Position yourself as a highly skilled business and technology leader through TECH and the exclusive Masterclasses included in this 100% online program"

Why Study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus.

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high...  

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.  

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.  

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities.   

Learn with the best

In the classroom, TECH teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique:   

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.  

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.  

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

Following the Relearning, pedagogical methodology, all the contents of this program favor a natural and effective teaching, which does not require an investment of huge hours of study to be able to overcome. On the contrary, the multiple multimedia resources, video summaries and simulated cases based on real examples make the academic experience much more enriching, even gaining access to a reference guide of great use in the day-to-day life of the most advanced CDO. 

Definitely boost your career path to the highest positions of responsibility in the digital field with this MBA in Digital Transformation (CDO, Chief Digital Officer)"

Syllabus

The Professional master’s degree in MBA in Digital Transformation (CDO, Chief Digital Officer) of TECH Global University is an intensive program that prepares you to face challenges and business decisions in the field of integrated project management. The content is designed to promote the development of managerial skills that allow you to make decisions with greater rigor in uncertain environments. 

Throughout 2,700 hours of study, the student will analyze a multitude of practical cases through individual work, which will allow them to learn in a more contextual way, facilitating their understanding. It is, therefore, an authentic immersion in real business situations.

This program deals in depth with different areas of the company and is designed to specialize managers who understand project management from a strategic, international and innovative perspective. 

A plan designed for students, focused on professional improvement and preparing them to achieve excellence in the field of business management and administration. A program that understands your needs and those of your company through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the competencies to solve critical situations in a creative and efficient way.

This program takes place over 12 months and is divided into 14 modules: 

Module 1. The Digital Environment in Business Processes
Module 2. Digital Transformation in the Company
Module 3. The New Digital Era: Internet of Things (IoT)
Module 4. Digital Transformation as a 360º Strategy
Module 5. Marketing Channels in the Digital Era
Module 6. New Behavior in the Digital Transformation of Companies
Module 7. Business Process Management (BPM)
Module 8. Process Modeling and Analysis
Module 9. Process Control and Optimization
Module 10. Leadership, Ethics and Social Responsibility in Companies
Module 11. People and Talent Management 
Module 12. Economic and Financial Management
Module 13. Executive Management

Where, When and How is it Taught?

TECH offers the possibility of studying this Professional master’s degree in MBA in Digital Transformation (CDO, Chief Digital Officer) completely online. Throughout the 12 months of the educational program, the students will be able to access all the contents of this program at any time, allowing them to self-manage their study time.

Module 1. The Digital Environment in Business Processes

1.1. The Digital World

1.1.1. Trends and Opportunities
1.1.2. Digital Transformation: Choice or Necessity
1.1.3. The Impact of the Digital Age on Customers

1.2. Impacts of Digital Transformation

1.2.1. Internal and External Communication
1.2.2. In Sales and Customer Channels
1.2.3. New Business Models

1.3. Process Management

1.3.1. Processes
1.3.2. Process and Cycle Deming
1.3.3. Business Process Mapping

1.3.3.1. Strategic Management
1.3.3.2. Operational or Value Chain
1.3.3.3. Support

1.4. Optimization in Process Management

1.4.1. Process Based Focus
1.4.2. Process Improvement Phases
1.4.3. Continuous Improvement and Organization

1.5. Process Innovation

1.5.1. Design Thinking
1.5.2. Agile Approach
1.5.3. Lean Start-up

1.6. Digital Strategy in the Company

1.6.1. Digital Marketing and e-Commerce
1.6.2. Integrating Traditional and Digital Marketing
1.6.3. Online Marketing Tools

1.7. Organizational Environment

1.7.1. Change Management
1.7.2. Strategy for the Management of Change
1.7.3. Organizational Change Implementation

1.8. Data Analysis and Management

1.8.1. History, Evolution and Trends of Web Analytics
1.8.2. The Importance of Data Analytics
1.8.3. Big Data and Business Intelligence

1.8.3.1. Big Data
1.8.3.2. Business Intelligence (BI)

1.9. Innovation and Technology

1.9.1. Innovative Companies
1.9.2. Competitiveness Factors. Creativity and Innovation
1.9.3. Innovation and Process Management

1.10. Usage Applications and Success Stories

1.10.1. Path of Digital Transformation
1.10.2. Projecting Digital Transformation
1.10.3. How to Succeed in Digital Transformation

Module 2. Digital Transformation in the Company

2.1. Digital and Business Transformation

2.1.1. Digitization vs. Digital Transformation
2.1.2. Social Business: Platforms, Processes and People
2.1.3. Organizational Models

2.2. Smart Company or Enterprise 4.0

2.2.1. Difference between Smart Company, Digital Company and Traditional Company
2.2.2. Keys to Management in Digital Native Companies
2.2.3. Design, Manufacturing, Logistics and Distribution of  the Company 4.0

2.3. Digital Transformation

2.3.1. Challenges of Digital Transformation
2.3.2. Advantages of Digital Transformation
2.3.3. Barriers of Digital Transformation

2.4. Typology of Digital Transformation

2.4.1. Digital Transformation by Type of Business
2.4.2. Digital Transformation by Models of business
2.4.3. Digital Transformation by User Profile

2.5. Profiles Leading the Digital Transformation by Area

2.5.1. Technology
2.5.2. Marketing and Growth
2.5.3. Human Resources
2.5.4. Management

2.6. TI/ IS Strategic Planning

2.6.1. The IT/IS Plan
2.6.2. Structure of an IT/IS Plan
2.6.3. Phases of an IT/IS Plan

2.7. Information Systems Project Management

2.7.1. Functional and Non-functional Requirements
2.7.2. Typologies of Information Systems
2.7.3. Entity-relationship Model

2.8. Differences Between Methodologies

2.8.1. Differences between Design Thinking, Lean Startup, Agile, Growth Hacking
2.8.2. Delving into the Methodology of Growth Hacking
2.8.3. Other Methodologies Design Sprint, Kanban and Six Sigma

2.9. Digital Competencies

2.9.1. Strategic, Communicative and Agile Vision
2.9.2. Data Analytics
2.9.3. Creativity Management
2.9.4. Security

2.10. Consequences of Digital Transformation

2.10.1. Digitization of Society
2.10.2. Digital Division
2.10.3. Flexible Work, Work by Objectives and Teleworking

Module 3. The New Digital Era: Internet of Things (IoT)

3.1. Internet Of Things

3.1.1. Analysis of Internet Of Things
3.1.2. Scope and Evolution
3.1.3. Transformation Implications for Companies

3.2. Big Data

3.2.1. Big Data and Small Data
3.2.2. The 4 V´s of Big Data
3.2.3. Predictive Analytics
3.2.4. Focus Data Driven

3.3. Cloud Productivity

3.3.1. Features
3.3.2. Implementation Models
3.3.3. Levels or Layers

3.4. Blockchain Technology

3.4.1. Blockchain
3.4.2. Benefits of Blockchain
3.4.3. Blockchain Applications in the Business World

3.5. Artificial Intelligence (AI)

3.5.1. Artificial Intelligence
3.5.2. Types of Artificial Intelligence
3.5.3. Applications of Artificial Intelligences
3.5.4. Machine Learning vs. Artificial Intelligence

3.6. Extended Reality (XR)

3.6.1. Extended Reality (XR)
3.6.2. Virtual Reality (VR)
3.6.3. Augmented Reality (AR)
3.6.4. Mixed Reality (MR)

3.7. Augmented Humans or Human 2.0

3.7.1. Human Enhancement Technologies (HET)
3.7.2. Biohacking
3.7.3. Accelerated Learning

3.8. 3D Printing

3.8.1. Evolution and Scope of 3D Printing
3.8.2. Types of 3D Printing
3.8.3. Applications of 3D Printing

3.9. Localization-Based Services (LBS)

3.9.1. Bluetooth Low Energy (BLE): Beacons
3.9.2. GPS Location
3.9.3. Wireless Location: Geofending and Geotagging (RFID and NFC, Barcodes, QR Scanners)

3.10. 5G Technology

3.10.1. Connectivity
3.10.2. Advantages of 5G
3.10.3. Applications

Module 4. Digital Transformation as a 360º Strategy

4.1. 360º Strategy

4.1.1. Brand Awareness
4.1.2. Content Mapping and Customer Journey
4.1.3. Always On Strategy

4.2. Rebranding

4.2.1. Rebranding
4.2.2. When to Implement a Rebranding Strategy?
4.2.3. How to Implement a Rebranding Strategy?

4.3. HR Marketing

4.3.1. Recruitment Marketing
4.3.2. Phases of HR Marketing
4.3.3. Communication Strategy

4.4. Relationship Marketing

4.4.1. Relationship Marketing
4.4.2. Inbound Marketing
4.4.3. Tools

4.5. Innovation Ecosystems and Communities

4.5.1. Innovation Ecosystems
4.5.2. Types of Profiles
4.5.3. Keys for Having a Internal and External Community

4.6. Social Selling

4.6.1. Social Selling
4.6.2. How to Apply a Social Selling Strategy?
4.6.3. Applications based on Social Selling

4.7. Experience Marketing

4.7.1. Marketing Expertise
4.7.2. Objectives in an Experiential Marketing campaign
4.7.3. Use of Technology in Experiential Marketing

4.8. Branded Content and Native Advertising

4.8.1. Branded Content and Debranding
4.8.2. Content Marketing vs. Brand Journalism
4.8.3. Native Advertising

4.9. Real Time Marketing

4.9.1. Real Time Marketing
4.9.2. Preparation of a Real Time Marketing Campaign
4.9.3. Personalization as a Key Concept
4.9.4. Corporate Social Responsibility

4.10. Key Performance Indicators (KPIS) in the Digital Era

4.10.1. Organizational Indicators
4.10.2. Innovation Indicators
4.10.3. Marketing Indicators

Module 5. Marketing Channels in the Digital Era

5.1. Social Networks

5.1.1. Relational
5.1.2. Entertainment
5.1.3. Professional
5.1.4. Niche

5.2. Influencer Marketing

5.2.1. Classification of Influencers
5.2.2. Design of Campaign with Influencers
5.2.3. Types of Campaign with Influencers

5.3. E-mail Marketing

5.3.1. Objectives of E-Mail Marketing
5.3.2. Key Factors in E-Mail Marketing
5.3.3. Automated E-mails

5.4. Website and SEO

5.4.1. Website
5.4.2. SEO On Page
5.4.3. SEO Off Page

5.5. Mobile Applications and ASO

5.5.1. Types of Applications
5.5.2. Key Concepts
5.5.3. ASO Positioning

5.6. Paid Campaigns

5.6.1. Paid-media Strategy
5.6.2. Google Ads
5.6.3. Facebook Ads

5.7. Affiliate Marketing

5.7.1. Affiliate Marketing Analysis
5.7.2. Affiliate Marketing Types
5.7.3. Key Aspects

5.8. Programmed Advertising

5.8.1. Programmed Advertising
5.8.2. Fundamental Actors
5.8.3. Benefits of Programmed Advertising
5.8.4. Real Time Bidding (RTB)

5.9. Loyalty Programs

5.9.1. Loyalty Programs
5.9.2. Importance of Gammification
5.9.3. Types of Loyalty Programs

5.10. Co-Branding vs.

5.10.1. Cobranding Campaign
5.10.2. Types of Cobranding
5.10.3. Co Branding vs. Comarketing

Module 6. New Behavior in the Digital Transformation of Companies

6.1. New Adopted Behaviors

6.1.1. Social Distancing
6.1.2. A-commerce
6.1.3. Mentor to Protége (M2P)

6.2. Trends in Communication

6.2.1. Inclusive and Social Marketing
6.2.2. Ecology and Proximity
6.2.3. Humanization
6.2.4. Differentiation

6.3. Evolution of the Contents

6.3.1. Evolution of Fast Content
6.3.2. Immediate Content
6.3.3. From Storytelling to Storydoing
6.3.4. The Rise of Premium Content

6.4. The Evolution of Searches

6.4.1. The Intention of Searches
6.4.2. Voice Marketing
6.4.3. Visual Search
6.4.4. Interactive Search

6.5. Support Advances

6.5.1. OOH Digital Advertising
6.5.2. Connected TV and Over-the-Top (OTT) Video
6.5.3. Podcasting and Online Audio
6.5.4. Streaming

6.6. Customer Centric

6.6.1. Customer Centric vs Customer Experience vs. Product Centric
6.6.2. User Generated Content
6.6.3. Share of Voice
6.6.4. Personalization

6.7. Evolution of E-commerce

6.7.1. Evolution and Perspectives
6.7.2. System Types
6.7.3. E-Commerce Types

6.8. Behavioral Economics

6.8.1. Behavioral Economics
6.8.2. Types of Biases and Nudges
6.8.3. CRO
6.8.4. UX vs. UI

6.9. Digital Transformation Physical + Digital

6.9.1. Era of Digitalization
6.9.2. Social, Location and Mobile (SoLoMo)
6.9.3. Evolution of Payment Methods
6.9.4. New Challenges for Retail

6.10. Evolution of Sectors in the Digital environment

6.10.1. Tourism
6.10.2. Mobility
6.10.3. Health

Module 7. Business Process Management (BPM)

7.1. Enterprise Architecture

7.1.1. Holistic View of Business Architecture
7.1.2. Value Chain
7.1.3. Process Architecture

7.2. Diagnosis of BPM

7.2.1. Business Process Management
7.2.2. Business Drivers
7.2.3. Necessary Elements for a Successful Implementation
7.2.4. Maturity Cycle

7.3. BPM Principles

7.3.1. Context Adaptability
7.3.2. Continuity
7.3.3. Development of Competencies
7.3.4. Holism
7.3.5. Institutionalization

7.4. Benefits of BPM

7.4.1. Corporate
7.4.2. Customers
7.4.3. Management
7.4.4. Stakeholders
7.4.5. BPM Applications

7.4.5.1. Business Process Improvement (BPI)
7.4.5.2. Enterprise Process Management (EPM)
7.4.5.3. Continuous Refinement (CR)

7.5. Sectoral Application of BPM

7.5.1. Financial Entities
7.5.2. Telecommunications
7.5.3. Health
7.5.4. Insurance
7.5.5. Manufacturing Industry

7.6. Process Reference Models

7.6.1. APQC Model
7.6.2. SCOR Model

7.7. Process Center of Excellence (COE)

7.7.1. COE Functions and Benefits
7.7.2. Steps to Establish a COE and Governance Model

7.8. Steps to BPM Success

7.8.1. Discover and Simplify
7.8.2. Capture and Document
7.8.3. Publish and Animate
7.8.4. Design and Improve
7.8.5. Simulate and Optimize
7.8.6. Generate and Execute
7.8.7. Monitor and Manage

7.9. Challenges of Business Process Management

7.9.1. Risks Depending on the Stage of the Process
7.9.2. Strategies to Overcome Risk
7.9.3. Implementation Errors

7.10. Considerations when Starting a BPM Project

7.10.1. Select the Correct Starting Point
7.10.2. Engaging with Users
7.10.3. Measuring from the Start

Module 8. Process Modeling and Analysis

8.1. Process Modeling

8.1.1. Purposes of Process Modeling
8.1.2. Benefits of Using a Standardized Notational Model
8.1.3. Considerations for Selecting a Notation Model

8.2. Business Process Modelling Notation (BPMN)

8.2.1. BPMN Components
8.2.2. Types of BPMN Charts
8.2.3. Advantages of a BPMN
8.2.4. Disadvantages of BPMN

8.3. Other Types of Process Modeling

8.3.1. Swim Lanes
8.3.2. Flow Charting
8.3.3. Event Process Chain (EPC)
8.3.4. Unified Modeling Language (UML)
8.3.5. Integrated Definition Language (IDEF)
8.3.6. Value Stream Mapping

8.4. Process Modeling Approaches

8.4.1. Value Chain
8.4.2. Supplier Input Process Output Customer (SIPOC)
8.4.3. System Dynamics

8.5. Process Modeling Levels

8.5.1. Corporate Perspective
8.5.2. Business Perspective
8.5.3. Operational Perspective

8.6. Data Collection

8.6.1. Direct Observation
8.6.2. Interviews
8.6.3. Surveys
8.6.4. Structured Workshops
8.6.5. Web Conferences

8.7. Modeling Software (BPMS)

8.7.1. AuraPortal
8.7.2. Bizagi Modeler
8.7.3. Trisotech
8.7.4. iGrafx
8.7.5. IBM Blueworks Live
8.7.6. OnBase by Hyland
8.7.7. Oracle BPM Suite
8.7.8. Signavio

8.8. Process Analysis

8.8.1. Implementation Phase
8.8.2. Roles in the Analysis
8.8.3. Factors for Process Analysis
8.8.4. Economic Analysis
8.8.5. Cause and Effect Tree
8.8.6. Risk Analysis
8.8.7. Resource Capacity Analysis
8.8.8. Human Talent Analysis

8.9. Considerations for Process Analysis

8.9.1. Leadership at the Managerial Level
8.9.2. Process Management Maturity
8.9.3. Avoid Troubleshooting during Analysis
8.9.4. Efficient Analysis
8.9.5. Potential Resistance
8.9.6. Omission of Culpability in Non-conformities
8.9.7. Understanding Organizational Culture
8.9.8. Customer Focus
8.9.9. Resources Availability

8.10. Simulation of Business Processes

8.10.1. Technical and Policy Considerations for Simulation
8.10.2. Business Process Simulation Step by Step
8.10.3. Simulation Tools

Module 9. Process Control and Optimization

9.1. Process Design

9.1.1. Fundamental Aspects of Process Design
9.1.2. Transition from "AS IS" to "TO BE"
9.1.3. Economic Analysis of the "TO BE" Process

9.2. Towards Process Performance Control

9.2.1. Taking into Account the Maturity Level of the Process
9.2.2. Performance Interpretations
9.2.3. Measurable Aspects
9.2.4. Performance Measurement Design

9.3. Process Performance Measurement and Control

9.3.1. Importance of Process Measurement
9.3.2. Process Management Indicators
9.3.3. Steps to Create Management Indicators

9.4. Methods to Measure and Control Performance

9.4.1. Value Stream Map (VSM)
9.4.2. Activity-Based Costing Systems
9.4.3. Statistical Control

9.5. Statistical Process Control

9.5.1. Statistical Parameters
9.5.2. Variability Analysis
9.5.3. Control Charts
9.5.4. Sampling Plans

9.6. Process Mining

9.6.1. State of the Art of Process Mining
9.6.2. Process Mining Methodology
9.6.3. Factors to Consider for Implementation

9.7. Process Intelligence

9.7.1. Process Intelligence
9.7.2. BAM (Business Activity Monitoring) Tools
9.7.3. (Dashboards)

9.8. Change Management

9.8.1. Resistance to Change
9.8.2. Uncertainty Management of Human Talent
9.8.3. Change Management Process

9.9. Organizational Transformation

9.9.1. Beyond Improvement
9.9.2. Transforming the Organization
9.9.3. Continuous Optimization

9.10. A New Business Process Management

9.10.1. Aspects of a Process-Oriented Organization
9.10.2. Organizational Maturity Assessment
9.10.3. Implementation of the Governance Model
9.10.4. BPM Roadmap Design

Module 10. Leadership, Ethics and Social Responsibility in Companies

10.1. Globalization and Governance

10.1.1. Governance and Corporate Governance
11.1.2. The Fundamentals of Corporate Governance in Companies
10.1.3. The Role of the Board of Directors in  the Corporate Governance Framework

10.2. Leadership

10.2.1. Leadership A Conceptual Approach
10.2.2. Leadership in Companies
10.2.3. The Importance of Leaders in Business Management

10.3. Cross Cultural Management

10.3.1. Cross Cultural Management  Concept
10.3.2. Contributions to Knowledge of National Cultures
10.3.3. Diversity Management

10.4. Management and Leadership Development

10.4.1. Concept of Management Development
10.4.2. Concept of Leadership
10.4.3. Leadership Theories
10.4.4. Leadership Styles
10.4.5. Intelligence in Leadership
10.4.6. The Challenges of Today's Leader

10.5. Business Ethics

10.5.1. Ethics and Morality
10.5.2. Business Ethics
10.5.3. Leadership and Ethics in Companies

10.6. Sustainability

10.6.1. Sustainability and Sustainable Development
10.6.2. The 2030 Agenda
10.6.3. Sustainable Companies

10.7. Corporate Social Responsibility

10.7.1. International Dimensions of Corporate Social Responsibility
10.7.2. Implementing Corporate Social Responsibility
10.7.3. The Impact and Measurement of Corporate Social Responsibility

10.8. Responsible Management Systems and Tools

10.8.1. CSR: Corporate Social Responsibility
10.8.2. Essential Aspects for Implementing a Responsible Management Strategy
10.8.3. Steps for the Implementation of a Corporate Social Responsibility Management System
10.8.4. CSR Tools and Standards

10.9. Multinationals and Human Rights

10.9.1. Globalization, Multinational Companies and Human Rights
10.9.2. Multinational Corporations and International Law
10.9.3. Legal Instruments for Multinationals in the Area of Human Rights

10.10. Legal Environment and Corporate Governance

10.10.1. International Rules on Importation and Exportation
10.10.2. Intellectual and Industrial Property
10.10.3. International Labor Law

Module 11. People and Talent Management

11.1. Strategic People Management

11.1.1. Strategic Human Resources Management
11.1.2. Strategic People Management

11.2. Human Resources Management by Competencies

11.2.1. Analysis of the Potential
11.2.2. Remuneration Policy
11.2.3. Career/Succession Planning

11.3. Performance Evaluation  and Compliance Management

11.3.1. Performance Management
11.3.2. Performance Management: Objectives and Process

11.4. Innovation in Talent and People Management

11.4.1. Strategic Talent Management Models
11.4.2. Talent Identification, Training and Development
11.4.3. Loyalty and Retention
11.4.4. Proactivity and Innovation

11.5. Motivation

11.5.1. The Nature of Motivation
11.5.2. Expectations Theory
11.5.3. Needs Theory
11.5.4. Motivation and Financial Compensation

11.6. Developing High Performance Teams

11.6.1. High-Performance Teams: Self-Managed Teams
11.6.2. Methodologies for the Management of High Performance Self-Managed Teams

11.7. Change Management

11.7.1. Change Management
11.7.2. Type of Change Management Processes
11.7.3. Stages or Phases in the Change Management Process

11.8. Negotiation and Conflict Management

11.8.1. Negotiation
11.8.2. Conflict Management
11.8.3. Crisis Management

11.9. Executive Communication

11.9.1. Internal and External Communication in the Corporate Environment
11.9.2. Communication Departments
11.9.3. The Person in Charge of Communication of the Company The Profile of the Dircom

11.10. Productivity, Attraction, Retention and Activation of Talent

11.10.1. Productivity
11.10.2. Talent Attraction and Retention Levers

Module 12. Economic and Financial Management

12.1. Economic Environment

12.1.1. Macroeconomic Environment and the National Financial System
12.1.2. Financial Institutions
12.1.3. Financial Markets
12.1.4. Financial Assets
12.1.5. Other Financial Sector Entities

12.2. Executive Accounting

12.2.1. Basic Concepts
12.2.2. The Company's Assets
12.2.3. The Company's Liabilities
12.2.4. The Company's Net Worth
12.2.5. The Income Statement

12.3. Information Systems and Business Intelligence

12.3.1. Fundamentals and Classification
12.3.2. Cost Allocation Phases and Methods
12.3.3. Choice of Cost Center and Impact

12.4. Budget and Management Control

12.4.1. The Budget Model
12.4.2. The Capital Budget
12.4.3. The Operating Budget
12.4.5. Treasury Budget
12.4.6. Budget Monitoring

12.5. Financial Management

12.5.1. The Company's Financial Decisions
12.5.2. Financial Department
12.5.3. Cash Surpluses
12.5.4. Risks Associated with Financial Management
12.5.5. Financial Administration Risk Management

12.6. Financial Planning

12.6.1. Definition of Financial Planning
12.6.2. Actions to be Taken in Financial Planning
12.6.3. Creation and Establishment of the Business Strategy
12.6.4. The Cash Flow Table
12.6.5. The Working Capital Table

12.7. Corporate Financial Strategy

12.7.1. Corporate Strategy and Sources of Financing
12.7.2. Financial Products for Corporate Financing

12.8. Strategic Financing

12.8.1. Self-Financing
12.8.2. Increase in Equity
12.8.3. Hybrid Resources
12.8.4. Financing Through Intermediaries12.9. Financial Analysis and Planning

12.9.1. Analysis of the Balance Sheet

12.9.2. Analysis of the Income Statement
12.9.3. Profitability Analysis

12.10. Analyzing and Solving Cases/Problems

12.10.1. Financial Information on Industria de Diseño y Textil, S.A. (INDITEX)

Module 13. Executive Management

13.1. General Management

13.1.1. The Concept of General Management
13.1.2. The Role of the CEO
13.1.3. The CEO and their Responsibilities
13.1.4. Transforming the Work of Management

13.2. Manager Functions: Organizational Culture and Approaches

13.2.1. Manager Functions: Organizational Culture and Approaches

13.3. Operations Management

13.3.1. The Importance of Management
13.3.2. Value Chain
13.3.3. Quality Management

13.4. Public Speaking and Spokesperson Education

13.4.1. Interpersonal Communication
13.4.2. Communication Skills and Influence
13.4.3. Communication Barriers

13.5. Personal and Organizational  Communications Tools

13.5.1. Interpersonal Communication
13.5.2. Interpersonal Communication Tools
13.5.3. Communication in the Organization
13.5.4. Tools in the Organization

13.6. Communication in Crisis Situations

13.6.1. Crisis
13.6.2. Phases of the Crisis
13.6.3. Messages: Contents and Moments

13.7. Preparation of a Crisis Plan

13.7.1. Analysis of Possible Problems
13.7.2. Planning
13.7.3. Adequacy of Personnel

13.8. Emotional Intelligence

13.8.1. Emotional Intelligence and Communication
13.8.2. Assertiveness, Empathy, and Active Listening
13.8.3. Self-Esteem and Emotional Communication

13.9. Personal Branding

13.9.1. Strategies for Personal Brand Development
13.9.2. Personal Branding Laws
13.9.3. Tools for Creating Personal Brands

13.10. Leadership and Team Management

13.10.1. Leadership and Leadership Styles
13.10.2. Leader Capabilities and Challenges
13.10.3. Managing Change Processes
13.10.4. Managing Multicultural Teams

A unique, key, and decisive educational experience to boost your professional development and make the definitive leap"