
• Operational efficiency.
• Business change management.
• Main directions of optimization of business processes.
• Building a balanced system of goals for student companies using BSC technology.
• Development of a cost reduction plan, a scheme for motivating staff to reduce costs.
• Development of areas of improvement, initiatives and a tree of goals that need to be achieved as a result of the implementation of lean manufacturing projects.
• Technology for developing a motivation and incentive system.
• Building a KPI system for various divisions of a production and sales company or trading house. Consideration of different ways to develop and measure KPIs.

Professional development of managers and prevention of burnout
• Personal development tracking. A strategy for achieving the optimal level of development of intellectual, emotional, volitional and communicative “acme”, self-preservation of health and vital energy.
• “Career traps”: factors, conditions and risks of professional burnout, typical professional deformations, psychological characteristics of “bad” and “good” management.
• “Eco-barrier”: preventive measures to prevent professional deformations, intellectual, emotional, and psychological burnout.
• “Personal strategy”: developing your own strategy for professional longevity, forming a motivational basis for self-improvement.
• “Control point”: self-diagnosis of internal resources, ways to develop stress resistance, methods of self-regulation and self-programming.
• “Energy potential”: ways of losing vital energy, an effective algorithm for self-saving, maintaining optimal tone of vitality, energy and health.
• “Resource state”: “courage”, high tone in everyday activities, how to create and maintain it.

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.

Leader and team: effective interaction
• Difference between a manager and a leader.
• Definition of managerial scale.
• Estimation of authority.
• Manager's competencies.
• Leadership competencies.
• Working with a team.
• Motivation.

Financial management for managers
• Indicators reflecting the growth of the market value of a business, their purpose and relationship.
• Company financial statements.
• Similarities and differences between different types of reporting.
• Balance sheet is a document containing information about the company's assets and sources of financing.
• The income statement is a source of information about a company's income and expenses.
• Cash flow report - analysis of sources of inflow and directions of expenditure of funds.
• Analysis of the structure and dynamics of the company's cash flows.
• Return on assets (ROA) and factors influencing its growth.
• Management of the company's financial cycle.
• The company's return on equity (shareholder) equity (ROE) and factors influencing its growth.
• Cost management – ​​principles and content.
• Cost classification.
• Costing of products/services.
• Cost management and management decision making.

Employee lifecycle management
• Competency management. Job profile. Types of competencies.
• Attracting employees. Sources and methods of searching on the labor market.
• Employee selection. Interviews and conducting interviews based on competencies. Mistakes of the manager at the candidate selection stage.
• Employee evaluation procedures.
• Employee development management.

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.

Project management: from plans to reports
• Introduction to project management.
• Planning the scope, timing and resources of the project.
• Risk response strategies.
• Execution and operational management.
• Control during and at the end of the project.
• Project change management

Process design and diagnostics
• Reasons for the emergence of the process approach.
• Good process approach practices.
• Key process output characteristics. Identification measurement and analysis.
• Sources of risks inherent in the process and its key operations.
• Reasons for failure of key process operations.
• Management of key operations.
• Risk-based approach for the Marketing process and for the Purchasing process. Examples.

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.

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.