To apply relevant knowledge, skills, and exercise professional judgement in assessing strategic position, determining strategic choice, and implementing strategic action through beneficial business process and structural change; coordinating knowledge systems and information technology and by effectively managing quality processes, projects, and people within financial and other resource constraints.

DETAILED SYLLABUS

A. Strategic position

• 1. The need for, and purpose of, strategic and business analysis
• 2. Environmental issues affecting the strategic position of an organisation
• 3. Competitive forces affecting an organisation
• 4. Marketing and the value of goods and services
• 5. The internal resources, capabilities and competences of an organisation
• 6. The expectations of stakeholders and the influence of ethics and culture

B. Strategic choices

• 1. The influence of corporate strategy on an organisation
• 2. Alternative approaches to achieving competitive advantage
• 3. Alternative directions and methods of development

C. Strategic action

• 1. Organising and enabling success
• 2. Managing strategic change
• 3. Understanding strategy development

D. Business process change

• 1. The role of process and process change initiatives
• 2. Improving the processes of the organisation
• 3. Software solutions

E. Information technology

• 1. Principles of e-business
• 2. E-business application: upstream supply chain management
• 3. E-business application: downstream supply chain management
• 4. E-business application: customer relationship management

F. Quality issues

• 1. Quality control, quality assurance, and quality management systems
• 2. Quality in the information systems development lifecycle
• 3. Quality initiatives: Six-Sigma

G. Project management

• 1. Identifying and initiating projects
• 2. Managing and leading projects
• 3. Monitoring, controlling and concluding projects

H. Financial Analysis

• 1. The link between strategy and finance
• 2. Finance decisions to formulate and support business strategy
• 3. Financial implications of making strategic choices and of implementing strategic actions

I. People

• 1. Strategy and people: leadership
• 2. Strategy and people: performance management
• 3. Strategy and people: reward management
• 4. Strategy and people: job design
• 5. Strategy and people: staff development

APPROACH TO EXAMINING THE SYLLABUS

The syllabus is assessed by a three-hour paper based examination.

Section A
This section contains one multi-part question based on a case study scenario. The question is worth 50 marks. The question will be firmly based on capabilities defined in sections A, B and C of the syllabus, supported by capabilities defined in sections H and I of the syllabus. It will occasionally be supported by capabilities defined in sections D, E, F and G of the syllabus. The case study scenario will always include quantitative information, which might be financial data.

Section B
This section of the examination paper will contain three discrete questions, each worth 25 marks. The candidate must answer two questions in this section. At least two of the questions in this section will be based on capabilities defined in sections D, E, F, G and I of the syllabus. At most, one question in this section will be based on capabilities defined in sections A, B and C of the syllabus. Capabilities defined in section H of the syllabus may be used to support questions in this section.
Examination structure

Section A
One compulsory 50 mark question, possibly in several parts
Section B
Two out of three 25 mark questions
Total: 100 marks