Take a decisive step forward by specializing in the qualities that make a competent CSO stand out the most, taught by the best professionals in the business sector" 

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”

The MBA in Strategy (CSO, Chief Strategy Officer) has been structured following TECH's pedagogical methodology, Relearning, which allows total flexibility when it comes to taking on the course load. Considerable savings are achieved in the number of study hours invested, as the most important strategy and management concepts are acquired in a natural way, with a reiteration of these concepts throughout the program. 

We put all our resources at your disposal so that you can develop the necessary skills to achieve a successful professional future" 

Syllabus

The MBA in Strategy (CSO, Chief Strategy Officer) at TECH Global University is an intensive program that will prepare you to face challenges and business decisions at a strategic and general management level. Its main objective is to foster your personal and professional growth, helping you to achieve success. The content of this program is designed to promote the development of managerial skills that enable 
more rigorous decision making in uncertain environments. 

Throughout 1,500 hours of study, you will analyze a multitude of practical cases through individual work, achieving a deep learning that will allow you to apply the knowledge learned in your daily practice. 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 strategic management from a strategic, international and innovative perspective. 

This Executive Master's Degree is developed over 12 months and is divided into three main blocks: 

Module 1. Management and Strategy
Module 2. Strategic Development Methods
Module 3. Strategic Planning and Financial Management Control
Module 4. Organizational Behavior
Module 5. Strategic People Management
Module 6. Managerial Skills
Module 7. Strategy in Marketing Management 
Module 8. Business Strategy and Operations Strategy
Module 9. Business and International Strategy
Module 10. Business Analytics and Big Data

Where, When and How is it Taught?

TECH offers the possibility of developing this MBA Strategy (CSO, Chief Strategy Officer) completely online. Over the course of 12 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

Module 1. Management and Strategy

1.1. Strategic Thinking

1.1.1. The Strategy and its Purpose
1.1.2. Strategic Thinking and Strategist Skills
1.1.3. Lateral Thinking and Blue Ocean Strategy
1.1.4. Neuroscience Applied to Strategy

1.2. Strategic Decisions and Decision Makers

1.2.1. Corporate governance
1.2.2. Management Teams
1.2.3. Creating Value

1.3. Competitive Strategy 

1.3.1. Market Analysis
1.3.2. Sustainable Competitive Advantage
1.3.3. Return on Investment

1.4. Corporate Strategy 

1.4.1. Driving Corporate Strategy
1.4.2. Pacing Corporate Strategy
1.4.3. Framing Corporate Strategy

1.5. Planning and Strategy 

1.5.1. The Relevance of Strategic Direction in the Management Control Process
1.5.2. Analysis of the Environment and the Organization

1.6. Strategy Implementation

1.6.1. Indicator Systems and Process Approach
1.6.2. Strategic Map
1.6.3. Differentiation and Alignment

1.7. Strategic Analysis Models

1.7.1. Internal Analysis
1.7.2. External Analysis
1.7.3. Sources of Competitive Advantage in the Sector
1.7.4. Advantages, Disadvantages and Effectiveness of Strategic Analysis

1.8. Total Quality Management and Advanced Project Management

1.8.1. TQM (Total Quality Management)
1.8.2. Six Sigma as a Business Management System
1.8.3. EFQM Model

1.9. Lean Management

1.9.1. The Basic Principles of Lean Management
1.9.2. Improvement and Problem-Solving Groups
1.9.3. New Forms of Maintenance and Quality Management

1.10. Ethics and Strategic Management

1.10.1. Integration of Ethics and Strategy
1.10.2. Human Motivation and Ethics
1.10.3. Ethical Quality of Organizations

Module 2. Strategic Development Methods

2.1. Strategic Partnerships

2.1.1. Joint Ventures
2.1.2. Export Consortiums
2.1.3. Purchasing Centers
2.1.4. Other Types of Cooperation

2.2. Corporate Enterprise

2.2.1. Exploration of New Business Opportunities
2.2.2. Prototyping and In-house Development
2.2.3. Agents of Internal Change
2.2.4. Emerging Projects and Disruption

2.3. Strategic Innovation

2.3.1. Open Innovation and Triple Helix
2.3.2. Innovation Success and Failure Factors
2.3.3. Impact of Innovation Management on Business Performance
2.3.4. Creative Thinking and Design Thinking

2.4. Internal Development
2.5. Mergers and Acquisitions

2.5.1. Financial and Organizational Implications of Mergers and Acquisitions
2.5.2. Analysis and Evaluation of Synergies.
2.5.3. Negotiation Techniques and Approaches.

2.6. Diversification Strategies

2.6.1. Specialization vs. Diversification
2.6.2. Choice of Diversification Entry Mode
2.6.3. Business Diversification and Results
2.6.4. Business Portfolio Restructuring Strategies

2.7.  Directions for Strategy Development 
2.8.  Success Criteria 
2.9.  Challenges and Implications for Strategy Development 

Module 3. Strategic Planning and Financial Management Control

3.1. Management Control

3.1.1. Information as a Management Control Tool
3.1.2. Management Control as a Planning and Management System
3.1.3. Functions of the Controller
3.1.4. Scope of Management Control

3.2. Financial Information and Management Decisions

3.2.1. Analytical or Cost Accounting
3.2.2. Control Accounting

3.3. Treasury Management

3.3.1. Accounting Working Capital and Required Working Capital
3.3.2. Calculation of Operating Cash Requirements
3.3.3. Credit Management
3.3.4. Fund, Wealth and Family Office Management

3.4. Cash Management

3.4.1. Bank Financing of Working Capital
3.4.2. Treasury Department Organization
3.4.3. Centralized Treasury Management

3.5. Planning and Control of Responsibility Centers

3.5.1. Design of a Management Control System
3.5.2. Management Control Deviations

3.6. The Process of Strategic Formulation and Planning

3.6.1. Formulation and Content of the Strategic Plan
3.6.2. Balanced Scorecard
3.6.3. Terminology and Basic Concepts

3.7. Organizational Planning

3.7.1. Business Units and Transfer Pricing
3.7.2. Manufacturing, Production, Support and Sales Centers
3.7.3. Roles and Responsibilities of Financial Management

3.8. Indicators as a Control Tool

3.8.1. Control Panel
3.8.2. Number and Format of Indicators
3.8.3. Strategic Planning

3.9.  Management to Create Value 
3.10.  Financing the Development of the Strategy

Module 4. Organizational Behavior

4.1. Organizational Behavior

4.1.1. Organizations
4.1.2. Organizational Theory
4.1.3. Organizations, People and Society
4.1.4. Historical Evolution of Organizational Behavior

4.2. Organizational Culture

4.2.1. Values and Organizational Culture
4.2.2. Key Components for Change in Organizations
4.2.3. The Evolution of Scientific Thought and the Organization as a System
4.2.4. Culture and Transformation

4.3. Organization Management

4.3.1. Levels and Managerial Qualities
4.3.2. The Function of Planning and Organization
4.3.3. The Function of Management and Control
4.3.4. The New Role of the HR Manager

4.4. Knowledge Management

4.4.1. Collective Intelligence vs. Knowledge Management
4.4.2. Perspectives and Tools for Knowledge Management
4.4.3. Collaborative Environments and Learning Communities

4.5. People in Organizations

4.5.1. Quality of Work Life and Psychological Well-Being
4.5.2. Work Teams and Meeting Management
4.5.3. Coaching and Team Management

4.6. Organizational Structure

4.6.1. Main Coordination Mechanisms
4.6.2. Departments and Organization Charts
4.6.3. Authority and Responsibility
4.6.4. Empowerment

4.7.  Types of Structures 
4.8.  Processes 
4.9.  Relationships 
4.10.  Settings

Module 5. Strategic People Management

5.1. Strategic Leadership for Intangible Asset Economy

5.1.1. Cultural Alignment Strategies
5.1.2. Corporate and Differentiating Leadership
5.1.3. Change and Transformation Agent

5.2. Strategic Thinking and Systems

5.2.1. The Company as a System
5.2.2. Strategic Thinking Derived from Corporate Culture
5.2.3. The Strategic Approach From a People Management Perspective
5.2.4. Design and Implementation of Personnel Policies and Practices 

5.3. Strategic Organizational Design

5.3.1. Business Partners Model
5.3.2. Share Services
5.3.3. Outsourcing

5.4. HR Analytics

5.4.1. Big Data and Business Intelligence. (BI)
5.4.2. HR Data Analysis and Modeling
5.4.3. Designing and Development of a HR Plan

5.5. Strategic Leadership

5.5.1. Leadership Models
5.5.2. Coaching
5.5.3. Mentoring
5.5.4. Transformational Leadership

5.6. Audit and Strategic Control in People Management

5.6.1. Reasons for Auditing
5.6.2. Data Collection and Analysis Tools
5.6.3. Audit Report

5.7.  Human Resources Management 
5.8.  Organization of Personnel 
5.9.  Personnel and Behavior 
5.10.  Personnel-Based Competitive Advantage

Module 6. Managerial Skills

6.1.  Public Speaking and Spokesperson Training

6.1.1. Interpersonal Communication
6.1.2. Communication Skills and Influence
6.1.3. Communication Barriers 

6.2. Communication and Leadership

6.2.1. Leadership and Leadership Styles
6.2.2. Motivation
6.2.3. Skills and Abilities of the Leader 2.0

6.3. Personal Branding

6.3.1. Strategies for Personal Brand Development
6.3.2. Personal Branding Laws
6.3.3. Tools for Creating Personal Brands

6.4. Team Management

6.4.1. Work Teams and Meeting Management
6.4.2. Managing Change Processes
6.4.3. Managing Multicultural Teams
6.4.4. Coaching

6.5. Negotiation and Conflict Resolution

6.5.1. Effective Negotiation Techniques
6.5.2. Interpersonal Conflicts
6.5.3. Intercultural Negotiation

6.6. Emotional Intelligence

6.6.1. Emotional Intelligence and Communication
6.6.2. Assertiveness, Empathy, and Active Listening
6.6.3. Self-Esteem and Emotional Language

6.7. Relational Capital: Coworking

6.7.1. Managing Human Capital
6.7.2. Performance Analysis
6.7.3. Managing Equality and Diversity
6.7.4. Innovation in People Management

6.8. Time Management

6.8.1. Planning, Organization and Control
6.8.2. The Methodology of Time Management
6.8.3. Action Plans
6.8.4. Tools for Efficient Time Management

6.9.  Game Theory 
6.10.  Strategic Change Management

Module 7. Strategy in Marketing Management 

7.1.  Marketing Management

7.1.1. Positioning and Value Creation
7.1.2. Company's Marketing Orientation and Positioning.
7.1.3. Strategic Marketing Operational Marketing
7.1.4. Objectives in Marketing Management
7.1.5. Integrated Marketing Communications

7.2. The Function of Strategic Marketing

7.2.1. Main Marketing Strategies
7.2.2. Segmentation, Targeting and Positioning
7.2.3. Managing Strategic Marketing

7.3. Marketing Strategy Dimensions

7.3.1. Fundamentals of Competitive Advantage
7.3.2. The Company’s Competitive Behavior
7.3.3. Focus Marketing. 

7.4. New Product Strategy Development

7.4.1. Creativity and Innovation in Marketing
7.4.2. Generation and Filtering of Ideas
7.4.3. Commercial Viability Analysis
7.4.4. Development, Market Testing, and Commercialization

7.5.  Pricing Policies

7.5.1. Short and Long-Term Aims
7.5.2. Types of Pricing
7.5.3. Factors that Affect Pricing

7.6. Promotion and Merchandising Strategies

7.6.1. Advertising Management
7.6.2. Communication and Media Plan
7.6.3. Merchandising as a Marketing Technique
7.6.4. Visual Merchandising

7.7. Distribution, Expansion, and Intermediation Strategies

7.7.1. Outsourcing of Sales Force and Customer Service
7.7.2. Commercial Logistics in Product and Service Sales Management
7.7.3. Sales Cycle Management

7.8. Developing the Marketing Plan

7.8.1. Analysis and Diagnosis
7.8.2. Strategic Decisions
7.8.3. Operational Decisions

7.9.  New Marketing Media 
7.10.  International Marketing

Module 8. Business Strategy and Operations Strategy

8.1.  New Scenarios in Supply Chain Management

8.1.1. Management in Multicultural Environments
8.1.2. Innovation in SCM
8.1.3. Orientation to Demand through Flexible Operations
8.1.4. Philosophies and Techniques Used in Japan

8.2. Global Vision of Supply Chain Management

8.2.1. SCM Opportunities and Threats
8.2.2. Strategic Design for the Supply Chain
8.2.3. Tendencies

8.3. Operations Strategy

8.3.1. Introduction to Strategy and Strategic Levels
8.3.2. Process Management
8.3.3. Stocks Management

8.4. Logistics Decision-Making

8.4.1. Analysis of Decisions
8.4.2. Global Operations Management and Planning
8.4.3. Risk Management in SC
8.4.4. Hard and Soft Decision-Making

8.5. Lean Operations Strategy

8.5.1. Strategic Synergies with Functional Areas
8.5.2. Logistics Operators
8.5.3. Process-Product Matrix

8.5. Lean Operations Strategy

8.5.1. Strategic Synergies with Functional Areas
8.5.2. Logistics Operators
8.5.3. Process-Product Matrix

8.6. Strategic Purchasing Management

8.6.1. New Challenges in Purchasing, Sourcing and Procurement Management.
8.6.2. Purchasing Function in Companies and in the Supply Chain
8.6.3. Purchasing Function as a Resource Provider

8.7. Strategic Sourcing

8.7.1. Supplier Selection and Development
8.7.2. Value Generation from Strategic Procurement
8.7.3. Logistic Operators in Procurement

8.8. Purchasing Strategy Design

8.8.1. Externalization 
8.8.2. Process Outsourcing
8.8.3. Globalization
8.8.4. Relocation

8.9.  Manufacturing Operations Strategy 
8.10.  Service Operations Strategy

Module 9. Business and International Strategy

9.1. Business and International Strategy 

9.1.1. Internationalisation.
9.1.2. Growth & Development in Emerging Markets
9.1.3. International Monetary System

9.2. Strategic Management of International Business 

9.2.1. Internationalization in the New World Order
9.2.2. The Influence of Culture on International Business
9.2.3. Market and Country Selection
9.2.4. Offshoring

9.3. Internationalization Strategies

9.3.1. Reasons and Requirements for Foreign Market Expansion
9.3.2. Strategic Partnerships in the International Expansion Process
9.3.3. Ways to Enter New International Markets

9.4. Internationalization Decisions

9.4.1. Market Research and Decision-Making
9.4.2. Choice of Location and Mode of Operation
9.4.3. Choice of the Appropriate Legal Form

9.5.  Stages of the Internationalization Process

9.5.1. International Demand Analysis
9.5.2. Export Potential Diagnosis
9.5.3. Internationalization Planning
9.5.4. Export Stages

9.6. Internationalization by Type of Company

9.6.1. Product Companies and Service Companies
9.6.2. Internationalized Companies and Multinational Corporations
9.6.3. SMEs and their Internationalization Model

9.7. Obstacles to Internationalization

9.7.1. Legal Restrictions
9.7.2. Logistical, Financial and Commercial Obstacles
9.7.3. Obstacles to Direct Investment

9.8. Cross-Cultural Management

9.8.1. Cultural Dimension of International Management
9.8.2. Globalization in Business Management
9.8.3. Intercultural Leadership

9.9.  International Diversity and Performance 
9.10.  Variety of Products and Markets

Module 10. Business Analytics and Big Data

10.1.  Data-Driven Strategic Management 
10.2.  Customer Intelligence (CRM) 
10.3.  Data Sources and Information 
10.4.  Storage and Processing 
10.5.  Analysis of Massive Data for Strategy 
10.6.  Scientific Programming and Python 
10.7.  Statistical Analysis with R 
10.8.  Machine Learning for Business Analytics 
10.9. Text and Natural Language Mining
10.10. Integration of Tools for Strategy

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