The programme content is carefully crafted and driven by the best minds
This course is designed for both new and veteran CEOs from all industries. The program is limited to a number of attendees, who must be a sitting CEO, Chair, or have been publicly announced as CEO or Chair designate. To further leverage the value and impact of this course, participants can bring a board member for an additional charge.
Participants leave the program with an expanded peer network and powerful insights on how to lead their organizations while managing external pressures, from global competition to shareholder activism.
Fluency in English, written and spoken, is required for participation in Executive Education programs unless otherwise indicated.
Strategic Leadership for CEO is designed to help new and aspiring leaders unleash the potential in themselves and others, and cultivate high-performing teams. Become a more versatile leader who can mobilize others by immersing yourself in real-world leadership challenges, self-assessments, and feedback from colleagues and peers.
Take your business to the next level.
We are is looking for high-potential CEOs/founders who are motivated for growth. Strategic Leadership for CEO is an unconventional, online learning experience that goes beyond acquiring business skills. Yesbud’s world-renowned faculty and dedicated team of experts work with leaders throughout their journey to growth.
Leadership is about influence. Leaders and their teams need to empower themselves to capitalize on strategic opportunities and mitigate risks across the whole organisation within the bigger business environment.
Without leadership, all business resources are ineffective. Leadership is the major factor that makes everything work together seamlessly, towards a unified goal.
Most leadership training programs don’t even come close to accomplishing what they were designed to accomplish, which is to develop better leaders.
Poor training is the cause of many fails in leadership development. Although the traditional idea is that a simple training course will solve leadership issues, it rarely does. Training and development are actually two very separate concepts.
Development should be the answer. Instead of simply trying to train leaders, they should receive personalised leadership coaching and development. A coaching environment can provide many actionable goals, and can be personalised in order to meet the individual needs of the business leader; rather than simply ticking boxes on a training checklist.
The Strategic Leadership seven-week online programme will build your conceptual capacity for strategic leadership. It will enhance your ability to elevate organisational focus from today’s issues to tomorrow’s opportunities, potential risks and cutting across organisational silos.
How will I learn?
The online programme runs over eight days – one day for orientation and onboarding, followed by six days for delivering the programme material and one day for application assignments.
Learn from others’ experiences through relevant examples and case studies throughout the programme.
Engage with expert
Engage with experienced Yesbud faculty and experts in a variety of formats, from video presentations to discussion forums and webinars
Learning activities include videos, interactive content material, quizzes and polls, supported by downloadable module notes and tools you can immediately use in your work environment.
Expert and peer engagements on the forums, webinars and chats give you the opportunity to interact in real time and build valuable networks
Apply what you have learned in the real world by completing application assignments relevant to your context, using tools and templates to assist you.
Module 1 – Orientation
The Orientation Module introduces you to the Yesbud Online campus, onboards you for the programme and initiates your engagement with the Yesbud expert faculty and fellow participants. You have the opportunity to familiarise yourself with the programme details, how to approach online learning and the kinds of activities you will encounter during the programme.
Module 2 – The CEO as a Strategic Leader
Transformations often begin when an organization has a new head who is a good leader and who sees the need for a major change. If the entire company needs to be changed, the CEO is the key player. If a divisions needs change, the divisional general manager is the key. If any of these key players are not great leaders or change champions, transformation is difficult. If these leaders honestly believe and are convinced that the status quo is unacceptable, and must do something about it, then the transformation process is on. The number one error in a transformation process is not establishing a great enough sense of urgency.
Module 3 – The CEO as a Systems Thinker
Systems thinking is one form of holistic organizational learning. It is thinking for people who want to make their organization more effective, while realizing their personal visions. It seeks to blend the individual development of every person in the organization with superior economic performance. It is for managers who are facing an array of problems that resist current ways of thinking. It helps to deal with the problems and opportunities of today, and invest in our capacity to embrace tomorrow, because people who do systems thinking are continually focused on enhancing and expanding their collective awareness and capabilities.
Systems thinking creates an organization that learns. Change and learning may not be synonymous.
Module 4 – The CEO as a Critical Thinker of Simple Strategic Problems
Real life in the offline and online world challenges us with many business and e-business problems. Each problem may be a threat but it is also an opportunity. Each problem is both a turnaround and transformation challenge to the business executive. In this context, identifying, defining, formulating, specifying, and resolving business problems, in general, and turnaround transformation problems, in particular, becomes urgent. This chapter proposes a “systems approach” to a simple problem definition, identification, formulation, specification, alternatives solution generation, evaluation, and the final resolution of the problem.
Module 5 – The CEO as a Critical Thinker of “Wicked” Strategic Problems
The industrial age has delivered some dazzling capabilities, including the power to chum out high quality products at affordable prices. It has also trapped us, however, in a tangle of what social planner Horst Rittel called “wicked” problems—problems so persistent, pervasive or slippery that they seem insoluble. Unlike the relatively “tame” problems we find in math, chess, bridge or cost accounting, wicked problems tend to morph and shift disconcertingly when we attempt to solve them. Their solutions are never right or wrong, just better or worse. The world’s wicked problems crowd us like piranha: pollution, over-population, dwindling of natural resources, global warming, global poverty, and global crime.
Module 6 – The CEO as a Strategic Leader with a Shared Personal and Corporate Vision
I believe if one man gains spiritually, the whole world gains with him and, if one man falls, the whole world falls to that extent. Personal mastery needs a personal vision that comes from within us. Vision is applied imagination. Imagination is more important than knowledge. Most of us do not envision or realize our own potential. “Most people live in a very restricted circle of their potential being. We all have reservoirs of energy and genius to draw upon of which we do not dream
Module 7 – The CEO as a Strategic Leader of Creativity and Innovation Management
Creativity in its various forms has become the number one engine of economic growth. The “creative class” now comprises 38 million members, or more than 30 percent of the American workforce. Creative professionals in financial services, health care, high tech, pharmaceuticals, media, and entertainment, act as agents of change, producers of intangible assets, and creators of new value for their companies. Creative and innovative designs are not only associated with an iPhone, a Toyota Prius, and a Nintendo Wii, but are rapidly moving from “posters to toasters” to include processes, systems, and organizations.
Module 8 – The CEO as a Person of Self-Mastery Through Executive Spiritual Development
I believe that if one man gains spiritually the whole world gains with him, and if one man falls, the whole world falls to that extent…. You just raise your own consciousness and you will raise the consciousness of the entire world. No one gives unless one has it. The executive or corporate strategy cannot excel the executive, the ultimate strategist. Unless the chief executive and the top management are transformed spiritual people, they will not be able to transform and spiritualize the company in a lasting way.