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Learn MoreACCA S2 Strategic Business Leaders -A Complete Course
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ACCA S2 Strategic Business Leaders -A Complete Course
2027 New ACCA Exam Structure. Strategic Professional Level. Covering All 138 Topics & Syllabus. Powered by Gen AI
Created bySteven Khor, MIA, CFP, MBA,BA
Last updated 4/2026
English
What you'll learn
- A) Apply excellent leadership and ethical skills to set the ‘tone from the top’ and promote a positive culture within the organisation.
- B) Evaluate the effectiveness of the governance and agency system of an organisation and recognise the responsibility of the board.
- C) Evaluate the strategic position of the organisation against the external environment and the availability of internal resources.
- D) Analyse the risk profile of the organisation and of any strategic options identified, within a culture of responsible risk management.
- E) Select and apply appropriate information technologies and data analytics, to analyse factors affecting the organisation’s value chain.
- F) Evaluate management reporting and internal control and audit systems to ensure compliance and the achievement of organisation’s objectives.
- G) Apply high level financial techniques from the Applied Skills exams in the planning, implementation and evaluation of strategic options.
- H) Enable success through innovative thinking, applying best in class strategies and disruptive technologies in the management of change.
Course content
8 sections • 138 lectures • 11h 2m total length
- Unit 1.1 Roles of Effective Leadership & Key Leadership Traits6:19
1. Qualities of leadership
a) Explain the role of effective leadership and identify the key leadership traits effective in the successful formulation and implementation of strategy and change management.[3]
- Unit 1.2 Concepts of Entrepreneurship & Intrapreneurship4:12
1. Qualities of leadership
b) Apply the concepts of entrepreneurship and ‘intrapreuneurship’ to exploit strategic opportunities and to innovate successfully.[3]
- Unit 1.3 Key Ethical and Professional Values5:14
1. Qualities of leadership
c) Apply, in the context of organisation governance and leadership qualities, the key ethical and professional values underpinning governance.[3]
- Unit 1.4 Importance of Leadership & Managing Organizational Culture5:22
2. Leadership and organisational culture
a) Discuss the importance of leadership in defining and managing organisational culture.[3]
- Unit 1.5 Style of Leadership Appropriate to Manage Strategic Change3:46
2. Leadership and organisational culture
b) Advise on the style of leadership appropriate to manage strategic change.[2]
- Unit 1.6 Culture of an Organisation4:23
2. Leadership and organisational culture
c) Analyse the culture of an organisation, to recommend suitable changes, using appropriate models such as the cultural web.[3]
- Unit 1.7 The Impact of Culture on Organisational Purpose & Strategy3:17
2. Leadership and organisational culture
d) Assess the impact of culture on organisational purpose and strategy. [3}
- Unit 1.8 Concept of Responsible Leadership & Creation of Public Value4:27
3. Professionalism, ethical codes and the public interest
a) Critically evaluate the concept of responsible leadership and the creation of public value by acting in the public interest.[3]
- Unit 1.9 Management Behaviour Against the Codes of Ethics4:00
3. Professionalism, ethical codes and the public interest
b) Assess management behaviour against the codes of ethics relevant to accounting professionals including the IESBA (IFAC) or professional body codes.[3]
- Unit 1.10 Conflicts of Interest and Ethical Conflicts3:39
3. Professionalism, ethical codes and the public interest
c) Analyse the reasons for conflicts of interest and ethical conflicts in organisations and recommend resolutions.[3]
- Unit 1.11 Nature & Impact of Different Ethical Threats3:49
3. Professionalism, ethical codes and the public interest
d) Assess the nature and impact of different ethical threats and recommend appropriate safeguards to prevent or mitigate such threats.[3]
- Unit 1.12 Best Practice for Reducing & Combating Fraud, Bribery & Corruption3:27
3. Professionalism, ethical codes and the public interest
e) Recommend best practice for reducing and combating fraud, bribery and corruption to increase public confidence and trust in organisations.[3]
- 10 Multiple-Choice Questions
- Unit 2.1 Principal- Agent Relationship2:59
PART B GOVERNANCE AND SUSTAINABILITY
1. Agency
a) Discuss the nature of the principal-agent relationship in the context of governance.[3]
- Unit 2.2 Issues connected with the separation of ownership of an organisation3:27
PART B GOVERNANCE AND SUSTAINABILITY
1. Agency
b) Analyse the issues connected with the separation of ownership of an organisation from control over its activities.[3]
- Unit 2.3 Concept of stakeholder power and interest using the Mendelow model3:32
PART B GOVERNANCE AND SUSTAINABILITY
2. Stakeholder analysis and social responsibility
a) Discuss, and critically assess, the concept of stakeholder power and interest using the Mendelow model and apply this to strategy and governance.[3]
- Unit 2.4 Stakeholders’ roles, claims and interests3:19
PART B GOVERNANCE AND SUSTAINABILITY
2. Stakeholder analysis and social responsibility
b) Evaluate the stakeholders’ roles, claims and interests in an organisation and how they may conflict and be resolved.[3]
- Unit 2.5 Social Responsibility & Sustainability3:50
PART B GOVERNANCE AND SUSTAINABILITY
2. Stakeholder analysis and social responsibility
c) Explain social responsibility in the context of governance and sustainability for the public good.[2]
- Unit 2.6 Role & Influence of Institutional Investors3:02
PART B GOVERNANCE AND SUSTAINABILITY
3. Governance scope and approaches
a) Analyse and discuss the role and influence of institutional investors in governance systems and structures.[2]
- Unit 2.7 Rules versus principles-based approaches3:50
PART B GOVERNANCE AND SUSTAINABILITY
3. Governance scope and approaches
b) Compare rules versus principles-based approaches to governance and advise when they may each be appropriate.[3]
- Unit 2.8 Models of organisational ownership3:44
PART B GOVERNANCE AND SUSTAINABILITY
3. Governance scope and approaches
c) Discuss different models of organisational ownership that influence different governance regimes (family firms versus joint stock company-based models) and explain how they work in practice.[2]
- Unit 2.9 ICGN Global Governance Principles3:52
PART B GOVERNANCE AND SUSTAINABILITY
3. Governance scope and approaches
d) Apply the general principles of the International Corporate Governance Network (ICGN)’s Global Governance Principles to organisations’ corporate governance.[2]
- Unit 2.10 Factors that determine organisational policies3:51
PART B GOVERNANCE AND SUSTAINABILITY
4. Reporting to stakeholders
a) Discuss the factors that determine organisational policies on reporting to stakeholders, including stakeholder power and interests.[3]
- Unit 2.11 Role and value of integrated reporting <IR>4:54
PART B GOVERNANCE AND SUSTAINABILITY
4. Reporting to stakeholders
b) Assess the role and value of integrated reporting <IR> and evaluate the issues concerning accounting for sustainability.[2]
- Unit 2.12 Six capitals of an integrated report <IR>5:15
PART B GOVERNANCE AND SUSTAINABILITY
4. Reporting to stakeholders
c) Advise on the guiding principles, the typical content elements and the six capitals of an integrated report <IR>, and discuss the usefulness of this information to stakeholders.[3]
- Unit 2.13 Social and environmental impacts4:29
PART B GOVERNANCE AND SUSTAINABILITY
4. Reporting to stakeholders
d) Describe and assess the social and environmental impacts that economic activity can have (in terms of social and environmental ‘footprints’ and environmental reporting).[3]
- Unit 2.14 Environmental and sustainability accounting such as EMAS and ISO 140005:06
PART B GOVERNANCE AND SUSTAINABILITY
4. Reporting to stakeholders
e) Describe the main features of internal management systems for underpinning environmental and sustainability accounting such as EMAS and ISO 14000.[2]
- Unit 2.15 Integrated reports <IR> provides adequate assurance4:08
PART B GOVERNANCE AND SUSTAINABILITY
4. Reporting to stakeholders
f) Examine how the audit of integrated reports <IR> can provide adequate assurance of the relevance and reliability of <IR> to stakeholders.[2]
- Unit 2.16 Duties and roles of directors and functions of the board3:40
PART B GOVERNANCE AND SUSTAINABILITY
5. The board of directors
a) Assess the duties and roles of directors and functions of the board (including setting a responsible ‘tone’ from the top and being accountable for the performance and impact of the organisation):[3]
- Unit 2.17 Unitary and two-tier board structures3:58
PART B GOVERNANCE AND SUSTAINABILITY
5. The board of directors
b) Evaluate the case for and against unitary and two-tier board structures.[3]
- Unit 2.18 Purposes, responsibilities and performance of Non-Executive Directors3:37
PART B GOVERNANCE AND SUSTAINABILITY
5. The board of directors
c) Describe and assess the purposes, responsibilities and performance of Non-Executive Directors (NEDs).[3]
- Unit 2.19 Importance of induction, performance appraisal and the CPD4:20
PART B GOVERNANCE AND SUSTAINABILITY
d) Describe and assess the importance of induction, performance appraisal and the continuing professional development of directors on the board.
- Unit 2.20 Board Diversity4:09
PART B GOVERNANCE AND SUSTAINABILITY
e) Explain the meaning of ‘diversity’ and critically evaluate issues relating to diversity on the board of directors
- Unit 2.21 Board Committees4:19
PART B GOVERNANCE AND SUSTAINABILITY
5. The board of directors
f) Assess the importance, roles, purposes and accountabilities of the main board committees in respect of effective governance:[3]
- Unit 2.22 Principles of remunerating directors4:35
PART B GOVERNANCE AND SUSTAINABILITY
5. The board of directors
g) Describe and assess the general principles of remunerating directors and modifying directors’ behaviour to align with stakeholder interests: [3]
- Unit 2.23 Regulatory, Strategic & Labour market issues5:28
PART B GOVERNANCE AND SUSTAINABILITY
5. The board of directors
h) Explain and analyse the regulatory, strategic and labour market issues associated with determining directors’ remuneration.[3]
- Unit 2.24 Public sector, private sector, charitable status & NGO5:10
PART B GOVERNANCE AND SUSTAINABILITY
6. Public sector governance
a) Discuss public sector, private sector, charitable status and non-governmental (NGO and quasi-NGOs) forms of organisation, including agency relationships, stakeholders’ objectives and performance criteria.[2]
- Unit 2.25 Strategic objectives, leadership and governance of NGO4:48
PART B GOVERNANCE AND SUSTAINABILITY
6. Public sector governance
b) Assess and evaluate the strategic objectives, leadership and governance arrangements that are specific to public sector organisations as contrasted with the private sector.[3]
- Unit 2.26 Democratic control, political influence & policy of public sector4:09
PART B GOVERNANCE AND SUSTAINABILITY
6. Public sector governance
c) Explain democratic control, political influence and policy implementation in public sector organisations.[3]
- Unit 2.27 Public Sector- 3 Es4:37
PART B GOVERNANCE AND SUSTAINABILITY
6. Public sector governance
d) Discuss obligations of public sector organisations to meet the economy, effectiveness and efficiency (the 3 E’s) criteria and promote public value.[3]
- 10 Multiple Choice Questions
- Unit 3.1 Importance of strategy and strategic decisions4:42
1. Concepts of strategy
a) Explain the fundamental importance of strategy and strategic decisions within different organisational contexts.[2]
- Unit 3.2 Strategic analysis, Choices & Implementation.5:12
1. Concepts of strategy
b) Apply the Johnson, Scholes and Whittington model of strategic management –strategic analysis, strategic choices and strategic implementation.[3]
- Unit 3.3 Macro-Environment PESTEL5:10
2. Environmental issues
a) Assess the macro-environment of an organisation using appropriate models such as PESTEL.[3]
- Unit 3.4 Implications of Strategic Drift3:18
2. Environmental issues
b) Assess the implications of strategic drift.[3]
- Unit 3.5 Key Driver of Change5:43
2. Environmental issues
c) Evaluate the external key drivers of change likely to affect the structure of a sector or market.[3]
- Unit 3.6 Porter's Diamond5:41
2. Environmental issues
d) Apply Porter’s Diamond to explore the influence of national competitiveness on the strategic position of an organisation.[3]
- Unit 3.7 Scenario Planning5:46
e) Assess scenarios reflecting different assumptions about the future environment of an organisation.[3]
- Unit 3.8 Porter’s Five Forces5:58
3. Competitive forces
a) Evaluate the sources of competition in an industry or sector using Porter’s Five Forces framework.[3]
- Unit 3.9 Market Segmentation6:26
3. Competitive forces
b) Analyse customers and markets, including market segmentation.[2]
- Unit 3.10 Porter's Value Chain5:55
3. Competitive forces
c) Apply Porter’s value chain to assist organisations to identify value-adding activities in order to create and sustain competitive advantage.[2]
- Unit 3.11 Value Network5:46
3. Competitive forces
d) Advise on the role and influence of value networks.[3]
- Unit 3.12 Opportunity & Threats in competitive environ.4:28
3. Competitive forces
e) Evaluate the opportunities and threats posed by the competitive environment of an organisation.[2]
- Unit 3.13 The Internal Resources & Capabilities5:50
4. The internal resources, capabilities and competences of an organisation
a) Identify and evaluate an organisation’s strategic capability, its threshold resources, threshold competences, unique resources and core competences.[3]
- Unit 3.14 Capabilities to Sustain Competitive Environment5:06
4. The internal resources, capabilities and competences of an organisation
b) Discuss the capabilities required to sustain competitive advantage.[2]
- Unit 3.15 Organisational knowledge to strategic capability4:44
4. The internal resources, capabilities and competences of an organisation
c) Discuss the contribution of organisational knowledge to the strategic capability of an organisation.[2]
- Unit 3.16 Strengths and weaknesses of an organisation4:24
4. The internal resources, capabilities and competences of an organisation
d) Identify and evaluate the strengths and weaknesses of an organisation and formulate an appropriate SWOT analysis.[2]
- Unit 3.17 Strategic Options4:08
5. Strategic choices
a) Assess and advise on the different strategic options available to an organisation.[3]
- Unit 3.18 Product Market Diversification4:32
5. Strategic choices
b) Assess the opportunities and potential problems of pursuing different strategies of product/market diversification from a national, multinational and global perspective.[3]
- Unit 3.19 7P Price-based Strategies & Differentiation4:57
5. Strategic choices
c) Advise on how the 7 P’s, price-based strategies, differentiation and lock-in can help an organisation sustain its competitive advantage.[3]
- Unit 3.20 BCG & Public Sector Portfolio Matrix Models5:33
5. Strategic choices
d) Apply the Boston Consulting Group (BCG) and public sector portfolio matrix models to assist organisations in managing their portfolios.[3]
- Unit 3.21 Ansoff Growth Vector Matrix5:34
5. Strategic choices
e) Recommend generic development directions using the Ansoff growth vector matrix.[2]
- Unit 3.22 Int Development, Biz Combinations, Strategic Alliances5:57
5. Strategic choices
f) Assess how internal development, business combinations, strategic alliances and partnering can be used to achieve business growth.[3]
- 10 Multiple Choice Questions
- Unit 4.1 Organisational strategy and risk management strategy4:04
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
a) Discuss the relationship between organisational strategy and risk management strategy.[3]
- Unit 4.2 Enterprise Risk Management5:12
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
b) Apply the enterprise risk management (ERM) approach to risk management and for establishing risk management systems.[2]
- Unit 4.3 Key Risks and Impacts5:05
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
c) Identify and evaluate key risks, including environmental and climate-related risks, and their impact on organisations and projects.[3]
- Unit 4.4 Strategic and operational risks4:11
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
d) Distinguish between strategic and operational risks.[2]
- Unit 4.5 Attitudes towards risk and risk appetite5:01
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
e) Assess attitudes towards risk and risk appetite and how this can affect risk policy.[2]
- Unit 4.6 Dynamic nature of risk6:02
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
f) Discuss the dynamic nature of risk and the ways in which risk varies in relation to the size, structure, industry, sector and development of an organisation.[2]
- Unit 4.7 Severity and probability of risk events5:11
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
g) Assess the severity and probability of risk events.[2]
- Unit 4.8 Concepts of related and correlated risk factors5:16
1. IDENTIFICATION, ASSESSMENT AND MEASUREMENT OF RISK
i) Explain and evaluate the concepts of related and correlated risk factors.[3]
- Unit 4.9 The role of a risk manager6:00
2. Managing, monitoring and mitigating risk
a) Explain and assess the role of a risk manager.[3]
- Unit 4.10 Risk register and use heat maps4:11
2. Managing, monitoring and mitigating risk
b) Evaluate a risk register and use heat maps when identifying or monitoring risk.[3]
- Unit 4.11 The concept of embedding risk4:28
2. Managing, monitoring and mitigating risk
c) Evaluate the concept of embedding risk in an organisation’s culture and values.[3]
- Unit 4.12 Concepts of spreading and diversifying risk4:21
2. Managing, monitoring and mitigating risk
d) Explain and analyse the concepts of spreading and diversifying risk and when this would be appropriate.[2]
- Unit 4.13 Risk management strategies3:11
2. Managing, monitoring and mitigating risk
e) Advise on risk management strategies, including the use of the TARA model.[3]
- Unit 4.14 Benefits of incurring or accepting some risk4:36
2. Managing, monitoring and mitigating risk
f) Explain and assess the benefits of incurring or accepting some risk as part of competitively managing an organisation referring to the ‘as low as reasonably practical’ (ALARP) principle.[3]
- Unit 4.15 Four lines of defense4:50
2. Managing, monitoring and mitigating risk
g) Apply the concept of assurance mapping to modern risk management using the 'four lines of defence' [3]
- 10 Multiple Choices Questions
- Unit 5.1 Opportunities for Adopting New Technologies4:09
1. Cloud, mobile and smart technology
a) Discuss, from a strategic perspective, the need to explore opportunities for adopting new technologies such as cloud, mobile and smart technology within an organisation.[3]
- Unit 5.2 Benefits & Risks of Cloud, Mobile & Smart Technology5:02
You will apply creative thinking to address social challenges, promote social justice, and respect ecological boundaries in their proposed solutions.
- Unit 5.3 Using the Cloud Technology4:24
1. Cloud, mobile and smart technology
c) Assess and advise on using the cloud as an alternative to owned hardware and software technology to support organisation's information system needs.[3]
- Unit 5.4 Information Technology and Data Analysis5:15
2. Big data and data analytics
a) Discuss how information technology and data analysis can effectively be used to inform and implement organisational strategy.[3]
- Unit 5.5 Opportunities and Threats Big Data5:17
2. Big data and data analytics
b) Describe big data and discuss the opportunities and threats big data presents to organisations.[2]
- Unit 5.6 Data for Strategic Decisions5:01
2. Big data and data analytics
c) Identify and analyse relevant data for strategic decisions on new product developments, marketing and pricing.[3]
- Unit 5.7 Benefits of Using Artificial Intelligence (AI) & Robotics5:07
3. Machine learning, AI and robotics
a) Explain the potential benefits of using artificial intelligence (AI), robotics and other forms of machine learning to support strategic decisions and the pursuit of corporate objectives.[2]
- Unit 5.8 Risk, Control & Ethical Implications of Using AI & robotics5:18
3. Machine learning, AI and robotics
b) Assess the risk, control and ethical implications of using AI, robotics and other forms of machine learning.[3]
- Unit 5.9 Organisation’s approach to delivering e-business4:54
4. E- business: value chain
a) Assess the organisation’s approach to delivering e-business.[3]
- Unit 5.10 Application of information technology4:57
4. E- business: value chain
b) Assess and advise on the potential application of information technology to support e-business.[3]
- Unit 5.11 Using the 6 I’s4:54
4. E- business: value chain
c) Explore the characteristics of e-marketing using the 6 I’s of interactivity, intelligence, individualisation, integration, industry structure and independence of location.[2]
- Unit 5.12 Importance of Online Branding in E-marketing4:48
4. E- business: value chain
d) Assess the importance of online branding in e-marketing and compare it with traditional branding.[2]
- Unit 5.13 Exploiting e-business Technologies4:28
4. E- business: value chain
e) Explore different methods of acquiring and managing suppliers and customers through exploiting e-business technologies.[2]
- Unit 5.14 Effective Information Systems Control4:16
5. IT systems security and control
a) Discuss, from a strategic perspective, the continuing need for effective information systems control within an organisation.[3]
- Unit 5.15 IT & Systems Security Controls4:49
5. IT systems security and control
b) Assess and advise on the adequacy of information technology and systems security controls for an organisation.[3]
- Unit 5.16 Ways to Promote Cybersecurity4:45
5. IT systems security and control
c) Evaluate and recommend ways to promote cyber security.[3]
- Unit 5.17 Safeguard of Information Technology Assets5:00
5. IT systems security and control
d) Evaluate and recommend improvements or changes to controls over the safeguard of information technology assets, to ensure the organisation meets its business objectives.[3]
- 10 Multiple Choice Questions
- Unit 6.1 The COSO framework4:35
1. Management and internal control systems
a) Evaluate the key features of effective internal control systems such as those included in the COSO framework.[3]
- Unit 6.2 Managing Internal Control and Risk4:26
1. Management and internal control systems
b) Assess whether information flows to management are adequate for the purpose of managing internal control and risk.[3]
- Unit 6.3 Weaknesses of Internal Control Systems4:53
1. Management and internal control systems
c) Evaluate the effectiveness and potential weaknesses of internal control systems.[3]
- Unit 6.4 Importance of Sound Internal Control4:47
1. Management and internal control systems
d) Discuss and advise on the importance of sound internal control and legal and regulatory compliance and the consequences to an organisation of poor control and non-compliance.[2]
- Unit 6.5 Prevent Fraud, Error, Waste/Harmful Environmental Impacts5:19
1. Management and internal control systems
e) Recommend new internal control systems or changes to the components of existing systems to help prevent fraud, error, waste or harmful environmental impacts.[2]
- Unit 6.6 Need for an Internal Audit Function4:20
2. Audit and compliance
a) Examine the need for an internal audit function in the light of regulatory and organisational requirements.[3]
- Unit 6.7 Importance of auditor independence4:47
2. Audit and compliance
b) Justify the importance of an auditor independence in all client-auditor relationships situations (including internal audit) and the role of internal audit in compliance.[3]
- Unit 6.8 Importance of Internal Audit Committee4:18
2. Audit and compliance
c) Justify the importance of having an effective internal audit committee overseeing the internal audit function.[2]
- Unit 6.9 Responses to Auditors’ Recommendations5:24
2. Audit and compliance
d) Assess the appropriate responses to auditors’ recommendations.[3]
- Unit 6.10 Need for Reports on Internal Controls5:48
3. Internal control and management reporting
a) Justify the need for reports on internal controls to shareholders.[3]
- Unit 6.11 Contents of A Report on Internal Control & Internal Audit5:21
3. Internal control and management reporting
b) Discuss the typical contents of a report on internal control and internal audit, including environmental and sustainability audits.[2]
- Unit 6.12 Information for Reliable Financial & Sustainable Reporting3:54
3. Internal control and management reporting
c) Assess how internal controls underpin and provide information for reliable financial and sustainable reporting.[3]
- 10 Multiple Choice Questions
- Unit 7.1 Technology are transforming the finance sector4:47
1. Finance transformation
a) Discuss how advances in technology are transforming the finance sector and the role and structure of the finance function within organisations.[2]
- Unit 7.2 Business Partnering, Outsourcing & Shared/Global Biz Services4:26
1. Finance transformation
b) Evaluate alternative structures for the finance function using business partnering, outsourcing and shared or global business services.[3]
- Unit 7.3 Overall Investment Requirements4:30
2. Financial analysis and decision-making techniques
a) Determine the overall investment requirements of the organisation.[2]
- Unit 7.4 Sources of Short & Long-term Finance5:24
2. Financial analysis and decision-making techniques
b) Assess and advise on alternative sources of short and long-term finance available to the organisation to support strategy and operations.[3]
- Unit 7.5 Investment appraisal techniques9:22
2. Financial analysis and decision-making techniques
c) Review and justify decisions to select or abandon competing investments. applying suitable investment appraisal techniques.[3]
- Unit 7.6 Strategic & Operational Decision5:17
2. Financial analysis and decision-making techniques
d) Justify strategic and operational decisions taking into account risk and uncertainty.[3]
- Unit 7.7 Broad Financial Reporting & Tax Implications5:33
2. Financial analysis and decision-making techniques
e) Assess the broad financial reporting and tax implications of taking alternative strategic or investment decisions.[2]
- Unit 7.8 Key Performance Indicators (KPIs) & Ratios4:52
2. Financial analysis and decision-making techniques
f) Assess organisational performance and position using appropriate performance management techniques, key performance indicators (KPIs) and ratios.[3]
- Unit 7.9 Need for Effective Cost Management & Control Systems4:49
3. Cost and management accounting
a) Discuss, from a strategic perspective, the continuing need for effective cost management and control systems within organisations.[3]
- Unit 7.10 Forecasting, budgeting, standard costing and variance analysis5:08
3. Cost and management accounting
b) Evaluate methods of forecasting, budgeting, standard costing and variance analysis in support of strategic planning and decision making.[3]
- 10 Multiple Choice Questions
- Unit 8.1 Organisational Structure & Internal Relationships4:41
1. Enabling success: organising
a) Advise on how organisational structure and internal relationships can be re-organised to deliver a selected strategy.[3]
- Unit 8.2 Implications of Collaborative Working & Partnering4:40
1. Enabling success: organising
b) Advise on the implications of collaborative working and partnering, including franchising, process outsourcing, shared services and global business services.[3]
- Unit 8.3 Potential Impact of Disruptive Technologies4:39
2. Enabling success: disruptive technology
a) Identify and assess the potential impact of disruptive technologies such as Fintech, including cryptocurrencies.[3]
- Unit 8.4 Impact of New Products, Processes, Service Developments & Innovation4:28
2. Enabling success: disruptive technology
b) Assess the impact of new products, processes, service developments and innovation in supporting organisation strategy.[2]
- Unit 8.5 Talent Management3:54
3. Enabling success: talent management
a) Discuss how talent management can contribute to supporting organisational strategy.[3]
- Unit 8.6 Four view POPIT for Organization Improvement4:48
3. Enabling success: talent management
b) Analyse opportunities for organisational improvement using the four view POPIT (people, organisation, processes and information technology) model.[3]
- Unit 8.7 Baldrige Model for World-Class Organisations5:29
4. Enabling success: performance excellence
a) Apply the Baldrige model for world-class organisations to achieve and maintain business performance excellence.[3]
- Unit 8.8 Critical Success Factors (CSF)5:14
4. Enabling success: performance excellence
b) Assess and advise on how an organisation can be empowered to reach its strategic goals, improve its results and be more competitive, focusing on its critical success factors (CSF).[3]
- Unit 8.9 Effectiveness of Organisational Processes5:33
5. Managing strategic change
a) Evaluate the effectiveness of current organisational processes.[3)
- Unit 8.10 Different Types of Strategic Change5:19
5. Managing strategic change
b) Evaluate different types of strategic change and assess their implications.[2]
- Unit 8.11 Harmon’s Process Strategy Matrix4:48
5. Managing strategic change
c) Establish an appropriate scope and focus for organisational process change using Harmon’s process-strategy matrix.[3]
- Unit 8.12 Process Redesign Options5:20
5. Managing strategic change
d) Assess and advise on possible redesign options for improving the current processes of an organisation.[3]
- Unit 8.13 Process Redesign Methodology (BPR)5:24
5. Managing strategic change
e) Recommend a process redesign methodology for an organisation.[2]
- Unit 8.14 Lewin’s Three Stage Model5:14
5. Managing strategic change
f) Manage change in the organisation using models such as Lewin’s three stage model.[2]
- Unit 8.15 Balogun and Hope Hailey’s contextual features5:49
5. Managing strategic change
g) Assess implications of change in an organisation using Balogun and Hope Hailey’s contextual features.[3]
- Unit 8.16 Features of Projects and the Constraints6:07
6. Leading and managing projects
a) Determine the distinguishing features of projects and the constraints they operate in.[2]
- Unit 8.17 Implications of Triple Constraints5:02
6. Leading and managing projects
b) Discuss the implications of the triple constraints of scope, time and cost.[2]
- Unit 8.18 Business Case Document and Project Initiation Document5:42
6. Leading and managing projects
c) Prepare a business case document and project initiation document.[2]
- Unit 8.19 Costs and Benefits of a Project Investment5:48
6. Leading and managing projects
d) Analyse, assess and classify the costs and benefits of a project investment.[3]
- Unit 8.20 Project Manager and the Project Sponsor5:05
6. Leading and managing projects
e) Establish the role and responsibilities of the project manager and the project sponsor.[2]
- Unit 8.21 Project Plan and its Key Elements4:36
6. Leading and managing projects
f) Assess the importance of developing a project plan and its key elements.[3]
- Unit 8.22 Project Risks and Slippages5:15
6. Leading and managing projects
g) Monitor and control project risks and slippages, recommending improvements.[2]
- Unit 8.23 Post-Implementation & A Post-Project Review4:59
6. Leading and managing projects
h) Discuss the benefits of a post-implementation and a post-project review.[2]
- 10 Multiple Choice Questions
Requirements
- You will learn everything about ACCA SBL Paper
Description
This course covers a full syllabus of SBL. Learn 100% of the 138 topics within 12 hours.
1. The Strategic Business Leader (SBL) syllabus builds upon the technical knowledge from earlier ACCA exams and the ethical competencies developed in the Ethics and Professional Skills module. It comprises ten core sections, with an initial focus on leadership, professionalism, ethics, and corporate governance—foundational areas that underpin the rest of the syllabus.
2. The syllabus begins with the concept of effective leadership, emphasising responsible directors, ethical behaviour, and fostering corporate values. This leadership must be supported by sound governance and management structures. It examines the ethical responsibilities of senior managers and advisers, the importance of ethical frameworks, and their application in guiding professional conduct.
3. Governance is closely tied to leadership, with a focus on directors' responsibilities, committee structures, and accountability through mechanisms like integrated reporting. Once leadership and governance are established, the syllabus shifts to strategic planning—evaluating an organisation’s position, developing strategic options, and implementing them with a full understanding of associated risks.
4. Risk management is explored in depth, covering identification, assessment, and control. This leads to coverage of IT and security, addressing technological trends such as big data, machine learning, cloud computing, and cybersecurity, and their relevance in managing operations and protecting organisational assets.
5. The syllabus also includes organisational control mechanisms like internal audit, internal control systems, and compliance reporting. Financial management is another key area, with topics including financing options, performance analysis, and the financial implications of strategic decisions, alongside awareness of legal and taxation considerations.
6. A further section addresses enabling success through change management, talent development, project management, and the integration of emerging technologies that are reshaping business models.
7. Finally, the syllabus stresses the development and demonstration of professional, digital, and employability skills. These skills are essential for candidates to succeed in the SBL exam and to enhance their career prospects in a modern, technology-driven business environment.
Who this course is for:
- Students taking ACCA SBL Paper