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StrategicBusiness Leader(SBL)

Syllabus and study guide

September 2018to

June 2019

Strategic Business Leader (SBL)

© ACCA 2018-2019 All rights reserved.

Guide to structure of thesyllabus and study guide

Overall aim of the syllabus

This explains briefly the overall objectiveof the syllabus and indicates in thebroadest sense the capabilities to bedeveloped within the paper.

Relational diagram linking StrategicBusiness Leader (SBL) with otherACCA exams

This diagram shows direct and indirectlinks between this exam and otherexams preceding or following it. Itindicates where you are expected tohave underpinning knowledge andwhere it would be useful to reviewprevious learning before undertakingstudy.

Main capabilities

The aim of the syllabus is broken downinto several main capabilities whichdivide the syllabus and study guide intodiscrete sections.

Relational diagram of the maincapabilities

This diagram illustrates the flows andlinks between the main capabilities(sections) of the syllabus and should beused as an aid to planning teaching andlearning in a structured way.

Syllabus rationale

This is a narrative explaining how thesyllabus is structured and how the maincapabilities are linked. The rationalealso explains in further detail what theexamination intends to assess and why.

Detailed syllabus

This shows the breakdown of the maincapabilities (sections) of the syllabusinto subject areas. This is the blueprintfor the detailed study guide.

Approach to examining the syllabus

This section briefly explains thestructure of the examination and how itis assessed.

Study Guide

This is the main document that students,education and content providers shoulduse as the basis of their studies,instruction and materials. Examinationswill be based on the detail of the studyguide which comprehensively identifieswhat could be assessed in anyexamination session. The study guide isa precise reflection and breakdown ofthe syllabus. It is divided into sectionsbased on the main capabilities identifiedin the syllabus. These sections aredivided into subject areas which relate tothe sub-capabilities included in thedetailed syllabus. Subject areas arebroken down into sub-headings whichdescribe the detailed outcomes thatcould be assessed in examinations.These outcomes are described usingverbs indicating what exams mayrequire students to demonstrate, and thebroad intellectual level at which thesemay need to be demonstrated(*see intellectual levels below).



Intellectual Levels

The syllabus is designed toprogressively broaden and deepen theknowledge, skills and professionalvalues demonstrated by the student ontheir way through the qualification.

The specific capabilities within thedetailed syllabuses and study guides areassessed at one of three intellectual orcognitive levels:

Level 1: Knowledge andcomprehension

Level 2: Application and analysisLevel 3: Synthesis and evaluation

Very broadly, these intellectual levelsrelate to the three cognitive levels atwhich the Applied Knowledge,the Applied Skills and the StrategicProfessional examsare assessed.

Each subject area in the detailed studyguide included in this document is givena 1, 2, or 3 superscript, denotingintellectual level, marked at the end ofeach relevant line. This gives anindication of the intellectual depth atwhich an area could be assessed withinthe examination. However, while level 1broadly equates with AppliedKnowledge , level 2 equates to AppliedSkills level 3 to Strategic Professional ,some lower level skills can continue tobe assessed as the student progressesthrough each level. This reflects that ateach stage of study there will be arequirement to broaden, as well asdeepen capabilities. It is also possiblethat occasionally some higher levelcapabilities may be assessed at lowerlevels.

Learning Hours andEducation Recognition

ACCA qualification does not prescribe orrecommend any particular number oflearning hours for examinations becausestudy and learning patterns and stylesvary greatly between people andorganisations. This also recognises thewide diversity of personal, professionaland educationalcircumstances in which ACCA studentsfind themselves.

As a member of the InternationalFederation of Accountants, ACCA seeksto enhance the education recognition ofits qualification on both national andinternational education frameworks, andwith educational authorities and partnersglobally. In doing so, ACCA aims toensure that its qualifications arerecognized and valued by governments,regulatory authorities and employersacross all sectors. To this end, ACCAqualifications are currently recognizedon the education frameworks in severalcountries. Please refer to your nationaleducation framework regulator forfurther information.

Each syllabus contains between 23 and35 main subject area headingsdepending on the nature of the subjectand how these areas have been brokendown.



Guide to ACCAExamination Structure

The structure of examinations varieswithin and between levels.

The Applied Knowledge examinationscontain 100% compulsory questions toencourage candidates to study acrossthe breadth of each syllabus. These areassessed by a two-hour computer basedexamination.

The Corporate and Business Law examis a two- hour computer based objectivetest examination also available as apaper based version.

The other Applied Skills examinations(PM, TX-UK, FR, AA, and FM)contain a mix of objective and longertype questions with a duration of threehours for 100 marks; these questionsdirectly contribute towards the candidateresult. These exams are available incomputer-based and paper-basedformats. Prior to the start of each examthere will be time allocated for studentsto be informed of the exam instructions.

Computer-based exams

For the Applied Skills (PM, TX-UK, FR,AA and FM) computer-based examscandidates will be delivered an extra 10marks of objective test content (eitherfive single OT questions or five OTquestions based around a singlescenario), for which candidates aregiven an extra 20 minutes. Thesequestions are included to ensurefairness, reliability and security ofexams. These questions do not directlycontribute towards the candidate’sscore. Candidates will not be able todifferentiate between the questions thatcontribute to the result and those that donot. All questions have been subject to

ACCA’s regulatory approved qualityassurance process.

The total exam time is therefore 3 hoursand 20 minutes. Prior to the start of theexam candidates are given an extra 10minutes to read the exam instructions.

Paper-based exams

For paper-based exams 15 minutes areadded to the three hours to reflect themanual effort required as compared tocomputer-based exams. All paper-based and computer-based questionshave been subject to the same qualityassurance process. There will be timeawarded by the invigilator to read theexam instructions.

Strategic Business Leader is ACCA’scase study examination at the StrategicProfessional level and is examined as aclosed book exam of four hours,including reading planning and reflectiontime which can be used flexibly withinthe examination. There is no pre-seeninformation and all exam relatedmaterial, including case information andexhibits are available within theexamination. Strategic Business leaderis an exam based on one main businessscenario which involves candidatescompleting several tasks within whichadditional material may be introduced.All questions are compulsory and eachexamination will contain a total of 80technical marks and 20 ProfessionalSkills marks. The detail of the structureof this exam is described in the StrategicBusiness Leader syllabus and studyguide document.

The other Strategic Professional examsare all of three hours and 15 minutesduration. All contain twoSections and all questions arecompulsory. These exams all containfour professional marks. The detail of



the structure of each of these exams isdescribed in the individual syllabus andstudy guide documents.

ACCA encourages students to take timeto read questions carefully and to plananswers but once the exam time hasstarted, there are no additionalrestrictions as to when candidates maystart writing in their answer books.

Time should be taken to ensure that allthe information and exam requirementsare properly read and understood.

The pass mark for all ACCAQualification examinations is 50%.



Guide to ACCAExamination Assessment

ACCA reserves the right to examineanything contained within the studyguide at any examination session. Thisincludes knowledge, techniques,principles, theories, and concepts asspecified. For the financial accounting,audit and assurance, law and tax papersexcept where indicated otherwise,ACCA will publish examinabledocuments once a year to indicateexactly what regulations and legislationcould potentially be assessed withinidentified examination sessions.

For paper based examinationsregulation issued or legislation passedon or before 1 September annually, willbe examinable from 1 September ofthe following year to 31 August of theyear after that. Please refer to theexaminable documents for the exam(where relevant) for further information.

Regulation issued or legislation passedin accordance with the above dates maybe examinable even if the effective dateis in the future.

The term issued or passed relates towhen regulation or legislation has beenformally approved.

The term effective relates to whenregulation or legislation must be appliedto an entity transactions and businesspractices.

The study guide offers more detailedguidance on the depth and level atwhich the examinable documents will beexamined. The study guide shouldtherefore be read in conjunction with theexaminable documents list.



Syllabus

Strategic Business Leader (SBL) Syllabus and studyguide

This syllabus and study guide is designed to help with planning study and to providedetailed information on what could be assessed in any examination session.

Aim

To demonstrate organisationalleadership and senior consultancy oradvisory capabilities and relevantprofessional skills, through the context ofan integrated case study.

Relational diagram

This diagram shows direct and indirectlinks between this exam and otherexams preceding or following it. Someexams are directly underpinned by otherexams. These links are shown as solidline arrows. This diagram indicateswhere you are expected to have underpinning knowledge and where it would beuseful to review previous learning before undertaking study.

Applied Skillsexams

Strategic Business Leader(SBL)

Accountant in Business

EPS Module



Main capabilities

On successful completion of this paper, candidates should be able to:

A Apply excellent leadership and ethical skills to set the ‘tone from the top’ andpromote a positive culture within the organisation, adopting a whole organisationperspective in managing performance and value creation.

B Evaluate the effectiveness of the governance and agency system of anorganisation and recognise the responsibility of the board or other agentstowards their stakeholders, including the organisation’s social responsibilitiesand the reporting implications.

C Evaluate the strategic position of the organisation against the externalenvironment and the availability of internal resources, to identify feasiblestrategic options.

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, toanalyse factors affecting the organisation’s value chain to identify strategicopportunities and implement strategic options within a framework of robust ITsecurity controls.

F Evaluate management reporting and internal control and audit systems to ensurecompliance and the achievement of organisation’s objectives and thesafeguarding of organisational assets

G Apply high level financial techniques from Skills exams in the planning,implementation and evaluation of strategic options and actions.

H Enable success through innovative thinking, applying best in class strategiesand disruptive technologies in the management of change; initiating, leading andorganising projects,while effectively managing talent and other businessresources.

I Apply a range of Professional Skills in addressing requirements within theStrategic Leader examination and in preparation for, or to support, current workexperience.



This diagram illustrates the flows and links between the main capabilities (sections)of the syllabus and should be used as an aid to planning teaching and learning in astructured way.



Rationale

The syllabus for Strategic BusinessLeader acts as the key leadershipsyllabus at the Strategic Professionallevel and is a substantial integratedexamination. The examination requirescandidates to demonstrate a range ofprofessional skills demanded byeffective leaders or in advising orsupporting senior management indirecting organisations. The syllabustherefore combines the main functionsof organisations in the context ofleadership capability. It draws uponcontent from all of the Applied SkillsLevel exams and the Ethics andProfessional Skills Module.The main capabilities of the StrategicBusiness Leader syllabus assumeessential technical skills and knowledgehave been acquired at the

Applied Knowledge and Applied SkillsLevels where some of the corecapabilities will have been learnt, and inparticular where governance, internalaudit, control, risk, finance, ethics andmanagement will have been introducedin a subject-specific context. In additionthe candidate is expected todemonstrate wider professional skills intheir answers to requirements set ineach examination.

The Strategic Business Leader syllabusis covered in nine main sections withleadership, professionalism and ethicsand corporate governance used as theinitial focus for the rest of the syllabus.Excellent leadership involves having ateam of capable and responsibledirectors, setting an appropriate ‘tonefrom the top’ and embeddingappropriate corporate and culturalvalues within the organisation.This is supported by a soundgovernance structure and effective

management structures. The syllabusbegins by examining leadership andhaving in place responsible and ethicalleaders, having an awareness of whothey are responsible to This section alsocovers personal and professional ethics,ethical frameworks – and professionalvalues – as applied to a senior manageror adviser’s role and as a guide toappropriate behaviour and conduct in avariety of situations. Clearly linked toorganisational leadership is theexistence of an effective governancestructure within organisations in thebroad context of the agency relationship.This aspect of the syllabus focuses onthe respective roles and responsibilitiesof directors, on the committee structuresand on the effective scrutiny of theperformance of senior management andtheir accountabilities, demonstrating thisaccountability by reporting more widelyand holistically to stakeholders under anintegrated reporting <IR> framework.

It is only once these fundamentalorganisational structures and values arein place that it is possible to explorestrategy and assess the strategicposition of the organisation and toeffectively evaluate the options facingthe organisation.

Evaluating strategic options, makingstrategic choices and implementingstrategy requires the organisation’sleaders, or their advisers, to fullyunderstand the risks involved so thesyllabus then examines theidentification, assessment, and controlof risk as a key aspect of responsibleleadership and management. Thesyllabus also includes a section relatingto and applying IT and security controlsat all levels of the organisation fromstrategic considerations including bigdata, cloud computing and e-business,through to using IT in the managementof information, controlling organisations,



and in financial and organisationaloperations.This section also focuses onthe growing importance of ‘cybersecurity’

To support the management of risk thesyllabus also addresses organisationalcontrol in its wider context, includinginternal audit, review, internal control,and feedback to implement and supporteffective governance, includingcompliance issues related to decision-making and decision-support functions.The syllabus includes financial aspectsof managing an organisation, includingkey finance and managementaccounting techniques to analyseperformance and to support decision-making. Candidates need to be aware oflegal issues and of the financialreporting and taxation implications ofstrategic and investment decisions.

The syllabus finally focuses oninnovation, performance excellence andchange management to enableorganisational success and implementchange through effective organisationalprocesses, IT solutions and projectmanagement, including the role of newand disruptive technologies intransforming the nature of businessanalysis and transactions.The last section, which links to all theothers, is the Professional Skills sectionwhich indicates the range ofprofessional skills that the candidate

must demonstrate in the exam which willmake them more employable, or ifalready in work, will enhance theiropportunities for advancement.



Detailed syllabus

A Leadership

1. Qualities of leadership2. Leadership and organisational

culture3. Professionalism, ethical codes and

the public interest

B Governance

1. Agency2. Stakeholder analysis and

organisational social responsibility3. Governance scope and approaches4. Reporting to stakeholders5. The board of directors6. Public sector governance

C Strategy

1. Concepts of strategy2. Environmental issues3. Competitive forces4. The internal resources, capabilities

and competences of an organisation5. Strategic choices

D Risk

1. Identification, assessment andmeasurement of risk

2. Managing, monitoring and mitigatingrisk

E Technology and data analytics

1. Cloud and mobile technology2. Big data and data analytics3. E- business: value chain4. IT systems security and control

F Organisational control and audit

1. Management and internal controlsystems

2. Audit and compliance3. Internal control and management

reporting

G Finance in planning anddecision-making

1. Finance function2. Financial analysis and decision-

making techniques3. Cost and management accounting

H Innovation, performanceexcellence and changemanagement

1. Enabling success: organising2. Enabling success: disruptive

technologies3. Enabling success: talent

management4. Enabling success: performance

excellence5. Managing strategic change6. Innovation and change

management7. Leading and managing projects

I Professional skills

1. Communication2. Commercial acumen3. Analysis4. Scepticism5. Evaluation



Approach to examining the syllabus

The Strategic Business Leader syllabus is examined using a 100% integrated casestudy, examining across a breadth of organisational functions. The case content ofeach exam may use or draw upon some or all of the main elements of the IntegratedReporting <IR> Framework. The examination assesses the technical capabilitiesthat potential leaders need to demonstrate in senior positions within organisationsbut will also be focused on the following professional skills and behaviours:

CommunicationInformPersuadeClarify

Commercial acumenDemonstrate awarenessUse judgementShow insight

AnalysisInvestigateEnquireConsider

ScepticismProbeQuestionChallenge

EvaluationAssessEstimateAppraise

Each exam will therefore assess both technical skills and the above professional

skills. Whilst marks will be awarded for the relevant technical points that candidates

make, up to 20% of the total marks within each exam will be allocated to these

professional Skills, as determined by the requirements.

The broad structure of each case will give candidates information about anorganisation from a range of sources, such as the following:

Interviews with staff Survey results Board or organisation reports Press articles/website extracts Organisation reports and <IR> extracts Emails Memos



Spreadsheets Pictures Figures Tables Diagrams

The basic structure of each exam will require the candidate to take on various rolesof organisational leaders, consultants or advisers to senior management. Thereforethe examination could include requirements such as found in the following list:

Analyse the external environment, the organisation model and the internalgovernance structures, culture and capabilities of the organisation.

Assess the position and evaluate the performance of the organisation Consider the future outlook for the organisation Identify strategic problems and opportunities Manage risks and identify appropriate controls Make strategic choices Evaluate strategic choices using forecasting or decision-making techniques Decide on feasible and sustainable solutions using appropriate technologies Implement change and innovate responsibly

Guide to exam structure

The examination is based on an integrated case study containing a number ofassignments which will vary at each examination. These assignments or tasks mayrequire the candidate to take on different roles, depending on the situation. Thenumber of marks allocated to all these assignments or the sub-parts of these willadd up to 100 in total. Within the total marks available, there are 20 ProfessionalSkills marks. Usually each task will contain some professional skills marks whichmay vary by examination, depending on the requirements. All tasks must becompleted.

The examination is of 4 hours duration, but this includes Reading, Planning andReflection time (RPRT). This time can be used flexibly at any time during the exam.

Guidance on learning hours

The Strategic Business Leader examination has a broader syllabus than otherexams at the Professional Qualifying Level. The assessment style as a fullyintegrated exam and the substantial use of Professional Skills marking to supporttechnical marks, requires more teaching and learning time than in the other exams.

The additional time is required for the following:

1. To cover the broader syllabus content

2. To allow adequate practice time for case study assessment and revision.



3. To encourage and develop the demonstration of professional skills tosupport the award of Professional Skills marks.

In broad terms it is recommended that Education Providers and students shouldspend 50% more learning time in preparation for this examination than normallyrequired for other exams at this level. This includes direct contact time and guidedlearning time where a taught programme is delivered, or self-study and revision timewhere the student is self-taught or uses distance-learning programmes.



Study Guide

A Leadership

1. Qualities of leadership

a) Explain the role of effectiveleadership and identify the keyleadership traits effective in thesuccessful formulation andimplementation of strategy andchange management.[3]

b) Apply the concepts ofentrepreneurship and‘intrapreuneurship’ to exploitstrategic opportunities and toinnovate successfully.[3]

c) Apply in the context of organisationgovernance and leadership qualities,the key ethical and professionalvalues underpinning governance.[3]

2. Leadership and organisationalculture

a) Discuss the importance ofleadership in defining and managingorganisational culture.[3]

b) Advise on the style of leadershipappropriate to manage strategicchange.[2]

c) Analyse the culture of anorganisation using the cultural web,to recommend suitable changes.[3]

d) Assess the impact of culture andethics on organisational purposeand strategy. [3}

3. Professionalism, ethical codesand the public interest

a) Evaluate organisational decisionsusing the Tucker 5 questionapproach.[2]

b) Describe and critically evaluate thesocial responsibility of accountantsacting in the public interest.[3]

c) Assess management behaviouragainst the codes of ethics relevantto accounting professionals includingthe IESBA (IFAC) or professionalbody codes.[3]

d) Analyse the reasons for and resolveconflicts of interest and ethicalconflicts in organisation.[3]

e) Assess the nature and impacts ofdifferent ethical threats andrecommend appropriate safeguardsto prevent or mitigate such threats.[3]

f) Recommend best practice forreducing and combating fraud,bribery and corruption to creategreater public confidence and trustin organisations.[3]

B Governance

1. Agency

a) Discuss the nature of the principal-agent relationship in the context ofgovernance.[3]

b) Analyse the issues connected withthe separation of ownership andcontrol over organisation activity.[3]

2. Stakeholder analysis and socialresponsibility

a) Discuss and critically assess theconcept of stakeholder power andinterest using the Mendelow modeland apply this to strategy andgovernance.[3]



b) Evaluate the stakeholders’ roles,claims and interests in anorganisation and how they mayconflict.[3]

c) Explain social responsibility andviewing the organisation as a‘corporate citizen’ in the context ofgovernance.[2]

3. Governance scope andapproaches

a) Analyse and discuss the role andinfluence of institutional investors ingovernance systems and structures,including the roles and influences ofpension funds, insurance companiesand mutual funds.[2]

b) Compare rules versus principlesbased approaches to governanceand when they may beappropriate.[3]

c) Discuss different models oforganisational ownership thatinfluence different governanceregimes (family firms versus jointstock company-based models) andhow they work in practice.[2]

d) Describe the objectives, content andlimitations of, governance codesintended to apply to multiple nationaljurisdictions.[2]

i) Organisation for economiccooperation and development(OECD) Report (2004)

ii) International corporategovernance network (ICGN)Global Governance Principles(2014)

4. Reporting to stakeholders

a) Discuss the factors that determineorganisational policies on reporting

to stakeholders, includingstakeholder power and interests.[3]

b) Assess the role and value ofintegrated reporting and evaluate theissues concerning accounting forsustainability.[2]

c) Advise on the the guiding principles,the typical content elements and thesix capitals of an integrated report,and discuss the usefulness of thisinformation to stakeholders.[3].

d) Describe and assess the social andenvironmental impacts thateconomic activity can have (in termsof social and environmental‘footprints’ and environmentalreporting).[3]

e) Describe the main features ofinternal management systems forunderpinning environmental andsustainability accounting includingEMAS and ISO 14000.[2]

f) Examine how the audit of integratedreports can provide adequateassurance of the relevance andreliability of organisation reports tostakeholders.[2]

5. The board of directors

a) Assess the major areas oforganisational life affected by issuesin governance.[3]

i) duties of directors and functionsof theboard (including setting aresponsible ‘tone’ from the topand being accountable for theperformance and impacts of theorganisation)

ii) the composition and balance ofthe board (and boardcommittees)



iii) relevance and reliability oforganisation reporting andexternal auditing

iv) directors’ remuneration andrewards

v) responsibility of the board for riskmanagement systems andinternal control

vi) organisation social responsibilityand ethics.

b) Evaluate the cases for and against,unitary and two-tier boardstructures.[3]

c) Describe and assess the purposes,roles, responsibilities andperformance of Non-ExecutiveDirectors (NEDs).[3]

d) Describe and assess the importanceand execution of, induction andcontinuing professional developmentof directors on boards of directors.[3]

e) Explain the meanings of ‘diversity’and critically evaluate issues ofdiversity on boardsof directors.[3]

f) Assess the importance, rolespurposes and accountabilities of themain committees within the effectivegovernance:[3]

g) Describe and assess the generalprinciples of remunerating directorsand how to modify directors’behaviour to align with stakeholderinterests: [3]

h) Explain and analyse the regulatory,strategic and labour market issuesassociated with determiningdirectors’ remuneration.[3]

6. Public sector governance

a) Compare and contrast public sector,private sector, charitable status andnon-governmental (NGO and quasi-NGOs) forms of organisation,including agency relationships,stakeholders’ aims and objectivesand performance criteria.[2]

b) Assess and evaluate the strategicobjectives, leadership andgovernance arrangements specificto public sector organisations ascontrasted with private sector.[3]

c) Explain democratic control, politicalinfluence and policy implementationin public sector organisations.[3]

d) Discuss obligations of the publicsector organisations to meet theeconomy, effectiveness, efficiency (3‘E’s) criteria and promote publicvalue.[3]

C Strategy

1. Concepts of strategy

a) Recognise the fundamental natureof strategy and strategic decisionswithin different organisationalcontexts.[2]

b) Explore the Johnson, Scholes andWhittington model for definingelements of strategic management –the strategic position, strategicchoices and strategy into action.[3]

2. Environmental issues

a) Assess the macro-environment of anorganisation using PESTEL.[3]

b) Assess the implications of strategicdrift.[3]



c) Evaluate the external key drivers ofchange likely to affect the structureof a sector or market.[3]

d) Explore, using Porter’s Diamond, theinfluence of national competitivenesson the strategic position of anorganisation.[3]

e) Prepare scenarios reflecting differentassumptions about the futureenvironment of an organisation.[3]

3. Competitive forces

a) Evaluate the sources of competitionin an industry or sector usingPorter’s five forces framework.[3]

b) Analyse customers and marketsincluding market segmentation.[2]

c) Apply Porter’s value chain to assistorgainsations to identify valueadding activities in order to createand sustain competitiveadvantage.[2]

d) Advise on the role and influence ofvalue networks.[3]

e) Evaluate the opportunities andthreats posed by the environment ofan organisation.[2]

4. The internal resources,capabilities and competences ofan organisation

a) Identify and evaluate anorganisations strategic capability,threshold resources, thresholdcompetences, unique resources andcore competences.[3]

b) Discuss the capabilities required tosustain competitive advantage.[2]

c) Discuss the contribution oforganisational knowledge to thestrategic capability of anorganisation.[2]

d) Identify and evaluate the strengthsand weaknesses of an organisationand formulate an appropriate SWOTanalysis.[2]

5. Strategic choices

a) Assess the suitability, feasibility andacceptability of different strategicoptions to an organisation.[3]

b) Assess the opportunities andpotential problems of pursuingdifferent organisation strategies ofproduct/market diversification from anational, multinational and globalperspective.[3]

c) Advise on how the 7 ‘P’s, includingprice-based strategies,differentiation and lock-in can helpan organisation sustain itscompetitive advantage.[3]

d) Apply the Boston Consulting Group(BCG) and public sector matrixportfolio models to assistorganisation in managing theirorganisational portfolios.[3]

e) Recommend generic developmentdirections using the Ansoff matrix.[2]

f) Assess how internal development,mergers, acquisitions, strategicalliances and franchising can beused as different methods ofpursuing a chosen strategicdirection.[3]



D Risk

1. Identification, assessment andmeasurement of risk

a) Discuss the relationship betweenorganisational strategy and riskmanagement strategy.[3]

b) Develop a framework for riskmanagement and establish riskmanagement systems.[2]

c) Identify and evaluate the key risksand their impact on organisationsand projects.[3]

d) Distinguish between strategic andoperational risks.[2]

e) Assess attitudes towards risk andrisk appetite and how this can affectrisk policy.[2]

f) Discuss the dynamic nature of riskand the ways in which risk varies inrelation to the size, structure anddevelopment of an organisation

g) Recognise and analyse the sectoror industry specific nature of manyorganisation risks.[2]

h) Assess the severity and probabilityof risk events using suitablemodels.[2]

i) Explain and assess the ALARP (aslow as reasonably practicable)principle in riskassessment and how this relates toseverity and probability.[3]

j) Explain and evaluate the conceptsof related and correlated riskfactors.[3]

2. Managing, monitoring andmitigating risk

a) Explain and assess the role of a riskmanager

b) Evaluate a risk register and use heatmaps when identifying or monitoringrisk.[3]

c) Describe and evaluate the conceptof embedding risk in anorganisation’s culture and values.[3]

d) Explain and analyse the concepts ofspreading and diversifying risk andwhen this would be appropriate.[2]

e) Explain, and assess the importanceof, risk transfer, avoidance,reduction and acceptance (TARA).[3]

f) Explain and assess the benefits ofincurring or accepting some risk aspart of competitively managing anorganisation organisation.[3]

E Technology and dataanalytics

1. Cloud and mobile technology

a) Discuss from a strategic perspectivethe need to explore opportunities foradopting new technologies such ascloud and mobile technology withinan organisation.[3]

b) Discuss key benefits and risks ofcloud and mobile computing.[2]

c) Assess and advise on using thecloud as an alternative to ownedhardware and software technologyto support organisation informationsystem needs.[3]



2. Big data and data analytics

a) Discuss how information technologyand data analysis can effectively beused to inform and implementorganisation strategy.[3]

b) Describe big data and discuss theopportunities and threats big datapresents to organisations.[2]

c) Identify and analyse relevant datafor decisions about new productdevelopments, marketing andpricing.[3]

3. E- business: value chain

a) Discuss and evaluate the mainorganisation and market models fordelivering e-business.[3]

b) Assess and advise on the potentialapplication of information technologyto support e- business.[3]

c) Explore the characteristics of themedia of e-marketing using the 6 ’I’sof Interactivity, Intelligence,Individualisation, Integration,Industry structure and Independenceof location.[2]

d) Assess the importance of on-linebranding in e-marketing andcompare it with traditionalbranding.[2]

e) Explore different methods ofacquiring and managing suppliersand customers through exploiting e-business technologies.[2]

4. IT systems security and control

a) Discuss from a strategic perspectivethe continuing need for effectiveinformation systems control withinan organisation.[3]

b) Assess and advise on the adequacyof information technology andsystems security controls for anorganisation.[3]

c) Evaluate and recommend ways topromote cyber security.[3]

d) Evaluate, and if necessary,recommend improvements orchanges to controls over thesafeguard of information technologyassets, to ensure the organisation’sability to meet business objectives.[3]

F Organisational control andaudit

1. Management and internal controlsystems

a) Evaluate the key components orfeatures of effective internal controlsystems.[3]

b) Assess the need for adequateinformation flows to management forthe purposes of the management ofinternal control and risk.[3]

c) Evaluate the effectiveness andpotential weaknesses of internalcontrol systems.[3]

d) Discuss and advise on theimportance of sound internal controland compliance with legal andregulatory requirements and theconsequences to an organisation ofpoor control and non-compliance.[2]

e) Recommend new internal controlsystems or changes to thecomponents of existing systems tohelp prevent fraud, error or waste.[2]



2. Audit and compliance

a) Examine the need for an internalaudit function in the light ofregulatory and organisationalrequirements.[3]

b) Justify the importance of auditorindependence in all client-auditorsituations (including internal audit)and the role of internal audit incompliance.[3]

c) Respond credibly to requests andenquiries from internal or externalauditors.[3]

d) Justify the importance of having aneffective internal audit committeeoverseeing the internal auditfunction.[2]

e) Assess the appropriate responses toauditors’ recommendations.[3]

3. Internal control and managementreporting

a) Justify the need for reports oninternal controls to shareholders.[3]

b) Discuss the typical contents of areport on internal control and audit.[2]

c) Assess how internal controlsunderpin and provide information forreliable financial reporting.[3]

G Finance in planning anddecision-making

1. Finance function

a) Explain the relationship between anorganisation’s financial objectivesand its business strategy.[2]

b) Discuss how advances ininformation technology has

transformed the finance function andthe role of the finance professional.[2]

c) Evaluate alternative structures forthe finance function using businesspartnering, outsourcing and sharedor global business services.[3]

2. Financial analysis and decision-making techniques

a) Determine the overall investmentrequirements of the organisation.[2]

b) Assess the suitability, feasibility andacceptability of alternative sourcesof short and long term financeavailable to the organisation tosupport strategy and operations.[3]

c) Review and justify on decisions toselect or abandon competinginvestments or projects applyingsuitable investment appraisaltechniques.[3]

d) Justify strategic and operationaldecisions taking into account riskand uncertainty.[3]

e) Assess the broad financial reportingand tax implications of takingalternative strategic or investmentdecisions.[2]

f) Assess organisation performanceand position using appropriateperformance managementtechniques, key performanceindicators (KPIs) and ratios.[3]

3. Cost and management accounting

a) Discuss from a strategic perspective,the continuing need for effective costmanagement and control systemswithin organisations.[3]



b) Evaluate methods of forecasting,budgeting, standard costing andvariance analysis in support ofstrategic planning and decisionmaking.[3]

c) Evaluate strategic options usingmarginal and relevant costingtechniques.[3]

H Innovation, performanceexcellence and changemanagement

1. Enabling success: organising

a) Advise on how an organisationstructure and internal relationshipscan be re-organised to deliver aselected strategy.[3]

b) Advise on the implications ofcollaborative working, organisationprocess outsourcing, sharedservices and global businessservices.[3]

2. Enabling success: disruptivetechnology

a) Identify and assess the potentialimpact of disruptive technologiessuch as Fintech.[3]

b) Assess the impact of new product,process,and service developmentsand innovation in supportingorganisation strategy.[2]

3. Enabling success: talentmanagement

a) Discuss how talent management cancontribute to supporting organisationstrategy.[3]

b) Assess the value of the four view(POPIT – people, organisation,

processes and informationtechnology) model to the successfulimplementation of organisationchange.[3]

4. Enabling success: performanceexcellence

a) Apply the Baldrige model for worldclass organisations to achieve andmaintain business performanceexcellence.[3]

b) Assess and advise on how anorganisation can be empowered toreach its strategic goals, improve itsresults and be more competitive.[3]

5. Managing strategic change

a) Apply Explore different types ofstrategic change and theirimplications.[2]

b) Analyse the culture of anorganisation using Balogun andHope Hailey’s contextual features.[3]

c) Manage change in the organisationusing Lewin’s three stage model.[2]

6. Managing Innovation and changemanagement

a) Evaluate the effectiveness of currentorganisational processes.[3]

b) Establish an appropriate scope andfocus for organisation processchange using Harmon’s process-strategy matrix.[3]

c) Establish possible redesign optionsfor improving the current processesof an organisation.[2]

d) Assess the feasibility of possibleredesign options.[3]



e) Recommend an organisationprocess redesign methodology foran organisation.[2]

7. Leading and managing projects

a) Determine the distinguishingfeatures of projects and theconstraints they operate in.[2]

b) Discuss the implications of the tripleconstraint of scope, time and cost.[2]

c) Prepare a business case documentand project initiation document.[2]

d) Analyse, assess and classify thecosts and benefits of a projectinvestment.[3]

e) Establish the role andresponsibilities of the projectmanager and the project sponsor.[2]

f) Assess the importance ofdeveloping a project plan and its keyelements.[3]

g) Monitor and formulate responses fordealing with project risks, issues,slippage and changes.[2]

h) Discuss the benefits of a post-implementation and a post-projectreview.[2]

I Professional skills

1. Communication

a) Inform concisely, objectively, andunambiguously, while beingsensitive to cultural differences,using appropriate media andtechnology.[3]

b) Persuade using compelling andlogical arguments demonstrating the

ability to counter argue whenappropriate.[3]

c) Clarify and simplify complex issuesto convey relevant information in away that adopts an appropriate toneand is easily understood by theintended audience.[3]

2. Commercial acumen

a) Demonstrate awareness oforganisational and wider externalfactors affecting the work of anindividual or a team in contributing tothe wider organisational objectives.[3]

b) Use judgement to identify keyissues in determining how toaddress or resolve problems and inproposing and recommending thesolutions to be implemented.[3]

c) Show insight and perception inunderstanding work-related andorganisational issues, including themanagement of conflict,demonstrating acumen in arriving atappropriate solutions or outcomes.[3]

3. Analysis

a) Investigate relevant informationfrom a wide range of sources, usinga variety of analytical techniques toestablish the reasons and causes ofproblems, or to identify opportunitiesor solutions.[3]

b) Enquire of individuals or analyseappropriate data sources to obtainsuitable evidence to corroborate ordispute existing beliefs or opinionand come to appropriateconclusions.[3]

c) Consider information, evidence andfindings carefully, reflecting on theirimplications and how they can be



used in the interests of thedepartment and wider organisationalgoals.[3]

4. Scepticism

a) Probe deeply into the underlyingreasons for issues and problems,beyond what is immediatelyapparent from the usual sources andopinions available.[3]

b) Question facts, opinions andassertions, by seeking justificationsand obtaining sufficient evidence fortheir support and acceptance.[3]

c) Challenge information presented ordecisions made, where this is clearlyjustified, in a professional andcourteous manner; in the widerprofessional, ethical, organisational,or public interest.[3]

5. Evaluation

a) Assess and use professionaljudgement when consideringorganisational issues, problems orwhen making decisions; taking intoaccount the implications of suchdecisions on the organisation andthose affected.[3]

b) Estimate trends or make reasonedforecasts of the implications ofexternal and internal factors on theorganisation, or of the outcomes ofdecisions available to theorganisation.[3]

c) Appraise facts, opinions andfindings objectively, with a view tobalancing the costs, risks, benefitsand opportunities, before making orrecommending solutions ordecisions.[3]

Strategic Business Leader (SBL) - accaglobal.com · Strategic Business Leader (SBL) Syllabus and...

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