Chief Strategy Officer: Strategic Planning & Execution

This course contains the use of artificial intelligence

Strategy was just added to your job. The team, the analysts and the consulting budget were not. The CEO stillexpects a strategy the company will follow, and a board that will approve it.

That is how most first Chief Strategy Officers start. Ask the CEO, the CFO and the sales lead where the moneycomes from, and you get three different answers. Ask four managers how many initiatives are running, and youget four different counts. A paid market report gives you a number you cannot defend in the room, a big deckgets nobody to decide, and every month the budget keeps funding last year’s projects.

After this course you run strategy as a working system, not as an annual document. You know where the profitis and how much of your growth was simply the market. You can size your market bottom-up and show thesource behind every number. Your strategy fits on one page and says what the company will not do. Everyrunning initiative has a score, a dollar cost and a date on which it either stops or gets more money. Goals havenamed owners, a quarterly review ends with decisions, and you walk into the board meeting with five slidesand answers to the hard questions.

The course is built and taught by Mike Pritula:

• Founder of Pritula Academy, teaching online since 2011, and the person in charge of its strategy: theacademy keeps growing, with 170,000+ students, 180+ courses and learners in 185 countries, so thechoices this course teaches are the ones he makes for his own company

• #1 HR instructor on Udemy, with 2,000,000+ students on Udemy

• 20 years at Alfa-Bank, Starlightmedia, Wargaming, Preply and iDeals, where he built and ran nine HRstrategies, took part in company strategy work and worked with consulting firms and strategy sessionfacilitators

• At Alfa-Bank he saw a consultant-written strategy kept in the president’s safe; at Wargaming he metalmost 30 managers to understand the business strategy, and the company gave Richard Rumelt’s bookon strategy to 500 managers and built its strategy largely on its principles

• At Preply and iDeals he rolled out goal systems from scratch with quarterly reviews instead of annualones; at Preply some decisions could not be made until the board of directors approved them

• PHRi, SHRM-CP and HCI sHRBP certified, HRCI representative in Eastern Europe

First you take the role and write a 90-day plan. Then you build the facts: a diagnosis of the business innumbers and an evidence pack on the market and competitors. Next you make the choice: a strategy on onepage and a scored portfolio that moves money between bets. Finally you make the choice survive contact withthe company: a goal cascade with owners, a quarterly review rhythm with a dashboard, and the board and all-hands conversations. Each lesson stands on its own: watch only the fifth one, and by tomorrow morning everyrunning project in your company can be scored, with three of them marked for stopping.

What’s included:

• Lifetime access to all materials

• Active instructor support in Q&A

• Udemy Certificate of Completion

• A practical assignment for your own company in every lesson

• Ready-to-use templates for every lesson: a 90-day plan and a decision log, a diagnosis one-pager and aprofit pool worksheet, an evidence pack and research prompts, a strategy on one page and an optionworksheet, an initiative portfolio and gate cards, a cascade map and a workshop kit, a strategy calendarwith a dashboard and a review run sheet, and a board pack with a board question drill

• A section with additional courses, tools and resources

Every quarter without a strategy system is another quarter of budget spent on projects nobody chose. Yourcompetitors are already moving money to their best bets, and your board will ask for your choice at the nextmeeting whether you have it on one page or not. The first 90 days in the role decide how the CEO sees you foryears.

Enroll now and start your first lesson today.