BRITISH BUSINESS ACADEMYRESEARCH AND TEACHING INTERNATIONAL · UNITED KINGDOMUNITED KINGDOM · SINGAPORE · UNITED ARAB EMIRATES
Organisation Management
The DBA Chief Executive Officer framework examines organisational management as an integration of management science, strategic theory and executive leadership practice. Its original 2026 curriculum comprises twelve modules, covering corporate strategy, governance, people, organisational transformation, performance, innovation, digitalisation, sustainability, international business, crisis management, executive development and an integrative final research project.
The programme seeks to develop senior leaders capable of systems thinking, sound strategic judgement, research-based decision-making and responsible organisational transformation. It combines the critical examination of theories with comparative international cases and applied research problems, encouraging participants to devise their own approaches rather than reproduce standardised solutions.
Examine the relationships between mission, executive decision-making, organisational governance, corporate transformation and long-term strategic performance.
Design a defensible strategic diagnosis; compare approaches to corporate governance; evaluate the human and institutional consequences of organisational change; construct a research-led executive improvement proposal.
Teaching and research materials combine the Academy's four core dimensions: methodological design, critical analytics, comparative international practice and the review of current scientific and jurisdiction-specific evidence.
The original framework integrates management science, strategic leadership and an applied research orientation. It is addressed to experienced chief executives, senior managers, business owners, public-sector leaders, consultants and researchers seeking to analyse organisational management with greater scientific depth.
Its stated objectives include strategic and systems thinking; corporate governance; the development of people and organisational culture; innovation and technology adoption; sustainability and social responsibility; international management; crisis preparedness; and the ethical maturity of the chief executive.
The 2026 source presentation describes an online, twelve-month educational model in its Russian-language localisation. This page presents the academic curriculum as an intellectual framework, not an offer of direct teaching or qualification delivery by the Academy.
The twelve original modules are reproduced in their source order, with all seventy-two thematic chapters, their study focus and the international cases selected in the 2026 programme document. Open each module to explore its complete chapter structure.
1 of 12 curriculum sections open
Strategic positioning, integrated management and the translation of long-term objectives into decisions and organisational actions.
Definition of organisational vision, mission and strategic objectives; the distinction between operational effectiveness and strategic positioning.
CASE STUDY · IKEA
The relationship between a globally consistent corporate mission and adaptation to international markets.
Systematic analysis of the external environment and internal capabilities, using strategic assessment tools to inform managerial choice.
CASE STUDY · Unilever
Using the Balanced Scorecard to connect financial and non-financial dimensions of corporate performance.
Design of strategic objectives, initiatives and success measures; management through explicit corporate priorities.
CASE STUDY · Siemens
The Vision 2020+ strategic agenda as a subject for examining strategic priorities and transformation.
Creation of distinctive competitive advantages and identification of opportunities beyond established market rivalry.
CASE STUDY · Cirque du Soleil
How the combination of theatrical and circus formats illustrates the creation of a distinctive market position.
Strategic reconfiguration under uncertainty, technological disruption and shifting external conditions.
CASE STUDY · Netflix
The transition from DVD distribution to streaming as a case in business-model adaptation.
Execution frameworks linking corporate priorities, KPIs, initiatives, resources and executive accountability.
CASE STUDY · Tesla
The Model 3 launch as a case for considering strategic execution and production-related challenges.
The balance between ownership, executive power, board oversight and institutional accountability.
International approaches to governance, including the respective roles of boards, owners and chief executives.
CASE STUDY · Nestlé
Board and executive committee arrangements as a basis for considering corporate governance across jurisdictions.
Decision-making authority, responsibility to stakeholders, corporate values and ethical obligations.
CASE STUDY · Microsoft
Satya Nadella’s leadership as a case in connecting executive strategy with cultural transformation.
Selection of organisational structures by product, function, geography and managerial requirements.
CASE STUDY · Procter & Gamble
A product-and-geography matrix as a means of balancing global coordination and local adaptation.
Investor confidence, corporate reputation, market communications and governance standards.
CASE STUDY · Apple
Buybacks, dividends and public reporting as subjects for evaluating shareholder relations.
The interface between executive operations and strategic board supervision; accountability and disclosure.
CASE STUDY · Unilever
Board oversight of strategy, remuneration and sustainability responsibilities.
Design of internal governance policies, corporate rules, delegated authorities and documented controls.
CASE STUDY · HSBC
Internal risk and compliance policies across a multinational, highly regulated financial organisation.
Leadership styles, trust, team performance, emotional intelligence and the CEO’s responsibility for organisational culture.
Authoritarian, transformational, situational and servant leadership and their use in different management contexts.
CASE STUDY · Inditex
Amancio Ortega’s approach to delegation, organisational observation and restrained public leadership.
Maintaining direction, communication and team cohesion under crisis and rapidly changing conditions.
CASE STUDY · Air New Zealand
Crisis-era leadership and the implications of executive communication and workforce-oriented management.
Development of trust, engagement, accountability and results-oriented collaboration.
CASE STUDY · Spotify
Autonomous squads and cross-functional accountability in an organisation of distributed teams.
Self-regulation, empathy, social awareness and interpersonal influence as managerial capabilities.
CASE STUDY · Salesforce
Marc Benioff’s emphasis on care, social responsibility and organisational culture.
Succession planning, mentoring, autonomy, delegation and internal leadership development.
CASE STUDY · Singapore Airlines
Leadership development through staff mentoring, rotation and opportunities for independent judgement.
Creation and reinforcement of an organisation’s cultural identity and shared standards.
CASE STUDY · Patagonia
Embedding environmental and social values within organisational identity and leadership.
Diagnosing maturity, organising change and adjusting structures, processes and capabilities to strategic requirements.
Assessment of developmental stages and organisational constraints through models including Greiner, Adizes and CMMI.
CASE STUDY · Ericsson
Identifying bureaucracy, silos and organisational barriers as potential triggers for transformation.
Kotter’s framework, McKinsey 7S and the design and implementation of organisational change.
CASE STUDY · AstraZeneca
The restructuring of research and development processes as a management-change case.
Effects of new technologies on organisational structures, processes, employee skills and leadership.
CASE STUDY · Schneider Electric
Industrial digitalisation and the executive oversight of IoT- and AI-related transformation.
Adapting reporting relationships, units and decision rights to evolving corporate priorities.
CASE STUDY · Toyota
Engineering leadership and the relationship between project teams and organisational adaptability.
Financial restructuring, internal resources, operational stabilisation and corporate recovery.
CASE STUDY · Lufthansa
Cost reduction, public support and route adjustment during pandemic-related disruption.
Recognition and management of resistance, structural inertia and less visible limits on organisational change.
CASE STUDY · Telstra
Organisational simplification and the cultural challenges of transformation in a historically dominant operator.
Connecting organisational performance to strategic objectives, operational excellence, financial outcomes and transparent reporting.
Selection of indicators, development of performance dashboards and the alignment of metrics with objectives.
CASE STUDY · Canon
Balanced Scorecard perspectives covering customer value, innovation and organisational productivity.
Continuous assessment, feedback and the role of leadership in improving individual and team performance.
CASE STUDY · SAP
A shift from periodic appraisal towards regular performance conversations.
Systematic productivity improvement, quality management and process optimisation.
CASE STUDY · Hitachi
Total Quality Management as a management approach across international activities.
Assessment of profitability alongside resilience, social contribution and organisational sustainability.
CASE STUDY · Novo Nordisk
A broader assessment of business outcomes extending beyond financial performance.
Internal and external reporting, public disclosures and leadership accountability.
CASE STUDY · Glencore
Disclosure practices concerning environmental, financial and operational performance.
Business intelligence, executive dashboards and data-supported decision processes.
CASE STUDY · Commonwealth Bank of Australia
Executive information systems for identifying trends and operational bottlenecks.
Innovation portfolios, research and development, corporate ventures, strategic alliances and a culture of experimentation.
Product, service and organisational innovation as mechanisms of strategic development.
CASE STUDY · Philips
Strategic movement towards healthcare technology and digital diagnostics.
Innovation funnels, screening, portfolio decisions, pilots, minimum viable products and commercial launch.
CASE STUDY · STMicroelectronics
The management of an innovation pipeline from early ideas to scaling.
Start-up collaboration, accelerators, corporate ventures and entrepreneurial initiatives within established organisations.
CASE STUDY · Enel
Innovation hubs and the potential of international start-up collaboration.
Creating organisational mechanisms that encourage the generation, development and application of new ideas.
CASE STUDY · Dassault Systèmes
R&D as an organisational and cultural capability rather than an isolated expenditure category.
Corporate acquisitions, partnerships and network-based growth strategies.
CASE STUDY · L’Oréal
Portfolio growth through the acquisition of specialist beauty brands.
Leadership behaviours that enable experimentation, prudent risk-taking and organisational learning.
CASE STUDY · Xero
Executive participation in experimentation, pilot initiatives and innovation practice.
The CEO’s role in digital maturity, management analytics, artificial intelligence, automation and business-model transformation.
Assessment and development of organisational digital capabilities, culture and workforce skills.
CASE STUDY · Swisscom
Digital maturity assessment across organisational units and management functions.
Information systems, analytical dashboards and evidence-based executive decision-making.
CASE STUDY · Coles Group
Retail demand forecasting and procurement analytics as examples of BI-enabled management.
Machine learning, generative AI, analytical automation and the limitations of algorithm-supported decisions.
CASE STUDY · SoftBank Robotics
The integration of intelligent technologies into products, customer services and management processes.
Redesign and automation of internal workflows using process management and digital tools.
CASE STUDY · Poste Italiane
Automation across financial, logistical and administrative operations.
Platform ecosystems, connected products, digital services and recurring-revenue models.
CASE STUDY · KONE
Connected lift technology, remote monitoring and the shift towards service-oriented business models.
Enterprise architecture, cyber risks, executive accountability and alignment between IT and corporate strategy.
CASE STUDY · Rogers Communications
Management responses to network incidents and the governance of major technology operations.
Sustainable development strategy, environmental and social responsibilities, governance quality and non-financial reporting.
Environmental, social and governance considerations within corporate objectives and decision-making.
CASE STUDY · Fortum
Energy portfolio transformation and the implications of climate-related reporting.
Carbon management, sustainable supply chains and organisational responses to climate-related obligations.
CASE STUDY · Veolia
Water infrastructure and the environmental dimensions of operational transformation.
Labour standards, inclusion, human rights and corporate responsibility towards communities.
CASE STUDY · Intesa Sanpaolo
Gender equality programmes and their connection with management accountability.
Transparency, investor rights, board independence and the credibility of corporate oversight.
CASE STUDY · Macquarie Group
Independent board expertise in sustainability and risk governance.
Reporting frameworks including GRI, TCFD and SASB, and the interpretation of sustainability indicators.
CASE STUDY · EssilorLuxottica
Non-financial metrics covering environmental, purchasing and social responsibilities.
Personal leadership, sustainability culture and the integration of responsible management principles.
CASE STUDY · DSM
Strategic transformation towards nutrition and health as a subject for examining executive-led change.
International expansion, geopolitics, cross-cultural management, foreign investors and regulatory compliance.
Geoeconomics, sanctions, global competition and the technological transformation of international markets.
CASE STUDY · SABIC
International strategy under changing environmental and regulatory expectations.
Exporting, joint ventures, localisation, partnerships and franchising as internationalisation mechanisms.
CASE STUDY · Shopify
International product and partnership adaptation across selected Asian and European markets.
Cultural influences on management, communication and organisational behaviour.
CASE STUDY · Rakuten
Adoption of English as a corporate language in the context of global expansion.
Investor relations, negotiating expectations, governance transparency and cross-border trust.
CASE STUDY · Amadeus IT Group
Strategic communication and transparency in dealings with international capital providers.
Anti-money laundering, anti-corruption principles, data protection, sanctions and relevant international requirements.
CASE STUDY · Swiss Re
Risk screening and compliance-related adaptation in the context of changing sanctions regimes.
International reputation, media engagement and the leadership of corporate identity.
CASE STUDY · Burberry
The relationship between executive strategy and international brand repositioning.
Early warning systems, executive action under pressure, stabilisation, communication and post-crisis recovery.
Identification of early warning signs, alternative futures and potential organisational risks.
CASE STUDY · ABB
Scenario planning for the energy environment, geopolitical uncertainty and sustainability issues.
Crisis leadership, rapid response structures and organisational decision-making under intense pressure.
CASE STUDY · Marks & Spencer
Managing difficult restructuring choices and their consequences for stakeholders.
Liquidity monitoring, resource reallocation, capital expenditure restraint and operational continuity.
CASE STUDY · Valeo
Cost and production adjustments in response to declining automotive demand.
Credible communication with markets, employees, investors, suppliers and public authorities.
CASE STUDY · Airbus
Executive engagement with external stakeholders during delivery and operational difficulties.
Organisational reflection, restructuring and reformulation of strategic priorities.
CASE STUDY · Tata Steel Europe
The renewal of industrial strategy following periods of severe market pressure.
Psychological resilience, personal wellbeing, coaching and sustained judgement under pressure.
CASE STUDY · Qantas Airways
Leadership, stakeholder pressure and operational continuity during pandemic-related disruption.
Executive identity, attention, wellbeing, mentoring, facilitation and the ethical use of organisational power.
Leadership identity, visibility, influence and the relationship between personal reputation and corporate trust.
CASE STUDY · AXA
Thomas Buberl’s public executive profile as an example of reputational leadership.
Priority setting, disciplined focus, meeting design and the ability to decline low-value commitments.
CASE STUDY · ING
Agile planning principles and the management of senior leadership priorities.
Sleep, nutrition, stress management, sustainable work rhythms and cognitive performance.
CASE STUDY · WPP
Executive habits and approaches to focus, stress and digital overload.
Professional guidance, reflective practice and long-term personal development.
CASE STUDY · KPMG Canada
Structured executive coaching as a subject for assessing reflective leadership.
Effective meetings, feedback, collective analysis and the management of strategic discussions.
CASE STUDY · Suncor Energy
Senior leadership dialogue and facilitated organisational decision-making.
Moral judgement, the exercise of corporate power and the responsibilities associated with difficult decisions.
CASE STUDY · OMV
Executive remuneration choices during periods of organisational difficulty.
An integrated applied research project bringing together diagnosis, strategy, organisational redesign and defensible future scenarios.
Selection of the organisational structure, management model, strategic position or values requiring transformation.
CASE STUDY · Prysmian Group
Infrastructure digitalisation and sustainable service development as transformation themes.
Interviews, KPI analysis, organisational audits and the development of a reliable diagnostic evidence base.
CASE STUDY · Dentsu
Organisational diagnosis of culture, structure and motivation as a foundation for change.
Integrated application of the programme’s concepts to the design of a defensible organisational solution.
CASE STUDY · SAS AB
The distribution of managerial responsibilities and simplification of organisational hierarchy.
Assessment of consequences, strategic risk and alternative developmental trajectories.
CASE STUDY · National Grid
Future energy demand and investment scenarios under technological and environmental change.
A coherent transformation project combining sustainability, technology and organisational implementation.
CASE STUDY · Fujitsu
The integration of digital and ESG-related objectives within a single transformation agenda.
Presentation and critical discussion of the final research project and the executive’s intellectual development.
CASE STUDY · Temasek Holdings
The communication and defence of strategic and investment proposals before decision-making bodies.
The curriculum progresses from strategic diagnosis and corporate governance towards the independent design of an organisational transformation model. The final project is intended to connect organisational assessment, a chosen transformation pathway, alternative future scenarios, responsible governance and the practical implementation of change.
In the source curriculum, the concluding module culminates in the defence of a transformation model before an academic programme council. This is described here as a component of the academic framework; formal assessment arrangements depend on the institution responsible for delivering a programme.
Explore existing research, methodological materials and the related research agenda for this academic domain.
Open the domain research collection →
A Health and Age Management Programme for a Premium Preventive Medicine Clinic ↗