EDBA Digital Transformation of Corporate Governance

Digital Transformation of Corporate Governance Executive DBA Program 

Certificate / Diploma - EDBA Digital Transformation of Corporate Governance
Research / Distance Learning
Program Duration: 9 months

International geo-economical processes have in many ways influenced the development of corporate governance. This period was characterized by the emergence of corporate governance infrastructure in major corporations, as well as by forming of corporate legislation and development of separate elements of modern corporate practice. Previously, high profitability of mineral processing companies and favorable market conditions outweighed the drawbacks and flaws in corporate governance, and more than compensated for the lack of attention to its improvement.

Digital Transformation of Corporate Governance DBA program

The roles of strategic and corporate governance in the digital economy are changing radically. We will analyze these changes in detail during the course: how the nature of accountability of managers to owners is changing; What corporate governance tools are available within the concept of a digital organization. Consider the methods of risk management and protection of the interests of owners in the digital economy.


The basis of corporate governance in the digital economy is knowledge of the fundamentals of the digital economy in general and the specifics of the interaction of economic entities in the hybrid world. What do you imagine when you hear the expression "digital economy"? At the same time, someone thinks about some kind of global phenomenon that is developing somewhere in the “higher spheres” and is not directly related to it. The globe, entangled in computer networks at breakneck speed, transmitting huge amounts of information to someone and somewhere. A more mundane thinker imagines smartphones, bitcoins, “smart things”, etc., in other words, some goods and services created by the computer industry. The third sees in the "digital economy" only a way of interaction between producers and buyers, in fact equating it with e-commerce.
Who is right? If you dig deep into the Internet, you are unlikely to find at least one universal clear definition of the concept of "digital economy". Most likely, you will encounter various lengthy interpretations of this term, which will lead you to think that all three are right in their own way. In fact, a clear definition of the digital economy exists, we will give it in this course and strictly justify it. You will know where the digital economy came from, why none of the types of business will remain aloof from it, and, most importantly, what you need to change in yourself and your company or division in order to get the most out of the onset of the digital era.
We will explain and prove that the digital economy is not only and not so much technology, new gadgets and electronic interaction. The digital economy is, first of all, a change in the management paradigm, which concerns every manager, every business entity. We will show you what changes need to be made in the enterprise and explain how to do it. You will understand what digital transformation is and will be able to lead and coordinate it.


Only under the guidance of a professional responsible for the strategy of the organization and the interests of its owners, digital transformation will ensure the achievement of true development goals and can be carried out successfully.
In the course, we will give a complete conceptual framework for the digital economy and digital transformation.
We will tell you where the digital economy came from and in what direction it is developing.
Let's give a brief overview of the technologies behind the concept of "digital economy".
We will present the methodology for the digital transformation of an organization, tell you step by step what needs to be done and how, and give examples.
We will teach you the basics of algorithmic management and change management.
Let's analyze the methodology and tools of corporate governance in the new conditions.
Let's talk about successful cases of creating digital organizations of various sizes.


The course is designed for people who position themselves as professionals in the field of strategic and corporate management (or plan to become such), because the digital economy is not big data, artificial intelligence, blockchain and other so-called “innovative technologies” are a new management paradigm for a hybrid peace.
Students are not required to have an economic or IT education. Our course is addressed to managers of all levels - from business owners to heads of structural divisions. We will dispel your fears, show you new opportunities and give you the tools to get involved in digitalization now and create a management system that allows you to put into practice the idea of exponential development in a hybrid world.


Everything that will be discussed in the course is presented in a simple and understandable language in the format of short video lectures and teaching aids. At the same time, we never make unfounded statements; together with all new concepts and recommendations, you will receive their clear justification. Management is as exact a science as mathematics, any provisions require proof. After each lecture, you will have something to think about and work on your own. For our part, we are ready to promptly answer your questions and discuss your ideas and objections. We are always ready to discuss private questions regarding your specific situation on an individual basis - it is important for us that the knowledge gained will help in solving your practical problems. Each student can contact us at any time in a chat specially created for this course.


The digital economy is the final stage of globalization, a management system for all resources, all business entities, through intelligent computing systems - digital platforms. To transfer management to a digital footing, it is obviously necessary to digitize all management objects - resources, including human resources. In order to understand that this is exactly what is happening today, just look around - which of us can work and lead a normal life without using the Internet? Who among us has never been caught in the lenses of CCTV cameras, thereby leaving information about his whereabouts? Who doesn't pay with cards? Does not use navigators and social networks? So, the digitization of the world (including us) is in full swing. As a result, the so-called hybrid world is born - a set of material objects and their digital profiles, in which the existence of one without the other is no longer possible. We will talk about the strategic management of socio-economic systems in a hybrid world, ensuring their stability and development, in this course.


The digital economy is the final stage of globalization, a management system for all resources, all business entities, through intelligent computing systems - digital platforms. To transfer management to a digital footing, it is obviously necessary to digitize all management objects - resources, including human resources. In order to understand that this is exactly what is happening today, just look around - which of us can work and lead a normal life without using the Internet? Who among us has never been caught in the lenses of CCTV cameras, thereby leaving information about his whereabouts? Who doesn't pay with cards? Does not use navigators and social networks? So, the digitization of the world (including us) is in full swing. As a result, the so-called hybrid world is born - a set of material objects and their digital profiles, in which the existence of one without the other is no longer possible. We will talk about the strategic management of socio-economic systems in a hybrid world, ensuring their stability and development, in this course.

Contents of the EDBA Certified Course "Digital Transformation of Corporate Governance"




Types of investors and their interests
Features of the functioning of a joint-stock company
Institutionality and international principles of corporate governance
General characteristics of the institutional environment
Regulatory environment
Principles of Corporate Governance
Models and current state of corporate governance
Corporate development in Russia


Corporate control market
Bankruptcy as an instrument of corporate control
Competition for power of attorney from shareholders and participation in the board of directors
Features of strategic management in foreign financial institutions for development and evaluation of their activities
Features of legal regulation and corporate governance in companies with state participation
Legal regulation of corporate relations in state-owned companies
Features of corporate governance in companies with state participation


Ensuring and protecting the rights of shareholders and investors in world practice
Market value and information transparency of the company
Investor Requirements and Corporate Governance Standards
Reforming the standards of work of rating agencies in the context of the economic crisis and international practice of information disclosure
Establishment of corporate governance standards in the Russian capital market
Basic requirements for information transparency of companies



The structure of the highest level of management of a joint-stock company
General meeting of shareholders and its powers
Board of Directors in the structure of the highest level of management in the company
Functions and leadership styles of the board of directors
Formation and implementation of the strategy by the board of directors
The evolution of board practice in a global context
Practical aspects of the formation of a corporate governance system
An effective board of directors
Governing bodies as tools for solving the problems of owners
Role of the Audit Commission


Formation of the Board of Directors and its structure
Operating procedure of the board of directors
Board committees
Company Secretary (Board of Directors)
Performance evaluation and remuneration of members of the board of directors
Key Challenges Facing Modern Boards of Directors
Overview of nomination and election systems to boards of directors


Composition and formation of executive bodies
Functions of executive bodies
Evaluation of work and remuneration of executive bodies
Audit Commission of the Joint Stock Company
Buyout of the company by managers
Optimization of the interaction between the corporate control system and the efficiency of the management bodies
Methods for evaluating the effectiveness of corporate governance



Problems of corporate governance in the group of companies and features of its activities
The main types of company groups. Financial Industrial Groups and Holding Companies
Reorganization and issues of corporate governance. Protection of shareholders and protection of creditors during the reorganization
Stock exchanges and self-regulatory organizations. Self-Enforcement and Alternative Dispute Resolution
Main areas of activity to improve corporate governance standards in companies with state participation
Investment in sustainable business development through improved corporate governance and corporate governance in emergency situations


The content of the concept of "business ethics"
The concept of corporate social responsibility
Corporate Social Responsibility Standards
Codes of Corporate Governance and Corporate Ethics
International practice and differences in corporate governance codes
Global standards and modern approaches to solving ethical problems
The role of corporate governance in combating corruption
Corporate ethics as a business culture


Digital Transformation 2023–2030
Digital Transformation governance: what boards must know
A board member's guide to digital transformation
Digital corporate governance: a strategic step towards building
forward-thinking organizations.
Financial ecosystem and strategy in the digital era
Emerging technologies and the digitalization of corporate governance
Boards are undergoing their own digital transformation
Opportunities for corporate governance in the digital era



Corporate governance in innovative companies
Participation of the owner's family in the boards of directors
agency theory
Government data architecture to enable data exchange


World-class enterprise digital infrastructure
Promoting innovation and competition
Ideas and intellectual property
Digital skills and talent
Development of global technological potential
Turning the UK into a global tech IPO capital



Distributed ledger technology
Electronic voting
Voting technology in corporate governance
Decentralized Autonomous Organizations
Corporate Governance Models: USA, Europe, China
Comparison of Chinese and Western Corporate Governance Models
Corporate Governance Studies in China and India
Diversification of the shareholder structure and improvement of corporate governance practices
Strengthening the recruiting capacity of the board of directors
Succession plan and diversity of government
Creation of a system of corporate culture and values that attach great importance to audit work
Financial Disclosure and Transparency
Public Administration and Corporate Governance



Lecture 1. Goals and principles of teaching, material layout
Lecture 2. Digital economy
Lecture 3. Fundamentals of managing socio-economic systems
Lecture 4. Corporate governance: goals, tools, opportunities
Lecture 5. "Digital maturity of the organization"
Lecture 6. Digital transformation: project management
Lecture 7. Digital platform of the organization: architecture, functions, technologies
Lecture 8. Basic technologies of the digital economy
Lecture 9. Model of organization in the digital economy
Lecture 10. Roadmap for digital transformation
Lecture 11. "Change Management and Digital Transformation Implementation"
Lecture 12. Implementation of the roadmap: implementation of process management
Lecture 13. Planned work of a digital organization
Lecture 14. “Digital Transformation of Corporate Governance. Results»
Summary. About digital transformation in a few words



Evolution of digitalization of corporate structures
Features of the functioning of a digitalized joint-stock company
Digitalization of corporate development in Russia
Main forms and mechanisms of digitalization of corporate control
Principles and standards of digitalization of corporate governance
The main functions and role of the board of directors in the digital management of the company
Formation and implementation of the digital strategy by the Board of Directors
The evolution of board practice in a digital context
Digitalization of activities of the executive bodies of a joint-stock company
Digitization of the audit commission of a joint-stock company
Methods for digital assessment of the effectiveness of corporate governance
Features of digital reorganizations and corporate governance in the group of companies
Protecting shareholders and protecting creditors during the digital transformation
Digital platforms as a tool to improve corporate governance standards in companies with state participation
Corporate social responsibility and digital technologies
Corporate governance in high technology and information technology companies
Corporate governance digitalization anthology
Theoretical Foundations of Corporate Governance in the Modern World
Analysis of the application of digital transformation technologies by corporate governance bodies
Russian and foreign practices of digital transformation
The role of corporate governance bodies in the implementation of digital transformation
Algorithm for building a risk management system for corporate management of digital transformation
Ecosystems and platforms as a space for breakthrough innovations
Improving the tools for evaluating the effectiveness of the implementation of digital transformation of the company by corporate governance bodies


Theoretical Foundations of Digital Transformation of Corporate Governance
The concept of digital transformation: definitions and concepts
The digital economy and its impact on corporate governance
Models and stages of digital transformation
The main directions and trends in the development of digital transformation of corporate governance
Technologies for digital transformation of corporate governance
Internet of Things and its role in corporate governance
Blockchain and decentralized control systems
Artificial intelligence and machine learning in corporate governance
Big Data and Data Analytics
Digital corporate governance tools
Business process automation systems (BPM)
Customer relationship management systems (CRM)
Enterprise resource planning (ERP) systems
Knowledge Management Systems (KMS)
Evaluation of the effectiveness of digital transformation of corporate governance
Methods and criteria for evaluating the effectiveness of digital transformation
Risks and challenges of digital transformation
Successful cases of digital transformation implementation
Methods for determining the maturity of an organization for digital transformation
Leadership and Management in the Age of Digital Transformation
Digital Leader: Competencies and Roles in Modern Corporate Governance
Organizational Change and Culture Adaptation as part of Digital Transformation
Innovation and technology project management
Team Building for Successful Digital Transformation
Digital transformation in various industries and fields of activity
Digital transformation in industry and production
Digital transformation in financial services and banking
Digital transformation in retail and logistics
Digital transformation in government organizations and public services
Legal and Ethical Aspects of Digital Transformation of Corporate Governance
Legislative framework and regulation of digital transformation
Data and Privacy Protection in Digital Corporate Governance
Ethics and social responsibility in the context of digital transformation
The Impact of Digital Transformation on Labor Relations and the Work Environment
Strategies and practices for implementing digital transformation
Defining a digital transformation strategy for the company
Development and implementation of a digital transformation implementation plan
Monitoring and control of digital transformation implementation
Sustainability and continuous renewal as part of the digital transformation of corporate governance



We introduce the concept of corporate governance. We consider the language problem that exists in the Russian language: the term "management" has a lot of interpretations, including management (function), or "leadership", or operational management - which is carried out by the management (body) of the company - and corporate governance - which the meaning is closer to the concept of state and municipal government. In English, the concept, operational management - management, corporate (or GMU) - Governance. We study the history of corporate governance: casually Ancient Rome, Genoa, East Indian trading companies, the difference in development in Europe and the USA, Russia: Empire, USSR, Federation. We focus on the development of capitalism in Russia and the “forced” development of corporate governance, joint-stock companies with state participation, corporatization of unitary enterprises and privatization. We consider the established world order and the main branches of corporate governance: Anglo-Saxon, European continental, Japanese, family.

We view corporate governance as a system of checks and balances, a “quirky dance of participants”: the general meeting of shareholders, corporate governance bodies (Board of Directors) and control (audit commission), management. We formulate the rights and obligations of the system participants and immediately consider popular distortions and abuses, mainly based on Russian law enforcement practice. We pay attention to the impact of the regulator, the rules of the exchange and the Corporate Governance Code.

We share the concept of a company's value and its profitability. Using examples, we explain why increasing the value of a company and why aiming to maximize profits is not a good idea in the long term. Immediately we introduce the boundaries of the effective application of the technique. We consider the types of growth: organic and through mergers and acquisitions, their strengths and weaknesses. We introduce the concepts of a strategic and portfolio investor, emphasize the boundaries of effective work with them. We consider corporate governance as a technology for making the main strategic decision: grow the company (how?) Or sell (to whom?) From this paradigm, we consider the development of the company according to the Adizes scheme, noting effective decisions on the composition of the Board of Directors at different stages and working sources of funding.

We consider the formation and basic principles of the work of the corporate governance body - the Board of Directors: how meetings are held, what are the votes, how the work of the Board of Directors is planned, what stages the annual plan should include and why, how the committees are allocated and why, what they are, who are the Chairman of the Board of Directors and the corporate secretary, what do they do.

If in the previous module we considered the Board of Directors as a collegial body, then this module deals directly with a member of this body - a professional director: what knowledge, skills, qualities it is useful for him to have, how to prepare on the agenda and how to supplement it, how to vote, what he is responsible for, how to insure it, what the remuneration is due for, how it is calculated. On the last - the most pleasant - issues, we consider several approaches: "American", "British", "Russian state".

We consider corporate governance of digital transformations and technology startups. We are figuring out why it is better to bring these issues to the corporate level, what benefits digital transformation can bring and what risks it carries. We analyze the concept of cybersecurity, consider several cases. We highlight the best practices of the innovation committee, learn to develop a digital transformation strategy. We again touch on technology startups (we continue the topic started at the end of module 3), analyze the best practices, sources of funding and the specifics of the work of support institutions in different cultures.

We introduce the concept of “long-term sustainable growth” and its accompanying factors: environment, social sphere and Governance (corporate governance and GMU). Let's figure out where corporate social responsibility has gone in this paradigm. We study the history of ESG and large cases, watch how capitalism from a shareholder (share) becomes a stakeholder, we understand why now it is important not only "how much", but also "at what cost." We study the non-financial reporting of a large PJSC and the Responsible Investment Strategy of the constituent entity of the Russian Federation.

We consider the formation and basic principles of the work of the corporate control body - the audit commission: how inspections are carried out, what stages of the annual plan should include and why, how unscheduled inspections are initiated and carried out (on cases), how to interact with the Board of Directors, for which auditors bear responsibility and are rewarded.



A series of online seminars "GOVERNANCE IN A WEAKLY STRUCTURED WORLD" with international certification and the opportunity to pass a qualifying exam in the European Union (EU-NQF) standards system. The program deals with management technologies suitable for solving management problems in conditions of chaos, lack of information and turbulence of the environment. The program is based on both advanced and time-tested management technologies, provided with examples from the management consulting practice of the program tutor, including: production and provision of services, projects for the largest Russian (including LUKOIL) and effective international (including . International Labor Organization) companies.
• You will learn how to make quality management decisions under conditions of uncertainty;
• You will be able to actively develop your business in a crisis;
• You will understand how to systematically make an enterprise innovative;
• You will reduce costs, both by using advanced production practices and by optimizing the organizational structure and wage system;
• As a result, you will know how to increase the operating profit of companies. This will increase your value in the labor market.



Module 01. Introduction to the course.
• Weakly structured world, VUCA: Volatility (changeable), Uncertainty (uncertain), Complexity (complex), Ambiguity (ambiguous) - replaced by BANI: Brittle (fragile), Anxious (disturbing), Nonlinear (nonlinear), Incomprehensible (incomprehensible). Why study management precisely with an adjustment for the weak structuredness and high randomness of the world.
• Presentation of the course tutor, Stanislav Viktorovich Khainish. Guru's legacy. Personal history, contribution to the development of Soviet and Russian consulting.
• Management in a Crisis: Threats and Opportunities. Turbulence as a resource. 3 types of intraorganizational crisis. "Anti-crisis program" or "Program of active development of the company in a crisis"? Business activity cycles (Mitchell, Kitchin, Zhugler, Kuznetsov, Kondratiev). The main sources of the crisis generation. Imbalances, lessons of the global crisis. 8 reactions of Russian business to the global crisis. Business management measures in the context of the global crisis.
• Successful business. What is success, what kind of business can be considered successful, how to achieve it. Definition and evaluation of profit. KPI, SSPE, 4-level Kaplan-Norton model. Necessary work. Pay system. 12 myths about SOT. Efficiency mark. Integral indicator of efficiency. Valuation through capitalization of perpetual income. Current criteria for the success of companies or business lines according to J. Welch and P. Drucker. Common performance indicators. Profitability. Innovative activity, "forcing" to innovate.

Module 02. SSUZ - Weakly structured management tasks.
• The general scheme for solving the problem of management in the organization. Characteristic features of the set of performance criteria. An example of a decision of the SSZ LLC "SKZMK". 5 pillars of the organizational structure according to T. Peters and R. Waterman.
• Case of a bakery - an example of a solution for a secondary school. Stages, factors, criteria, decision in an objective and criteria way, development of compromise solutions.
• Case of a commercial bank - an example of a CVSS solution. Stages, factors, criteria, decision in an objective and criteria way, development of compromise solutions.

Module 03. History, culture, philosophy of management and consulting.
• From biblical commandments - to the behavior of an entrepreneur.
• Corporate culture. 5 steps of employee management. Values, beliefs, culture. Collective social programming, translation of values ​​into behavioral norms. Building a system of priority values ​​for the company. Examples. The ideology of OAO "LUKOIL". Chevron Code of Business Conduct. Organizational Change Matrix.
• 25 paradoxes of management consulting. Model of the consulting system, 5 components: consultant, client, tasks or consulting services, forms and methods of consulting, the result of the consultant's work. Pitfalls of borrowing someone else's management consulting experience. Consultant portrait.
• Values ​​in the corporate world: yesterday and tomorrow - Heinish and Lebedev. Brief summary of the module.

Module 04. WtE - Improving Operational Efficiency.
• 3 POE pillars: management, mentality, business culture. The basic business model of a Russian company. Iceberg of visible and hidden internal reserves of POE. Transition from values ​​to management norms. Organizational structure: hard or soft, real or virtual. Examples of KPIs for refineries. World trends in the development of the organizational structure. Pathology of the organizational structure. The transition from job descriptions to service functions. Cube structure. Modeling, reorganization and optimization of business processes. Multidimensional organizational structure of the company. Introduction to the methods: 12-page tablet, seven-orbit downscaling scheme, structural cinquefoil.
• Fundamentals of TOC - Theory of system constraints. Contribution by E. Goldratt, O. Cowan, W. Detmer. The main types of restrictions. Basic principles of TOC. 7 rules for managing the system through its limitations. Process synchronization technology "drum - buffer - rope". cash flow performance. Unified logical thinking process, 5 tools: current reality tree, conflict resolution diagram, future reality tree, transition tree, transformation plan. Example: production of shirts.
• Mastering related professions. I, -, T-specialists. Outlook and expertise. Cross-disciplinary teams.
• Golden rules of management. Brief summary of the module.

Module 05. MIS - Innovation Management System.
• From traditional to self-developing company. System of Continuous Improvement (SNU). Mechanisms of current functioning (MTF), traditional development (MTR), innovative and project development. Building an integrated management system for innovative projects at the enterprise.
• IDA - Active Development Mechanisms. MAP, MTP and MTF. Organizational changes in the launch and implementation of innovative projects. Organizational change management. Conditions and resources that ensure the work of SNU. Center for Active Development (CAR), its tasks.
• An example of the construction of SNU in NK Rosneft. Main components, work map of the motivation process, calendar map, distribution of responsibility, examples with comments.
• A system for supporting the implementation of an innovative project (RIP). RIP schedule, roadmap, responsibility matrix, information board and traffic light system, risk management, RIP process optimization. The cycle of change. The cone of emotion is the result. Quality of managerial will, formula, calculation example.
• Methodology of I. Adizes. Formula for success. Integration, external and internal. Disintegration. "Ideal leader", PAEI - a model, a prerequisite for the formation of collegiate bodies. Manufacturer, administrator, entrepreneur, integrator. Life cycle curve. Adizes program to promote the company to the stage of heyday in its life cycle (11 phases).
• Examples of economic impact assessment.
• Examples of solving managerial problems by F. Taylor with comments.

Module 06. QRM - Quick response manufacturing.
• Place in modern management and business, relationship with TQM, BPR, Lean, 6 Sigma, Kaizen, Agile, CAD/CAM/CAE. 4 keys to quick response. Rajan Suri, It's all about time / "Time is money"
• TPS - Toyota Production System. Dao Toyota. History, 14 principles. The role of standardization and innovation. Key points in the implementation of the principles. Tao hansei (introspection) and Kaizen (self-improvement). Guiding and stimulating the organization of learning (Hoshin Kanri). Toyota Mission.
• Kaizen - The strategy of continuous self-improvement. M. Imai. 11 components of Kaizen. Features of Kaizen. Japanese perception of job functions. Kaizen teams. Statistical tools: Pareto chart, Ikigawa chart, histograms, control charts, scatter charts, checklists. Muda (loss), muri (overload), mura (inconsistency).

Module 07. Multidimensional organizational structure of the company (12-page tablet).
• Expert assessment of the company according to the criteria.
• Outsourcing. Sources: outsourcing, insourcing, co-sourcing, internal outsourcing, spin off, outplacement. 3 outsourcing models. 10 steps of unbundling (restructuring) and organization of outsourcing.

Module 08. Management tools.
• Benchmarking, its elements and success factors. Typology of workers, seven-orbit scheme of downsizing (delegation of economic independence), Center for Economic Independence (CHS). Rose of freedom (independence) for CHS. Features and qualitative characteristics of the organizational structure of the type of "structural cinquefoil".
• Identification and transfer of best practices, "industrial espionage" and benchmarking examples. Classifications according to the content of the transferred practice, according to the amount of costs, according to the speed and scale of obtaining the effect, according to the complexity of implementation. Organizational forms of benchmarking: star, circle, wheel, consortium. Types of benchmarking. Planes of comparison. Standards and where to find them? A variant of a simplified enlarged step-by-step benchmarking procedure. Kovalev's method (timing). Ford Operational Benchmarking. Benchlerning, benchfuching, benchracing. Examples of internal benchmarking from the experience of IMI Consulting: mining and processing plant, oil refinery, energy, consumer cooperation. Doubts when using benchmarking. Code of business conduct, ethical boundaries of benchmarking.
• The mentality of a (Russian) manager. Examples of typical misconceptions about inadequate perception of the real world. Illusions, myths, mirages. The position of "external or internal victim", "psychological owner", professional "cretinism".

Module 09. Interaction of the employee with the organization.
• Interaction of the employee with the organization. Motivation. Necessary work.
• Involvement of staff. Engagement management. Assessing and increasing the involvement of personnel in effective work and innovation (according to H. Rampersad). Balance of individual balanced scorecard (ISSP) and balanced performance scorecard (SSPE). The development cycle of an employee. Effective talent management. Factors influencing engagement and their assessment. The application is the Q12 questionnaire from Gallup.
• Motivation, incentives, remuneration. The practice of forming payroll. Wage system (SOT), trends, world experience. 5-step model of motivation. Viral model of society. Typology of workers, Grechikov's model. Actual tasks for the personnel service. Evaluation of personnel on a two-dimensional scale "loyalty - professionalism". Multivariate diagram of the influence of the degree of employee involvement in effective work on his remuneration.

Module 10. Economy and society.
• Socially responsible business.
• Economic and social balance. Achieving maximum efficiency of the company through finding a balance of interests between stakeholders.
• Building a socially responsible business. 4 components of the philosophy of K. Schwab. Social partnership, its international standards. Forms of implementation of social responsibility. Principles of partnership building. Evaluation of the effectiveness of social partnership at the enterprise. Functions of social partnership and criteria for their measurement. Removing conflicts during downsizing. Socially responsible downsizing. Styles of resolving social conflicts. Examples of social programs. Balancing the interests of the administration and the labor collective. The transition from the traditional to the new moral contract. The formula for resolving conflicts and contradictions. Examples of social investment within the company. Cases Marriot, Procter&Gamble, IBM, Shaw's, Byte.



• Co-owners of the business, top managers working directly with the owners;
• Family members of entrepreneurs, potential successors, experts;
• Entrepreneurs - owners of small and medium-sized businesses, sole or in partnership, combining the functions of business ownership with the functions of its management (general directors, managing partners);
• Directors - hired managers, both at the corporate level (members of the boards of directors, supervisory and trustee boards), and top and line management;
• Management consultants.

• Managers responsible for the organization and development of digital business areas and digital transformation;
• Heads of departments for the development of digital corporate strategies;
• Owners and directors of small, medium and large businesses integrated into the digital economies of the world;
• Heads of departments of government organizations and non-profit organizations (Boards of Directors).


Start of training: monthly from the 1st day of the month.
The duration of the program is 9 months.


Diploma of the Singapore Academy of Corporate Management EDBA Digital Transformation of Corporate Governance;
Qualification Certificate of the Academy for one of the levels: Professional / Expert / Master / Specialist (based on the results of passed qualification tests);
Diploma of the British Business Academy Research & Teaching International DBA Corporate Governance (under the franchise program and mutual recognition of diplomas);
Qualification Certificate of Corporate Governance of the European Economic Committee according to the EU-NQF standard;
Certificate of the European Register of Managers on obtaining a place in the rating and professional qualification of Corporate Governance.
Qualification Certificate of Chief Executive Officer of the international standard, on advanced training in the competencies "Organization Management / Company Management" from the Singapore Academy of Corporate Management


Access to course materials in Russian and English in digital format through a personal account;
Consultations of a personal tutor during the entire period of study (Zoom, Skype, Telegram, E-mail, etc.);
Access to the electronic library of the academy;
Access to qualifying tests;
Access to the video channel of the academy.


Full tuition £30,000
Grant tuition fee £8,000

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