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COO Course: Chief Operating Officer, Ops, 180+ Tools

Name: COO Course: Chief Operating Officer, Ops, 180+ Tools
Rating: 4.3 (178 reviews)

Created byPapaHR ★ 170K students: Human Resources, HR Management, SHRM, AI Analytics, Recruitment, Payroll, Certification, CIPD, Claude

Last updated 10/2026

English

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What you'll learn

Understand the role and responsibilities of a COO and essential competencies for success
Develop strategic plans using tools like SWOT and OKRs
Master process optimization, automation, and organizational structure design
Learn financial management, budgeting, and project implementation strategies
Design effective operational strategies to align daily business functions with long-term organizational goals.
Lead organizational change by applying advanced change management methodologies.
Develop key performance indicators (KPIs) to monitor organizational performance and efficiency.
Enhance team productivity by fostering collaboration between departments and business units.
Create business continuity plans to minimize operational risks and ensure seamless execution.
Utilize data-driven decision-making processes for improving operational efficiency and growth.
Manage cross-functional teams effectively to drive business objectives and foster innovation.
Optimize supply chain processes and improve operational workflows to reduce costs.
Implement financial forecasting models for better cash flow and budget management.
Develop and execute risk management strategies to safeguard business operations.
Foster a performance-driven culture through continuous feedback and employee development initiatives.
Streamline operational processes through automation and digital transformation strategies.
Apply operational leadership skills to drive business scalability and market expansion.

Course content

17 sections • 146 lectures • 82h 49m total length

COO Role Basics: Operations Leadership and Executive Responsibilities34:08
Researching the role of the chief operating officer
Key competencies required
Key tools for the COO
Checklist of business operational efficiency
Quiz: COO Operations Leadership and Chief Operating Officer Strategy
Align Business Operations Strategy and Company Structure as COO47:57
How to run a strategy session
Tools for strategy development
The seven levels of strategy and how to develop them
SWOT and PESTEL analysis
One-page strategic plan that everyone will understand
Facilitating a Strategy Planning Session with Functional Leaders

Use Company Culture to Support COO Strategy Implementation45:11
What is culture and its role
How to describe a company's culture
How to integrate culture into all company processes
How to make culture work
Execute Strategy as COO and Drive Operational Excellence51:36
Checklist for effective strategy implementation
Effective implementation of KPIs
Dealing with leading and lagging indicators
How to implement 4 performance disciplines
Implementation of OKR system in the company
Implementation of company meetings

Automate Business Processes for COO Operational Optimization47:41
What processes are and why they are needed
Who should describe the processes
How to organise a process description project
Process description format
What we get as an output
How to integrate what is described into reality
How to optimise company processes
Tools for business automation
Manage Organizational Structure and Company Operations as COO36:20
Types of organisational structures
What affects organisational design
How to organise organisational design
How to calculate the required number of people
How to optimise headcount
How to avoid overlapping of functions and clarify division of responsibilities
Project Management for COOs to Oversee Business Execution47:05
The basics of project management
How to select projects
How to manage and monitor projects effectively
How to implement project management in a company
How to manage changes in the company

Financial Management and Budget Control for Chief Operating Officers26:30
How to manage finances
How to increase cash flow
How to manage cash flow
How to manage sales effectively
Budgeting and forecasting
Monthly reporting
Oversee Infrastructure, Facilities and Corporate Assets as COO57:06
IT service management
Administrative unit management
Operations department management
Legal services management
Internal and External Communications Management
Procurement management
Risk Management
Lead People, Teams and Operations as a Chief Operating Officer48:00
Building the right recruitment system
Implementing an employee onboarding system
Five conditions for effective teams
Table of accountability
Working with employee talent
HR audit checklist

The Business Continuity Manager Role: Program Charter and First 90 Days47:21
Three jobs of a business continuity manager
ISO 22301 on one page: what the standard asks for and in what order
A one-page program charter in eight fields, an executive sponsor and a steering group
A 90-day plan in three stages and seven first-week meetings
The day-90 page for the CEO: what was found, what was fixed, what it costs
Business Impact Analysis: Downtime Cost, RTO, RPO and MTPD44:16
The downtime cost formula in four parts, applied to one process in dollars
An impact scale over seven time periods
Maximum tolerable period of disruption, RTO and RPO for each process
Four recovery tiers
A BIA interview in 10 questions and a BIA table in 11 columns
Continuity Risk Register: Risk Assessment, Heat Map and Risk Appetite44:25
Single points of failure in four resources: people, premises, IT and suppliers
A catalogue of 24 typical threats to business operations
Likelihood and impact scales 1–5, risk score and a 5 × 5 heat map
Residual risk after existing controls and a ten-column risk register
Four treatment decisions and a risk appetite statement
Recovery Strategies: People, Premises, Technology and Suppliers43:48
Strategy before, during and after a disruption
Resource requirements for 24 hours, 72 hours and one week
Recovery options for people and premises
Four recovery tiers for technology and data, and recovery options for suppliers
A strategy matrix with the cost of each option and an RTO check
The Business Continuity Plan: Template, Activation and First Hour44:07
A plan that is opened in the first hour, not read once a year
Eight sections of a continuity plan under ISO 22301
Activation criteria and who declares a disruption
The department team: roles and alternates, and a first-hour checklist
Manual workarounds for critical processes, minimum resources and return to normal
IT Disaster Recovery Plan: Critical Systems, Backup Test and Runbook42:45
DR plan versus continuity plan: who owns what
A critical systems list with dependencies and recovery tiers from the BIA
The RTO gap: target recovery time versus tested recovery time
Backup check: the 3-2-1 rule and a restore test
A runbook for one critical system and 10 questions for IT and SaaS vendors
Crisis Communication Plan: Holding Statements, Call Tree, Message Bank45:26
Four rules of the first hour
A communication matrix for six audiences
A call tree with three calls per person
A holding statement in four sentences and a message bank for four phases
Spokesperson answers to 10 hard questions, backup channels and a communication log
Supplier Continuity: Third-Party Risk Questionnaire and Scoring45:17
A supplier list built from BIA dependencies
A criticality score in four questions, single sources and fourth parties
A continuity questionnaire of 20 questions and a readiness score in three zones
Five continuity clauses for supplier contracts
Plan B for a critical supplier
Business Continuity Testing: Tabletop Exercise and After-Action Report44:46
Four types of continuity exercises and an annual exercise program for every plan
A scenario taken from your own risk register
A tabletop scenario template with timed injects and five roles at the table
A two-hour tabletop run sheet
An after-action report and a fix list
Continuity Metrics and Board Reporting: ISO 22301 Gap Analysis45:09
Eight program metrics with targets, calculated for one company
A one-screen dashboard
An ISO 22301 gap analysis across clauses 4–10 with a readiness score on a 0–3 scale
A five-slide board report
Answers to 10 board questions, including "Are we ready?"

The CSO Role and the First 90 Days: A 90-Day Plan for a New Head of Strategy44:32
Three roles of a chief strategy officer: adviser, referee and builder
Three reporting lines of the CSO and who can overrule a decision to stop an initiative
Days 1–30 listening, days 31–60 a quiet draft, days 61–90 the first choice on paper
Five meetings of the first week and the same five questions for each
The day-90 pack for the CEO: one page, one money ask, a kill list and four dates
Strategic Diagnosis in Numbers: Profit Pool, Unit Economics and the Rule of 4045:03
Profit pool of the market in four steps
Growth split into three sources: market growth, share change and acquisitions
Unit economics of a segment: LTV, fully loaded CAC and payback with benchmarks
Six metric cards with benchmarks and the Rule of 40 as a scale with action zones
The diagnosis one-pager and the five numbers for the CEO
Market and Competitor Evidence Without Consultants: TAM, SAM, SOM and Teardowns44:54
Bottom-up market sizing in one sheet, with TAM, SAM and SOM in numbers
Thirteen free sources of competitor intelligence
A competitor teardown card with five fixed slots
Signals from job postings, pricing pages and release notes
AI prompts for market research and an evidence pack with sources and dates
The Strategic Choice: Diagnosis, Guiding Policy and a Strategy on One Page45:07
The diagnosis as one sentence that names the obstacle
A guiding policy and what it rules out
Five steps from options to the call
Four signs of an empty strategy and three tests before the CEO sees it
The strategy on one page template and the do-not list
Initiative Portfolio: Project Scoring, True Cost and Kill Thresholds45:20
An inventory of every running initiative with owner, cost and status
A scoring model with four weighted criteria
The true cost of an initiative in dollars
The reallocation rate of your company and kill thresholds at three gates
The portfolio sheet and five numbers for the budget conversation
Strategy Cascade: From Strategy to Team Goals, Owners and Leading Measures43:10
Three levels of the cascade: company, function and team
Translating one strategic move into three goals
A cascade workshop in four steps and one named owner per goal
Leading and lagging measures for every goal
The cascade map template and six signs of a broken cascade
Strategy Review and the Strategy Office: Quarterly Review Agenda and Dashboard44:42
The calendar of the strategy year: quarterly, monthly and annual reviews
A 90-minute quarterly review agenda and five areas of the review checklist
A dashboard of no more than twelve metrics with thresholds
Rules of the room, the invite list and the decision log after the meeting
A strategy office of one person
Selling the Strategy: Board Pack, Board Questions and the Company Announcement43:00
Five slides of the board pack
At least 20 questions from the board and ready answers to the hardest ones
The script of a twenty-minute board presentation
Six cases of good and bad answers
Announcing the strategy to the company and answering “what does it mean for me”

Operating System: Sales Operations Director Mandate and Canvas45:07
What a Sales Operations Director owns: six decisions from the plan to the tools
Manager or director: running the process versus changing its rules
Sales Operations Operating System Canvas in seven connected panels on one page
A first look at funnel rules, forecast cadence, the performance view and a 90-day plan
Template: Operating System Canvas with a 90-day backlog and a Stop Doing List
Revenue Plan and Capacity: Sales Capacity Planning Model50:24
Revenue target bridge: existing base, new business gap and monthly shape
Required wins, required opportunities and required pipeline from the target
Productive sales capacity: productive FTE, ramp, start dates, attrition and seasonality
Base, downside and upside scenarios with a documented management decision
Template: Revenue-to-Capacity Model
Territories and Quotas: Sales Territory Design and Quota Allocation46:32
Territory design inputs: target, customer universe, potential, workload and roles
Segmentation and boundaries beyond geography, with an owner for every exception
Balancing potential and workload; quota-to-potential, ramp and seasonality
Scenario review, rollout, dispute path and change log
Template: Territory and Quota Design Sheet
Funnel Contract: Sales Funnel Stages, Exit Criteria and CRM Fields44:20
Stages as buyer states, not seller activities; merging duplicate stages
Entry criteria and exit evidence another manager can inspect
Ownership, next action, aging rules and a clear path for exceptions
CRM required fields, loss reasons and a rollout tested on 10 real deals
Template: Funnel Stage Contract
Pipeline Health: Pipeline Coverage, Conversion, Aging and Slippage44:16
Pipeline coverage calculated from your own history, not a generic multiple
Cohort conversion, stage age, slippage and close-date changes
Concentration risk and next-step hygiene
Green, amber and red thresholds by segment, each tied to an intervention with an owner and a deadline
Template: Pipeline Health Dashboard
Forecast Management: Sales Forecasting Process and Forecast Accuracy44:47
The forecast as a dated management commitment: consumer, horizon, owner and deadline
Pipeline, Best Case and Commit categories defined by buyer evidence
Weekly forecast review: before, during and after the meeting
Forecast accuracy, bias, category realization, risk escalation and retrospective
Template: Forecast Playbook
Performance Scorecard: Sales KPIs, Metric Tree and Sales Dashboard47:47
Start from management questions, not from available data
Metric tree: outcome, flow, control and capacity; leading and lagging signals
Metric cards with definition, formula, grain, source, owner, threshold and response
One-page layout, metric governance and a decision review loop
Template: Sales Performance Scorecard
CRM Data and Automation: CRM Data Quality and Sales Process Automation45:57
CRM data contract: object, field, definition, owner, update moment and consumer
Data quality rules for completeness, freshness, uniqueness and validity
Mapping one CRM process from trigger to outcome before automating it
Choosing automation candidates; controls, error queues, overrides and rollback
Template: CRM Data and Automation Contract
Operating Cadence: Weekly Forecast Meeting, Monthly Review and QBR44:00
Decision cadence: what the weekly, monthly and quarterly meetings each decide
Weekly forecast meeting and monthly performance review scripts
Quarterly business review: assumptions, structural decisions and a stop-doing list
Meeting charter, pre-read, decision log and a cancellation rule
Template: Sales Operating Cadence Kit
90-Day Transformation: 90-Day Sales Ops Plan and Roadmap45:50
Transformation baseline built from all course artifacts
Choosing three priorities by decision impact, evidence, effort and adoption risk
Days 1–30 observe, days 31–60 pilot, days 61–90 launch and correct
Governance: owner, sponsor, milestones, success signals and stop conditions
Template: 90-Day Sales Ops Roadmap

1. The A-Player Concept and How to Hire A-Players41:49
2. Sourcing Candidates Through Multiple Channels34:04
3. Candidate Assessment and Selling the Job Opportunity29:24
Enroll in the COO course to master candidate assessment and selling vacancies, using competency-based interviews, GMA tests, test tasks, and scorecards to hire effectively.
4. Employee Onboarding30:28
Implement a structured employee onboarding plan that starts with a job offer and pre-boarding, includes a rookie book, first-day induction, mentorship, goals, and regular feedback to accelerate adaptation and integration.
5. The Four Stages of Team Development: Forming, Storming, Norming, and Performi30:36
6. Team Collaboration: Building One Unified Team30:19
Explore team interaction, trust-building, and the five dysfunctions of a team, with practical exercises like vulnerability sharing, personality insights, and team-building activities to drive unified performance.
7. Employee Personality Types and How to Manage Them27:29
Identify employee personality types using Adizes' Pi, A, I framework and assemble balanced teams by producer, administrator, entrepreneur, and integrator roles to boost management and collaboration.
8. Employee Termination: Who, When, and How39:12
Classify employees into A through E players, assess their fit, and decide on second chances when appropriate, then execute ethical dismissals with exit management to protect team culture.
9. Leadership Styles and How to Apply Them33:14
Develop the ability to match leadership styles to employee development levels using situational leadership principles, diagnose needs, adapt styles, and foster partnership for effective people management.
10. Choosing the Right Leadership Style for Maximum Team Performance28:09
Explore situational leadership by diagnosing employee development levels and applying S1 to S4 styles—from directive to delegating—to maximize team effectiveness and prevent excessive or insufficient leadership.
11. The Effective Leader According to Gallup Research25:18
12. Managing Team Culture25:50
13. Salary Management44:32
14. Incentive Programs34:32
15. Sales Team Compensation42:56
16. Employee Benefits Beyond Salary44:06
17. Motivation 3.0 and Total Motivation: What Truly Motivates and Demotivates Em41:48
18. Employee Retention Strategy and Burnout Prevention36:31
19. Managing Employee Engagement for Maximum Performance35:01
20. Continuous Feedback as a Tool for Sustaining Motivation34:38
21. Talent Management Fundamentals and the 9-Box Grid29:33
22. Identifying and Leveraging Employee Talent24:40
Identify and leverage employee talents to boost engagement, satisfaction, and performance by using strengths-based development, talent assessments like StrengthsFinder and VIA, and placing people in roles that fit their skills.
23. Employee Learning and Development42:28
Explore competencies, soft and hard skills, and how to design effective employee training and development plans, using coaching, goal setting, and the Kirkpatrick evaluation model.
24. How to Choose Your Successor33:46
Learn how to select and develop deputies, build a bench of substitutes, and implement proactive succession planning to keep leadership continuity and interchangeable teams even during vacations, illnesses, or departures.
25. Team Strategy44:42
26. Goal Setting: MBO, KPI, OKR, WIG, and V2MOM39:52
27. Performance Measurement: Metrics, Dashboards, and Results Evaluation36:37
28. Managing Employee Accountability24:07
29. One-on-One Meetings Between Managers and Employees30:02
Master effective one-on-one meetings between managers and employees by asking the right questions, building rapport, delivering balanced feedback, applying coaching, and creating clear action plans in regular weekly sessions.
30. Employee Coaching30:00
31. Effective Team Meetings: From Strategic Sessions to Daily Stand-Ups25:29
32. Solving Team Problems Collaboratively26:38
33. Agile and Project Management Fundamentals29:23
34. Kanban Boards and Using Trello29:40
Learn how to use kanban boards with Trello to manage product backlogs, prioritize work, plan sprints, and estimate story points in an agile workflow.
35. Managing Change Within the Team27:24
36. Task Execution and Delivery27:18
37. The Manager’s Role in Business33:01
Discover the manager’s role in business by contrasting functional and people management, and apply Google-led competencies and the 6B model to develop teams and leadership.
38. Organizational Business Models28:15
Explore organizational design by analyzing five design steps, drivers of structure, and types such as functional, divisional, matrix, network, and local organizations to align teams with strategy.
39. Business Understanding and Responsibility Allocation28:28
40. SWOT and PESTEL Analysis25:46
41. Effective Communication for Managers and Teams24:04
42. Radical Candor29:14
Master radical candor as a two-way, transparent feedback approach that balances care with direct challenge. Learn to avoid ruinous empathy, aggression, and manipulation while applying coaching-inspired leadership and nonviolent communication.
43. Managing Conflicts Within and Between Teams29:16
44. Business Negotiation Skills29:16
45. Adapting All School Tools for Remote Teams30:38
46. Creating Rules, Policies, and Checklists38:24
47. Team Operating Principles18:38
48. Tools for Remote Teams26:10

1. Prioritize Business Processes for Documentation and COO Control49:06
The importance of business process design
HR vs. business ownership in process documentation
Benefits of structured process descriptions
What a complete process description includes
Prioritizing which processes to describe first
2. Apply Flowcharts, BPMN, and Process Analysis to Operations42:39
How business processes are described worldwide
Choosing the right method for HR and business functions
Introduction to BPMN and flow diagrams
Basics of process analysis and optimization
3. Use Process Models, Templates, and Software to Map Workflows24:51
Overview of process modeling tools and platforms
Process description models and templates
Software demonstrations for online documentation
Real-world example of using digital tools for process design
4. Implement, Evaluate, and Continuously Improve Documented Processes37:05
Deliverables of a process design initiative
How to implement and integrate described processes
Evaluating process efficiency and making improvements
Continuous monitoring and iteration
5. Map Onboarding, Recruitment, Training, Performance, and Offboarding32:45
Recruitment process documentation
Onboarding and adaptation processes
Training and development workflows
Performance management process mapping
Employee offboarding and dismissal procedures
6. Run a Process Documentation Project from Concept to Monitoring31:12
Forming a cross-functional project team
Selecting target processes
Creating a project concept and roadmap
Presenting to top management and securing buy-in
Launching, tracking progress, and closing the project
Post-project evaluation and continuous support

1. Define Business Processes and Why COOs Simplify Them31:20
• What is a business process?
• Characteristics and types of processes
• Why process improvement matters in modern organizations
• Key benefits of simplifying business processes
2. Apply Simplification Principles to Cut Waste in Operations36:01
• The values driving simplification and optimization
• Understanding waste and inefficiencies
• The role of standardization in process improvement
• Process maturity models and improvement phases
• How to identify where to start
3. Map Workflows with Flow, Cross-Functional and Value Stream Maps29:14
• What is process mapping and its purpose
• Differences between mapping and modeling
• Types of maps: stakeholder, relationship, flow, cross-functional, value stream
• Components of process maps and step-by-step creation
4. Align Process Improvement with Company Strategy and Phases26:28
• How process improvement aligns with business strategy
• Key phases: from planning to implementation
• Frameworks for managing process changes
5. Build a Process Architecture for Clear Operating Workflows23:29
• What is process architecture and how it supports simplification
• Benefits of modeling processes for clarity and alignment
• Where to begin with process design and modeling
6. Use 5S, 5 Whys, 8D and Root-Cause Tools to Fix Processes28:34
• Introduction to problem-solving in process improvement
• Practical tools: 5S, 5 Whys, 8D, flowcharts, cause-and-effect diagrams
• Brainstorming, checklists, and activity diagrams
• Benchmarking for continuous process enhancement
7. Prioritize Improvements with SIPOC, SWOT and Decision Matrices23:43
• Strategic frameworks: SIPOC, SWOT, DRIVE, ICOR
• Analytical techniques: nominal group technique, prioritization matrix
• Basics of linear regression for decision-making in process improvement
8. Build a Culture of Process Excellence Across Operations Teams25:11
• What defines a culture of process excellence
• Key phases in cultural transformation
• Behavioral change and employee engagement
• The roles of managers and HR in sustaining simplified workflows

Requirements

No prior experience is needed; this course is open to anyone eager to learn about operational management and leadership strategies

Description

This course contains the use of artificial intelligence.

Chief Operating Officer (COO): Mastering Operational Excellence

In today’s competitive business landscape, the role of the Chief Operating Officer (COO) is pivotal in driving operational efficiency and aligning day-to-day activities with strategic objectives. This comprehensive course is meticulously designed to equip aspiring and current COOs, operations directors, and business leaders with the essential skills and tools to excel in operational leadership. Through a blend of theoretical insights and practical applications, participants will learn to enhance business processes, foster a performance-driven culture, and implement strategies that lead to sustainable growth.

What You’ll Learn:

• Defining the COO Role: Understand the multifaceted responsibilities of a COO and the critical competencies required for success.

• Strategic Planning and Execution: Develop and implement effective business strategies using tools like SWOT and PESTEL analysis.

• Cultivating Organizational Culture: Learn to shape and manage a company culture that supports strategic objectives and drives employee engagement.

• Performance Management: Implement Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs) to monitor and enhance organizational performance.

• Process Optimization and Automation: Master techniques for documenting, analyzing, and optimizing business processes, including leveraging automation tools.

• Organizational Design: Design effective organizational structures that align with business goals and optimize resource allocation.

• Project Management: Acquire skills to oversee projects from inception to completion, ensuring alignment with strategic priorities.

• Financial Acumen: Gain insights into financial management, including budgeting, forecasting, and cash flow optimization.

Who Should Enroll:

• Aspiring and Current COOs seeking to enhance their operational leadership capabilities.

• Operations Directors and Managers aiming to align operational activities with strategic business goals.

• HR Professionals interested in expanding their roles to encompass operational functions.

• CEOs and Business Owners looking to improve their organization’s operational efficiency and profitability.

Course Structure:

The program comprises 10 in-depth lessons, each focusing on a critical aspect of the COO’s role. Lessons are released weekly, allowing participants to absorb and apply the material effectively. Each session includes recorded classes, practical assignments, and personalized feedback to ensure the translation of theory into practice.

Key Modules:

1. The Role of the COO

• Exploring the responsibilities and essential competencies of a COO.

• Utilizing tools to assess and enhance operational efficiency.

2. Strategic Development

• Conducting effective strategy sessions.

• Applying strategic analysis tools to formulate actionable plans.

3. Organizational Culture Management

• Defining and embedding company culture into business processes.

• Leveraging culture as a strategic asset.

4. Strategy Implementation

• Establishing KPIs and OKRs to drive performance.

• Implementing disciplined execution frameworks.

5. Process Optimization

• Documenting and analyzing business processes for improvement.

• Integrating automation to enhance efficiency.

6. Organizational Structure Management

• Designing structures that support strategic objectives.

• Optimizing headcount and clarifying roles and responsibilities.

7. Project Management Excellence

• Applying project management principles to align initiatives with strategy.

• Managing organizational change effectively.

8. Financial Management for COOs

• Overseeing financial operations, including cash flow and budgeting.

• Implementing financial controls to support strategic goals.

Why Choose This Course:

• Expert Instruction: Learn from seasoned professional Mike, who brings extensive industry experience and insights.

• Practical Application: Engage in exercises and assignments designed to apply operational leadership concepts in real-world scenarios.

• Flexible Learning: Benefit from an online format that allows you to learn at your own pace, with weekly lesson releases to maintain consistent progress.

• Certification: Upon successful completion, receive a diploma that validates your expertise in operational leadership and management.

This course contains a promotion.

Enroll Today:

Elevate your career and drive your organization towards operational excellence. Join this course to gain the skills and knowledge necessary to excel as a Chief Operating Officer.

Who this course is for:

This course is for aspiring COOs, HR professionals, CEOs, and business leaders seeking to enhance operational efficiency and drive organizational success

COO Course: Chief Operating Officer, Ops, 180+ Tools

What you'll learn

Explore related topics

Course content

COO Role and Operations Strategy for Chief Operating Officers3 lectures • 1hr 22min

COO Strategy Execution, Culture and Operational Excellence2 lectures • 1hr 37min

COO Tools: Automation, Org Design and Project Management Skills3 lectures • 2hr 11min

COO Leadership: Finance, Infrastructure and People Management3 lectures • 2hr 12min

Extra: Business Continuity Management for COOs: ISO 22301 Program10 lectures • 7hr 27min

Extra: Strategic Planning and Execution for COOs8 lectures • 5hr 56min

Extra: Sales Operations for COOs: Forecast, Pipeline and Capacity10 lectures • 7hr 39min

Extra: People Management Skills48 lectures • 25hr 33min

Extra: Process Management and BPMN for COOs6 lectures • 3hr 38min

Extra: Process Optimization and Simplification for COOs8 lectures • 3hr 44min

Requirements

Description

Who this course is for: