Strategic)Business) Leader)2019) …...Embracingchange.Shapingfutures.Together 1.#Strategic#Business#Leader#–syllabus#areas#and#skills Strategic* Business* Leader Leadership

Strategic)Business)Leader)2019)

Train&the&Trainer&– How$to$deliver$more$

effectively

Dr. Constantine&“Dino”&Kiritsis

Embracing*change.*Shaping*futures.*Together

Agenda

Your+Trainer+– Dr. Constantine*“Dino”*Kiritsis! Becoming*an*effective+trainer+– tips,*ideas*&*samples! What*to*do*when*students*do+not+have+professional+experience! Interacting+with+students+&+inspiring+them! Preparing+&+Developing+Cases+&*discussion! Using+Videos+to+link+with+SBL+concepts! Organizing*time! Using*my*flowchart+methodology! Structuring a*course


Please…

Be*open…

Interact…

Ask*questions…

My#contact#details:

Dr.*Constantine*“Dino”*Kiritsis

[email protected]

mailto:[email protected]


1.#Strategic#Business#Leader#– syllabus#areas#and#skills

Strategic*Business*Leader

Leadership

Organisational*control*and*audit

Analysis

Governance

Finance*in*planning*and*decision@making

Scepticism

Strategy

Innovation,*performance*excellence*and*change*management

Evaluation

Risk

Communication

Technology*and*data*analytics

Commercial*acumen


The$Exam$(reminder)

4*hour*duration*allowed*(240*minutes)

12+*pages*of*case*study*information

50*marks*to*pass

100*marks,*80*for*technical*content*and*20*for*professional*skills

All*questions*are*based*on*same*scenario

The*emphasis*is*on*a*combination*of*technical*and*professional*skills


3.#A#different#teaching#approach

Different#teaching#approach

! The*number of*topics! The*practical#“common#sense”nature

! Demonstrate*professionalism*–LEARNING*vs*DOING


4.#The#Main#Differences

! Role*of*student*

! Formats

! Audience*

! Verb*used*– task*based

! Mark*allocation

! Professional*skills*marks


Technical*content*is*similar*but*…*how*students*need*to*use*it*in*Strategic*Business*Leader*is*very*different

5.*Change*in*teaching)approach)and)skills)change*needed*(1)

! Understanding*the*holistic)nature)of*the*exam

! Focus*on*application! Simulate)Work)experience! Design*courses*to*incorporate*student)interaction,)questions)and)feedback


Technical*content*

is*similar*but*…*

how*students*need*

to*use*it*in*

Strategic*Business*

Leader*is*very*

different

5.1*Change*in*teaching)approach)and)skills)change*needed*(2)

! Focus*on*developing)each)professional)skill)(i.e.*scepticism)*

! Make*students*understand*“Professionalism”

! Writing)styles)/*Formats*–Professional*writing*skills


6.#What#is#the#flow#of#the#Strategic#Business#Leader#course?


Understanding+HOLISTICSBL+– 2018

©+Dr.+Constantine+‘Dino’+Kiritsis


7.#Sample#way to deliver SBL#using the flowchart sequence

! The*key*areas*to*pass*– 100#AREAS#to#‘master’! The*Flowchart*Methodology

! Knowledge*&*Skills

12


8.#The#flowchart#helps#in…

! Organising the#knowledge#areas#(content)*for*SBL

! Managing your*course*into*smaller#‘chunks’#of*info

! Understanding the*material*in*a*logical#way#(not*the*only*way,*but*a*useful*way)

! Identifying important#or#“key”#terms#/*areas*in*order*to*prepare*for*the*exam*(close*to*100*areas)

! Understanding what*areas*are*relevant#and/or#dependent#with*others

! Understanding where#to#‘look#at’#when#attempting#a#requirement#(is*it*a*question*on*risk?*A*question*relating*to*choice?*A*question*on*an*external*issue?)

! Understanding the*“HOLISTIC”#approach*or*the*“INTEGRATED”#approach*required

! Disclaimer:+The2flowchart2cannot2get2the2students2through2on2its2own!


The$100$areas$– index$Corporate*Governance*– Why?

Agency*theory

Key$concepts:

o*Integrity

o*Transparency

o*Responsibility

o*Independence

o*Honesty

o*Accountability

o*Fairness

o*Judgement

o*Probity

Stakeholders

Stakeholder*Mapping

Normative*vs*Instrumental

Institutional*Investors

Board*of*Directors*K Role

Composition$&$committees

! Risk*committee

! Remuneration*committee

! Audit*committee

! Nominations*committee*

Director’s*remuneration*&*rewards

Role*of*Chairman,*CEO*

Unitary*vs*two*tier*boards*(+/K)

NED’s*and*role

Induction*&*CPD

Diversity

Disclosure*(mandatory*– voluntary)

BoD effectiveness*(how?)

Rules*vs*Principles*&*limitations*of*governance

Public*sector*governance*&*3*E’s*criteria

Contribution*of*codes?

Risk*Management

Dynanic Risk

ALARP*Principle*

Risk*process

! Identification

! Prioritization/assessment*(heat*mapping)

! Strategy*(TARA)

! Monitor

Types*of*risks (Strategic**/*Operational*Risk)

Risk*Mapping

Risk*Strategies*(TARA)

ERM*– COSO

Related*&*Correlated*Risk

Risk*culture &*Risk*appetite

Role*of*risk*manager

Internal*Controls*– “sound”*IC

Internal*Audit*– objectives?

Internal*Control*system

Information*Flows*for*Management*Reporting

Internal*Audit*&*Independence

Corporate*Social*responsibility*(Carroll)

Profession*&*Professionalism

Code*of*Ethics*&*Professional*Values

Tucker’s*5*step*model*K ethical*decisions

Social*Responsibility*of*Accountants

Professional*Codes*of*Ethics*(i.e.*IESBA)

Conflict*of*Interest,*Ethical*threats*&*Safeguards

Corruption*

Integrated*Reporting*&*Value


The$100$areas$– index$(continued)Cyber*– security*(methods)

E<business*(types,*pros*&*cons)*< full

Disruptive*technology*&*examples

’s*theory

Marketing*Mix*in*the*digital*era*

Market*Segmentation

Supply*chain*management*/*e<procurement

SWOT*analysis

Organizational*Culture*< Web

Ansoff’s*growth*matrix

Growth*methodologies*(common)

! Franchising*/*Licensing*

! Internal*growth*(organic)

! Mergers

! Acquisitions

! Joint*Ventures

15

PID

Project*manager*vs*Project*Sponsor

Elements*of*a*project*Plan

Post*implementation*review

Post*audit*review

Leadership*/*Leadership*Traits

Entrepreneurship*/*Intrapreneurship

Financial*Analysis

Short*&*Long*term*financing

Forecasting*&*Budgeting

Variance*Analysis

Investment*appraisal

Ratio*Analysis

Costing

SAF*– Suitability,*Acceptability,*Feasibility

Business*Structures

Outsourcing*pros*&*cons*&*Harmon’s*Matrix

Shared*Services

Collaborative*working

Business*process*redesign

Change*Management

Lewin’s*model

Balogun*Hope*Hailey*model

POPIT*model

Resistance*to*change

Project*Management

Project*Constraints

Business*Case,*CBA*&*Risks

6*capitals*of*an*integrated*report

Environmental*&*sustainability*accounting

Vision*&*Mission

PESTEL*(environment)

5*Forces*(competition)

Diamond*(national*comp.*advantage)

Scenarios

Capabilities,*Resources*&*Competencies

CSF’s*&*KPI’s

Balanced*Scorecard

Baldrigdge

Benchmarking

Generic*Strategies

BCG*matrix

Value*Chain

Big*data*(3*V’s)*

Cloud*Systems*(pros*&*cons)

Data*Analytics*&*Business*Intelligence


9.#The#flowchart#and#how#it#works! The*logic*– the*holistic*approach! The*interdependencies! The*colors! Blue:*Governance*&*Risk! Yellow:*Analysis! Red:*Choice! Green:*Implementation

! Dark#Red#Boxes:*Professional*skills*embedded*throughout


10.$Training$on$the$management$of$time

! Reading*&*Annotating*the*case:*40*– 60*min.*apx.

! Reading$the$background$to*the*case! Scan$the$list$of$exhibits! Read$the$requirements! Read$the$exhibits$$@ once*requirements*have*been*identified

! Objective:*What*are*the*implications*of*what*you*are*reading*– what$are$the$issues$the*organization*is*currently*facing.**

! Writing*&*Planning:*200*min.*apx.*(2.5*min*per*technical*mark*(of*40*min,*or*2.2*if*60*min).*Professional*Skills*are*EMBEDDED*in*this*part,*NOT*EXTRA)*

Key*point:*Make*sure*you*train*candidates*how$to$annotate$(examples)


11.#Creating#a#dynamic#learning#environment#3 Running#classroom#discussion! Why*participation*matters

! Be*aware*of*different#learning#styles#and*how*to*deal*with*them*(LIVE)

! Tips*on*increasing#participation#(LIVE)

! Establish*a*culture#of#sharing#and#openness#early#on#(LIVE)

! Plan#activities#to*support*participation! Teach*the*class*to*participate


11.1#From#your#part…

Be*genuine – Be*yourselfUse*your*own*experience

Remember*it*is*about*how#you#make#them#feel not*what*you*tell*themBeing*humble

Trainerpreneurship (Kiritsis,#2018)

HumorMovement#&#Voice


The$80/20$principle$and$how$to$use$it$in$

class


12.$Developing$cases$– using$cases$– Delivering$cases$&$videos! How*to*use$cases$(LIVE)! How*to*deliver$the$story$(LIVE)

! What*types$of$cases$to*use*(LIVE)! How*to*show$the$videos$(LIVE)

! Activities:$Games,*Simulations,*Role*plays

! In*order*to*ensure*buyDin,*you*should*establish*rules*at*the*beginning*of*your*session.*


13.$The$value$of$story$telling$(or$story$showing)$&$debriefingLive*examples

Picking$a$topic from*SBL*and$making$a$real$caseA$story$(case)$on$corporate$governance$&*how*to*debrief*(LIVE)

A$story$on$Critical$Success$Factors$and*how*to*debrief*(LIVE)

Important:*The$importance$of$CPD$for$us$as$trainers$when$teaching$SBL…(see$next$slide)


Mini$Activity$– Building$a$case


14.$Broader$business$awareness$– Interacting$effectively$with$studentsHow*can*we*encourage*broader*business*awareness*(for$us$as$well)?! Ethics$and$Professional$Skills$module

! Homework/classwork*research*(pre?course*work)

! Watch$movies

! Read*books/Listen*to*podcasts

! Guest*speakers

! Follow$current$events


15.$Teaching$the$theories$&$models


Environment:+PESTEL+mainly+&+5+Forces

Competition:+5+Forces+mainly+&+PESTEL

Performance:+Baldridge,+Balanced+Scorecard,+CSFs+&+KPIs,+Benchmarking,+BCG

Evaluation+of+Strategies:+Generic+Strategies+/+Strategic+Clock+&+SAF

Position+Analysis:+SWOT,+including+areas+from+other+models

Portfolio+or+Subsidiary+performance+analysis:+BCG+Matrix

Value+(or+value+activities)+or+“coordination”+of+activities+:+Value+chain+&+discussion+of+supply+chain

Directions+for+Growth:+Ansoff’s+matrix

A+way+to+teach+theories+&+models:+Identify+the+key+word+– NOT+the+model+– Using+the+word for+a+story


A"way"to"teach"theories"&"models:"Identify"the"key"word"– NOT"the"model"; Using"the"word for"a"story

19/07/201927

National"competitive"advantage:"DiamondStakeholders"– interest"&"influence:"Mendelow MatrixRisk"Management"Process"(full):"Risk"ID,"Assessment,"Strategies,"MonitoringRisk"Strategies:"TARARisk"Heat"Map:"Impact"by"LikelihoodSocial"Responsibility:"Carroll’s"TheoryCorporate"Governance"Arrangements:"Board?"NEDs?"Chairman"&"CEO?"Committees?"Diversity?"Family?"Code?"


A"way"to"teach"theories"&"models:"Identify"the"key"word"– NOT"the"model"Using"the"word for"a"storyMarketing"Mix/Elements:"7PsWhy"Market"online"/"Why"do"eDcommerce: 6"I’"theoryCorporate"Culture:"Cultural"WebOutsourcing:"Harmon’s"MatrixChange:"Lewin’s"3"stage"model"or"POPIT"(depending"on"question)Big"Data:"3"Vs Theory,"Knowledge"Management,"Cloud,"Business"Analytics"+"Security,"Privacy"etc.Ethical"Decision"making:"Tucker<IR>"D Integrated"Reporting

Disclaimer:"These%terms%do%not%cover%all%possible%terms%coming%up,%but%may%be%considered%more%common.

19/07/201928


! Fairness

! Openness*/*transparency

! Independence*

! Probity*/*honesty*

! Responsibility

! Accountability

! Reputation*

! Judgement

! Integrity

Exam%technique:%Key%concepts%for%Corporate%Governance%areas%(Critical%Success%Slide!)%


Important*link

https://learningcommunity.accaglobal.com/sbl


16.$Professional$Skills$and$how$to$teach$them

! The*importance*of*EPSM!

! Using*an*article$or$an$exhibit to*use*all*(in*some*cases)*professional*skills*(Live$example$in$class)

! Your$turn:$Activity*live*in*class*


Professional*skills

17.$Professional$skills$marks

AnalysisScepticism

EvaluationCommunication

Commercial*Acumen


Communication

Inform concisely,*objectively,*and*unambiguously,*while*being*sensitive*to*cultural*differences,*using*appropriate*media*and*technology.

Persuade using*compelling*and*logical*arguments*demonstrating*the*ability*to*counter*argue*when*appropriate.

Clarify1and*simplify*complex*issues*to*convey*relevant*information*in*a*way*that*adopts*an*appropriate*tone*and*is*easily*understood*by*the*intended*audience.


Commercial*acumen

Demonstrate*awareness*of*organisational*and*wider*external*factors*affecting*the*work*of*an*individual*or*a*team*in*contributing*to*the*wider*organisational*objectives.

Use*judgement*to*identify*key*issues*in*determining*how*to*address*or*resolve*problems*and*in*proposing*and*recommending*the*solutions*to*be*implemented.

Show*insight*and*perception*in*understanding*work*related*and*organisational*issues,*including*the*management*of*conflict,*demonstrating*acumen*in*arriving*at*an*appropriate*solutions*or*outcomes.

Key*way*to*understand*this*skill:*“Outside)in”)(discussed)in)class)


Analysis*

Investigate relevant*information*from*a*wide*range*of*sources,*using*a*variety*of*analytical*techniques*to*establish*the*reasons*and*causes*of*problems,*or*to*identify*opportunities*or*solutions.

Enquire of*individuals*or*analyse*appropriate*data*sources*to*obtain*suitable*evidence*to*corroborate*or*dispute*existing*beliefs*or*opinion*and*come*to*appropriate*conclusions.

Consider1information,*evidence*and*findings*carefully,*reflecting*on*their*implications*and*how*they*can*be*used*in*the*interests*of*the*department*and*wider*organisational*goals

Key*way*to*understand*this*skill:*“Why”


Scepticism

Probing(deeply*into*the*underlying*reasons*for*issues*and*problems,*beyond*what*is*immediately*apparent*from*the*usual*sources*and*opinions*available.

Question facts,*opinions*and*assertions,*by*seeking(justifications(and*obtaining*sufficient(evidence(for*their*support*and*acceptance.

Challenge(information*presented*all*decisions*made*where*this*is*clearly*justified,*a*professional*And*courteous*manner>*in*the*wider*professional,*ethical,*organisational,*or*public*interest

Scepticism)demo)– in)class)(live))

Key*way*to*understand*this*skill:*Not)taking)things)for)granted)– challenging)and)questioning)what)the)requirement)includes


General*principles*of*professionalism*(I)

Professional*skills*marks

! Making*the*most*important*or*crucial*points

! Showing*a*clear*understanding*of*the*underlying*issues*and*integrating*knowledge

! Only*making*relevant*points

! Not*repeating*points

! Addressing*the*requirements*as*written


General*principles*of*professionalism*(II)


! Showing*an*ability*to*prioritise*and*make*points*in*a*logical*and*progressive*way

! Structuring*and*presenting*the*answer*in*a*professional*manner

! Evidencing*sound*knowledge*from*underpinning*exams

! Demonstrating*professionalism


The*five*separate*professional*skills*will*always*be*tested*in*each*exam


! Understand*the*meaning*of*each*skill

! Understand*the*three*discrete*aspects*of*each*skill

! Marked*against*grid*with*descriptions*of:

• Not*at*all• Not*so*well• Quite*well• Very*well


18.$Managing$Questions$and$Answers$(1/2)

When*you*are*creating*questions:

Keep*them*short.*

Make*sure*questions*are*distributed*evenly*throughout*the*group.

Avoid*vague*or*unfocussed*questionsA*questions*need*to*relate*to*the*training.

•Avoid*questions*that*could*lead*to*disclosure*or*confession*that*will*make*your*participants*uncomfortable.*


18.1$Managing$Questions$and$Answers$(2/2)

Responding$to$AnswersAcknowledge*every*contribution*that*a*participant*makes.

Respond*to*answers*immediately,*even*though*you*may*have*to*defer*the*answer.*

Congratulate*correct*answers*professionally.*Be*careful*to*be*positive*and*not*condescending.Correct*misperceptions*and*wrong*answers*as*they*occur.

Point*out*the*merits*even*in*wrong*answers.Check*for*understanding*of*SBL*concepts*as*you*provide*your*answers.


19.$When$&$How$to$use$the$specimen$papers$(cases)$from$ACCA! The*issue*of*coverage$of$material! The*issue*of*understanding$the$case$holistically$

! When$to$start$questions$on*the*case! Pre7work*by*students*– IDEAS

! Sending*the*case*to*students@

! Time*in*class@

! Using*it*(the*same*case)*for*3*– 4*sessions@

! Using*all*Specimens


20.$Conducting$a$classroom$discussion$3 Questioning$style! Use*of*current$events! Example*(Live)

! Picking$an$article$on3line$and*linking*it*with*a*topic

! Using*other$types$of*cases

! Use*“Open*questions”:*How*do*you*feel*about*the*incident?What*do*you*feel*would*happen*if…?


21.$The$good$points$to$mention!

! Only$one$case$+$story$line$to$work$on! Professional$marks$are$earned$at$the$same$time$as$the$knowledge$marks

! After*the*first*couple*of*hours*you*will*be*more*familiar*with*the*exhibits*and*case*information*and*take$less$time$looking$for$your$annotated$areas that*will*help*you*answer

44


It*is*assumed*that*students*will*have*acquired*a*foundation*of*knowledge*and*understanding*from*previous*learning*from*the*applied*knowledge*and*applied*skills*examinations

22.#What#is#assumed#for#Strategic#Business#Leader?


23.$Business$English$

Key*skills*needed*are*to:

! Read

! Understand

! Synthesize*the*information

! Develop*a*cohesive*argument*for*your*answer*


24.$Why$do$I$need$to$refer$back$to$previous$exams?

! Tasks*in*the*Strategic*Business*Leader*exam*will*be*wide*ranging*and*cover*many*areas,*therefore*many*of*the*techniques*and*areas*examined*at*the*earlier*levels*are*likely*to*be*applicable*to*the*kind*of*tasks*set*in*Strategic*Business*Leader

! However,*the*emphasis*will*be*on*awareness and*not*the*detail

! In*Strategic*Business*Leader*particular*theories*or*models*may*not*be*specified*in*the*requirements*but*knowledge*of*them*is*likely*to*catalyse*a*structure*to*help*develop*an*answer


25.$Example$requirement$2 from$Specimen$3$(2a)

Required:

Prepare*briefing*notes*for*the*board*of*Nehby on*the*following:

(a)*An*explanation*of*the*appropriateness*to*Nehby Company*of*diversifying*risk*by*going*into*the*hotel*business.*(6$marks)

Professional*skills*marks*are*available*for*demonstrating*scepticism in*questioning*the*appropriateness*of*diversification*for*Nehby.*(2$marks)


Model*Answer

FAO:*The*Board*of*Nehby

Diversification*strategy

Diversification*can*help*with*mitigating*risks.*The*ideal*form*of*diversification*is*to*engage*in*activities*which*behave*in*exactly*

opposite*ways*(new*market*new*product).*When*sales*and*profits*are*relatively*low*in*one*area,*the*adverse*consequences*can*be*

offset*by*participation*in*a*sector*where*sales*and*profits*are*relatively*high.*Both*strategies,*restaurant*or*hotel*options,*are*

operating*in*the*hospitality*sector*and*although*the*hotel*is*development*beyond*the*present*product*and*market,"it"is"still"within"the"broad"confines"of"the"‘industry’. They*are*both*driven*by*and*dependent*on*a*strong*economy*and*will*move*in*the*same*direction*with*fluctuations*in*the*economy.*

However,*risk"might"be"partially"reduced"by*spreading*the*activities*into*operations*in*different*areas*of*the*hospitality*industry*such*as*restaurants*and*hotels.*Poor*performance*in*one*area*can*potentially*be*offset*by*good*performance*in*another*area,*so*

spreading*risk*is*a*strategy*you*can*potentially*use*to*reduce*total*risk*for*Nehby.*However,*in*order*to*generate*substantial*

reductions*in*unsystematic*or*specific*risk,*Nehby would"have"to"move"into"markets"outside"the"hospitality"business."

Nehby might"obtain"benefits"from"geographical"diversification"with*the*development*of*the*hotel,*as*you*would*be*operating*in*a*different*region*in*Ceeland.*John*has*identified*that*the*restaurant*business*in*the*capital*is*becoming*increasingly*more*

competitive.*Opening"a"hotel"in"the"north"of"Ceeland may"have"a"positive"impact"on"revenues"as*the*north*is*being*identified*as*a*high*growth*area.*Total*risk"could"be"reduced"as*your*portfolio*becomes*geographically*spread.


26.$Structuring$your$training$0 Stages$of$study

Learning*phase

Revisionphase

Final*prep(mock*exam)


Remember

It*is*a*“Practical”*exam

Students*need*to*be*“Professional”

The*exam*attempts*to*simulate*real*work related*issues

Knowledge*is*useful*but*only*if*applied*in*a*practical*setting

Content*is*extensive*and*takes*time

Professional*skills*should*be*delivered*throughout to*make*candidates*familiar*with*the*terms


27.$Answer$plan$. A$system$(template)$to$use

! READ$&$ANNOTATE:$the*questions*AND exhibits

! ROLE: what*is*your*role?! FORMAT:$what*is*the*format*required?

! AUDIENCE: who*are*you*writing*to?! VERB: what*is*the*verb?

! MARKS:$what*is*the*mark*allocation?! SKILL:$what*is*the*professional*skill*required?! THEORIES/MODELS:$any*theories*or*models*to*use?

! PLAN$your*answer!


28.$Overall$tips$for$students.$Inform$them$to…

! Address*the*requirements as*written,*taking*particular*notice*(again!)*of*the*verbs*used! Make*sure*they*include*the*most*important,*relevant$and*crucial points*relating*to*the*

requirement.

! Only*make*relevant points*and*try*not*to*include*superfluous*information*or*make*unsupported*points.

! Show*deep/clear*understanding*of*underlying$or$causal$issues$and*integrate*or*link different*sources*of*information*from*various*parts*of*the*scenario*or*different*exhibits*to*make*points

! Avoid$repeating$points*already*made.! Show*ability*to*prioritise and*make*points*in*a*logical*and*progressive*way,*building$

arguments rather*than*using*a*random*or*‘scattergun’*approach*to*answering*the*question.! Structure*and*present*their*answers*in*a*professional$manner$through*faithfully*simulating*the*

task*as*would*be*expected*of*the*person*being*asked*to*carry*it*out*and*always*have*a*clear*stakeholder$focus in*mind*when*constructing*the*answer.

53


29.$Layouts:$report/briefing$paper

REPORT/MEMORANDUM/BRIEFING$PAPERTo:*By/From:*Title/about*or*RE:Date:Introduction.Paragraph*2*title.Paragraph*3*title.Conclusion/recommendations/further*action*etc.


30.$Layouts:$letters

LETTERSShould*start*with*name*and*address*of*sender,*name*and*address*of*recipient,*date,

Dear*Mr X/Dear*SirConcerning$/$What$the$letter$is$aboutLetter*– divided*into*paragraphs*but*not*usually*numberedFinish*off*with*something*like*“If$you$need$any$further$information$please$do$not$hesitate$to$contact$me”

If*the*letter*starts*‘Dear*Sir’*it*is*usual*to*end*it*‘Yours*faithfully’*If*it*starts*Dear*M.*X/Ms Y’*it*is*common*to*end*it*‘Yours*sincerely’.


31.$Layouts:$press$release$


32.$Layouts:$slides$and$notes


32.$1:$Layouts:$slides$and$notes$(cont.)! State*“Slide$1”$or$“Slide$2”$depending*on*slide*(you*could*draw*an*

actual*slide/frame,*but*it*is*not*required)! State*“Notes”$after*the*slide*bullets! Bullet$points$should*be*appropriate*in*length*and*number! Avoid*repetition! Logical*Structure*– must*be*clear*how*notes*relate*to*the*bullet*

points*on*the*slide! Use*appropriate*language! Make*2*– 3*times*as*many*notes*as*each*bullet


33.#Layouts:#Project#Initiation#Document#(PID)


34.$Specific$challenges$1 Writing$tips$1$– Guiding$studentsSpacing: The marker needs to understand when they finish writing arequirement; < Be clear.

Introducing & Concluding; Professional answers may require an introductionand a conclusion / recommendation. Make sure they write such sections andunderline them. The marker will not “look for them”!

Defining: The examining team has stated that candidates will not receivemarks for definitions, however it may be relevant to explain certain areas, if thiswould be worth something for the reader.


34.$1Writing$tips$2$– Guiding$students

Avoiding harsh or ‘definite’ language6 As candidates simulating the workenvironment they cannot be 100% “sure” in many cases C especially in business– on what will work for a company. Examples of words to avoid: “surely”,“definitely”, ”of course” etc.

80/20 principle


35.$When$writing$– tips$for$students

! Use appropriate exhibits and correlating exhibits if they feel issues arerelevant

! Remembering the audience! Avoiding long paragraphs! Using subheadings! Saying “why” as well as “what”! Financial info is there for a reason! Using examples & “assuming” if required! Concluding & Recommending (if required)! Remember: Handwriting!


36.$Tips$– From$previous$SBL$Sittings

>*More*focus*needs*to*be*given*to*the*professional*skills*marks.*Advising$students$to$complete$the$EPSM$as$well$as$focusing$on$professional$skills$in$the$classroom$will$help

>*Candidates*are*not*applying*their*knowledge*to*the*scenario*presented,*with*many*just*using*theories*and*basic*knowledge.*If*something*has*not*been*seen*before,*candidates*are*struggling*more*with*this.*The$SBL$exam$contains$a$number$of$tasks$that$require$candidates$to$think$for$themselves.”

“COMMON$SENSE”


37.$Sample$question$topics$from$students$to$discuss$&$answer$! Theories*– how*and*when*to*use*them9

! Layouts*– how*to*prepare*‘notes’*for*slides,*how*to*write*briefing*notes,*

headings*&*subAheadings*etc.9

! How*to*read*the*exhibits*– sequence,*time*management*etc.

! Using*phrases*or*paragraphs*of*information*from*the*case*in*answers9

! How*to*use*their*planning*time*efficiently*and*effectively9

! Some*confusion*was*evident*for*some*students*on*the*term*“business*

model”*as*they*confused*it*with*how*the*company*makes*money,*not*a*

‘theory’9


38.$Discussion:$Ways$of$using$questions

! Set*pre6course*to*recap*assumed*knowledge! Create*discussion*exercises*based*on*the*scenario! Complete*a*detailed*analysis*of*requirements! Create*answer*plans*only*– in*groups*or*individually! Part*questions*done*in*the*time*given*by*the*mark*allocations! Full*questions*done*in*the*time*given*by*the*mark*allocations! Students*swapping*answers*and*providing*feedback*to*each*other! Hand*out*good/marginal/fail*answers*for*students*to*assess! Tutor*review*of*scripts*and*feedback*general*themes! Tutor*marking*of*technical*and*professional*skills*marks


Specimen(Exam(1:(Three*separate*tasks*for*60,*22*and*18*marksSpecimen(Exam(2:(Five*tasks*for*between*18*and*24*marks*each

Specimen(Exam(3:(Four*tasks*for*between*18*and*38*marks*eachSeptember(2018:(Four*tasks*for*between*10*and*40*marks*each

As*there*is*no*predictable*structure,*it(is(important(to(allocate(the(time(at(the(start(of(the(exam and*then*manage*it

39.(The(build(up:(Managing(the(time(available


40.$Exam$technique$– an$overview

! Read the*requirement! Instructions*(verbs)! Technical*content! Context

! Allocate*time! Actively*read*scenario*and*plan*answer*– think!! Write answer*! Layout*– format,*appendices,*workings!Writing*style! Emphasis*on*value*added


Specimen*Exam*3*– Task*3a*– Planning*templateRequirement*3a:***Recommend with*justification*control*measures*to*track*project*variablesProfessional*skill:

Technical Verbs Answer*pointsPriorities,*Structure, Logical*flow

Time*allocation:*

Commercial*acumen H7:*

Managing*projects*

Recommend*with*

justification*control

measures*for*tracking*major*project*variables*

List*answer points:(Remember*models)*“triple constraint”

Cost*J $21m*budget – need*tenders*– monitoring*(variances)Schedule*(time)*– 9*months*–need*key*milestones/datesScope*– avoid*“creep”*Quality*– physical*inspection,*rectification*costs?

8*x*2.5*=*20*mins

AwarenessJudgementInsight

Approach:Effective*analysisProfessionalism

Exhibit(s):*3


Importance+of+a+mock+exam+“day”

! May*be*students’*only*opportunity*to*attempt*a*practice*exam*in*4*hours

! Students*can*reflect*on*the*experience

! Provides*direction*for*“last@minute”*preparation

Reservations! Physical*constraints

! Timing

! Capacity*to*mark

! No*suitable*mock*exam

! Cost*v"benefit

QuestionsCommentsFeedback

Documents

Strategic)Business) Leader)2019) …...Embracing*change.*Shaping*futures.*Together 1.#Strategic#Business#Leader#–syllabus#areas#and#skills Strategic* Business* Leader Leadership

Strategic)Business) Leader)2019) …...Embracingchange.Shapingfutures.Together 1.#Strategic#Business#Leader#–syllabus#areas#and#skills Strategic* Business* Leader Leadership