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* Iacocca, Lee A; Whitney, Catherine (2007), Scribner, New York:
  
* Iacocca, Lee A; Whitney, Catherine (2007), Scribner, New York:
 
* Tony Hsieh (2013) Delivering Happiness: A Path to Profits, Passion, and Purpose,
  
* Tony Hsieh (2013) Delivering Happiness: A Path to Profits, Passion, and Purpose,
  +
* https://books.google.ru/books?hl=ru&lr=&id=va01AQAAQBAJ&oi=fnd&pg=PT2&dq=Delivering+happiness+&ots=AWdSHnKLeF&sig=BJGxUFx3-v0qs-FR8sM1BEmI34I&redir_esc=y#v=onepage&q=Delivering%20happiness&f=false
  +
* Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results, Paperback https://books.google.ru/books?hl=ru&lr=&id=0Hhzn-dfXmoC&oi=fnd&pg=PP2&dq=+Emotional+Intelligence+for+Project+Managers&ots=3QgZXEEL9S&sig=y4YMlMlnN5G-npdjsAQETeyMe8Q&redir_esc=y#v=onepage&q=Emotional%20Intelligence%20for%20Project%20Managers&f=false
  +
* W. Chan Kim and Renée Mauborgne (2015), Blue Ocean Strategy, Harvard Business School Press https://books.google.ru/books?hl=ru&lr=&id=gwypBQAAQBAJ&oi=fnd&pg=PR4&dq=W.+Chan+Kim+and+Ren%C3%A9e+Mauborgne+Blue+Ocean+Strategy,+Harvard+Business+School+Press&ots=bP7dET9b2r&sig=fZwGWuuu5p1-wK5gIhjVYFyqiow&redir_esc=y#v=onepage&q=W.%20Chan%20Kim%20and%20Ren%C3%A9e%20Mauborgne%20Blue%20Ocean%20Strategy%2C%20Harvard%20Business%20School%20Press&f=false
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* Jason Fryde (2010), David Heinmeyer Hansson Rework: Business without prejudice Crown Business, https://books.google.ru/books?hl=ru&lr=&id=X8tWaXJuhkAC&oi=fnd&pg=PA11&dq=Rework+%D0%91%D0%B8%D0%B7%D0%BD%D0%B5%D1%81+%D0%B1%D0%B5%D0%B7+%D0%BF%D1%80%D0%B5%D0%B4%D1%80%D0%B0%D1%81%D1%81%D1%83%D0%B4%D0%BA%D0%BE%D0%B2&ots=IEdD3fQAqo&sig=sNZ1B0hLuFsZcByNtzxywdnHNZY&redir_esc=y#v=onepage&q=Rework%20%D0%91%D0%B8%D0%B7%D0%BD%D0%B5%D1%81%20%D0%B1%D0%B5%D0%B7%20%D0%BF%D1%80%D0%B5%D0%B4%D1%80%D0%B0%D1%81%D1%81%D1%83%D0%B4%D0%BA%D0%BE%D0%B2&f=false
  +
* Ichak Adizes (2014) Managing Corporate Lifecycles (Pb): How Organizations Grow, Age And Die, Embassy Books
  +
* https://books.google.ru/books?hl=ru&lr=&id=pmpkgbeBNtsC&oi=fnd&pg=PR18&dq=Managing+Corporate+Lifecycles+&ots=fcKmig7dig&sig=4KnNrbFbF5BVoRapkwKeQ4S9188&redir_esc=y#v=onepage&q=Managing%20Corporate%20Lifecycles&f=false
  +
* Goldratt's Theory of Constraints: A Systems Approach to Continuous Improvement, Asq Pr; 1st Edition (March 13, 1997)
  +
* Management
  +
* http://www.gidromet.edu.kh.ua/Files/downloads/%D0%9E%D1%81%D0%BD%D0%BE%D0%B2%D1%8B%20%D0%BC%D0%B5%D0%BD%D0%B5%D0%B4%D0%B6%D0%BC%D0%B5%D0%BD%D1%82%D0%B0.%20%D0%9C%D0%B5%D1%81%D0%BA%D0%BE%D0%BD%D0%9C.,%20%D0%90%D0%BB%D1%8C%D0%B1%D0%B5%D1%80%D1%82%20%D0%9C.,%20%D0%A5%D0%B5%D0%B4%D0%BE%D1%83%D1%80%D0%B8%20%D0%A4.,1997-704%20%D1%81%D1%82%D1%80.pdf
   
 
=== Closed access resources ===
  
=== Closed access resources ===

Revision as of 10:42, 7 July 2022

CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations

  • Course name: CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations
  • Code discipline:
  • Subject area: Technology Entrepreneurship

Short Description

The course is made to give a brief knowledge and skills in practical running a company in an actual environment. It is about practical management for a CEO, starting from team building, product and project management, registering a company and running it to managing growth and exiting a business by the end. The course helps to understand the whole process and systematize other management and marketing topics. It would be helpful for startup founder, CEO or manager to better plan practical activities and lower the risks of running a company. The course is based on the principles of project-based learning and connecting theory and practice. Based on these principles, the course uses lectures to a lesser extent, more practice followed by group and individual work, as well as discussions, analysis of business cases and learning by doing.

Prerequisites

Prerequisite subjects

  • HSS321

Prerequisite topics

  • Corporate legal support, taxation
  • History of management
  • Strategic management
  • Operational management
  • Financial planning
  • Marketing-management
  • Team building and HR
  • Innovations
  • Intellectual property

Course Topics

Course Sections and Topics
Section Topics within the section
Corporate legal support, taxation
  1. Legal entity types and differences
  2. Fundamentals of taxation for small businesses in Russia
  3. Possibilities of international jurisdictions
  4. Legal support of transactions with a client: competent document management
Introduction to management and marketing as a sphere of knowledge, skills and art
  1. What is management and its functions
  2. History of management and marketing as a practical knowledge and science
Strategic management
  1. Organisation types
  2. Life-cycle of an organization
  3. Strategic management concepts and frameworks
  4. Strategic planning
  5. Strategic management as a function of management
Operational management
  1. Leader types and management styles
  2. Stages of development of the organization
  3. Differences between a startup model and a small business
  4. Choice of operational strategy
  5. Value Management
  6. Project management
  7. Operational planning
  8. Operational control and optimization of business processes
  9. Communications in operational management
Financial management and planning
  1. Financial accounting, management and planning, accounting tools
  2. Required financial statements for a startup: cash flow statement, income statement, balance sheet
  3. Cross-border financial management
  4. Basic metrics of the unit economy of a startup
Marketing management
  1. Basic concepts of marketing
  2. Marketing functions and its place in organization management
  3. Marketing mix
  4. Marketing strategy
HR, Team building and hiring
  1. Authority and leadership
  2. Organizational culture
  3. Group dynamics and organizational changes
  4. An effective team as an element of operational management
  5. Leadership and management skills, as well as control methods
  6. Recruiting, motivating and retaining the project team
  7. Human resources, human capital and human potential in IT-startups (trends, features, CEO-vision)
  8. Recruitment and assessment for IT-startups (how CEO can do it himself/herself or check the process of his HR-specialist/partner agency)
  9. Interview with a candidate: from preparation to evaluation
  10. Career modeling in IT-startups: career tracks, educational tracks, corporate training.
  11. Corporate culture
  12. Organization of remote/online job process for the team
  13. HR lifehacks for CEO: from “how to hire” to “how to fire”
  14. Creation of a positive HR-brand
Innovations
  1. Innovation management
  2. Managing complex innovation
  3. Innovation management typologies
  4. Entrepreneurship in innovation management
Intellectual property
  1. How to protect IP objects in the field of IT
  2. How to manage an IP portfolio
  3. How to assess risks
  4. Interaction with government agencies: Rospatent, FAS and international agencies
  5. How to monetize IP

Intended Learning Outcomes (ILOs)

What is the main purpose of this course?

The main purpose of this course is to provide the formation and development of the knowledge, skills and abilities necessary for the successful operation of the managing director of a technology company.

ILOs defined at three levels

Level 1: What concepts should a student know/remember/explain?

By the end of the course, the students should be able to ...

  • Basic concepts of marketing
  • Innovation management
  • Leader types and management styles;
  • Stages of development of the organization;
  • Differences between a startup model and a small business;
  • Choice of operational strategy;
  • Value Management;
  • Operational planning;
  • Project management;
  • An effective team as an element of operational management;
  • Operational control and optimization of business processes;
  • Fundamentals of financial planning, reports and unit economics of a startup;
  • Legal support for the activities of small and medium-sized enterprises;
  • The value of intellectual property for a startup, as well as methods for protecting it.

Level 2: What basic practical skills should a student be able to perform?

By the end of the course, the students should be able to ...

  • Build a value chain;
  • Read and understand financial statements;
  • Build a business process map;
  • Choose the best management style for your company;
  • Control operational processes;
  • Understand basic concepts of marketing.

Level 3: What complex comprehensive skills should a student be able to apply in real-life scenarios?

By the end of the course, the students should be able to ...

  • Strategic planning skills;
  • Marketing management skills
  • Financial planning and accounting skills;
  • Understanding the legal and legal support of the company's activities;
  • Skills to manage and protect the intellectual property of the company;
  • Leadership and management skills, as well as control methods;
  • Recruiting, motivating and retaining the project team;
  • Implement innovation management skills.

Grading

Course grading range

Grade Range Description of performance
A. Excellent 85-100 -
B. Good 75-85 -
C. Satisfactory 60-74 -
D. Fail 0-59 -

Course activities and grading breakdown

Activity Type Percentage of the overall course grade
Weekly student reports 20
Business cases 20
Labs 20
Multiple Choice Testing 20
Oral exam 20

Recommendations for students on how to succeed in the course

Work out lecture notes.
Work out the materials of seminars (practical) classes.
In case of difficulty, formulate questions to the teacher.
To prepare for the classes, it is recommended to use the presented sources in electronic formats and additional literature.
Students during the course work in teams and perform tasks jointly. Teams of 2 to 5 people are allowed. It is also possible to work with a team that is not part of the study group.

Resources, literature and reference materials

Open access resources

Closed access resources

  • Bass, BM, Bass, R (2008) The Bass Handbook of Leadership: Theory, Research, and Application. New York: Simon & Schuster.
  • Naumov, S. A. (2017). Managing Operational Capabilities in Startup Companies. (n.p.): Massachusetts Institute of Technology, Sloan School of Management.
  • Bhimani, A. (2017). Financial Management for Technology Start-Ups: A Handbook for Growth. Индия: Kogan Page.
  • Interiano, L. (2021). Startup Recruitment Guide: Essential Tips For Hiring Employees To Your Business: Guide For Startup Hiring And Company Recruiting Companies. (n.p.): Independently Published.
  • Kotter, JP (1990) Force for Change: How Leadership Differs from Management. New York: Simon & Schuster.
  • Pearce, CL, Conger, JA (2003) Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks, CA: SAGE.
  • Tormey, P., Tormey, J. (2014). Startup Guide to Intellectual Property: Early Stage Protection of IP. Великобритания: CreateSpace Independent Publishing Platform.
  • Brennan, K. (2018). Startup CFO: The Finance Handbook for Your Growing Business. Соединенные Штаты Америки: Amazon Digital Services LLC - KDP Print US.
  • Tom DeMarco (1997) The Deadline: A Novel About Project Management

Software and tools used within the course

  • MSTeams License,
  • Moodle
  • Office software

Teaching Methodology: Methods, techniques, & activities

Activities and Teaching Methods

Teaching and Learning Methods within each section
Teaching Techniques Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9
Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) 1 1 1 1 1 1 1 1 1
Project-based learning (students work on a project) 1 1 1 1 1 1 1 1 1
Differentiated learning (provide tasks and activities at several levels of difficulty to fit students needs and level) 1 1 1 1 1 1 1 1 1
Contextual learning (activities and tasks are connected to the real world to make it easier for students to relate to them); 1 1 1 1 1 1 1 1 1
Business game (learn by playing a game that incorporates the principles of the material covered within the course). 1 1 1 1 1 1 1 1 1
inquiry-based learning 1 1 1 1 1 1 1 1 1
Just-in-time teaching 1 1 1 1 1 1 1 1 1
Task-based learning 1 1 1 1 1 1 1 1 1
Activities within each section
Learning Activities Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9
Lectures 1 1 1 1 1 1 1 1 1
Interactive Lectures 1 1 1 1 1 1 1 1 1
Modeling 1 1 1 1 1 1 1 1 1
Cases studies 1 1 1 1 1 1 1 1 1
Individual Projects 1 1 1 1 1 1 1 1 1
Group projects 1 1 1 1 1 1 1 1 1
Quizzes (written or computer based) 1 1 1 1 1 1 1 1 1
Peer Review 1 1 1 1 1 1 1 1 1
Discussions 1 1 1 1 1 1 1 1 1
Presentations by students 1 1 1 1 1 1 1 1 1
Written reports 1 1 1 1 1 1 1 1 1
Oral Reports 1 1 1 1 1 1 1 1 1
Lab exercises 0 1 1 1 0 0 1 1 1
Experiments 0 1 1 1 0 0 1 1 1
Simulations and role-plays 0 0 1 1 0 0 0 1 1

Formative Assessment and Course Activities

Ongoing performance assessment

Section 1

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Legal entity types and differences
Fundamentals of taxation for small businesses in Russia
Possibilities of international jurisdictions
Legal support of transactions with a client: competent document management
Testing on forms of taxation for small businesses
Choosing an adequate legal form for a startup		 1

Section 2

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 What is management and its functions
History of management and marketing as a practical knowledge and science
Analyzing and application of management functions		 1

Section 3

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Organisation types
Life-cycle of an organization
Strategic management concepts and frameworks
Strategic planning
Strategic management as a function of management
Testing concepts and planning		 1

Section 4

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
How to manage quality and optimize costs?
How to build a system of effective company management and determine business growth points?
How to improve competitiveness?
How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.
Business case on building a system of metrics and indicators, planning and goal setting for a start-up company.		 1

Section 5

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Financial modeling for a startup: practicing in practice, compiling a financial model of a company 1

Section 6

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Business case on marketing mix
Analyzing marketing strategy of a startup

 1

Section 7

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Exchange of experience, discussion of specifics of hiring in the IT sector 1

Section 8

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Implementation of innovations in management 1

Section 9

Activity Type Content Is Graded?
Weekly student reports
Business cases
Labs
Multiple Choice Testing		 Business case on intellectual property protection methods (influence of competitors, conflicts and division of property in a team) 1

Final assessment

Section 1

  1. What taxation system to choose for an IT startup in Russia
  2. DOS features for IT companies
  3. Income tax
  4. Privileges
  5. Features of the simplified tax system for the IT-Sphere
  6. Patent system
  7. Ways to legally save on taxes

Section 2

  1. What is management: definition and its functions
  2. History of management and marketing as a practical knowledge and science
  3. Analyzing and application of management functions

Section 3

  1. What are organization types?
  2. Life-cycle of an organization: characteristics
  3. Strategic planning of a company
  4. Testing concepts and planning

Section 4

  1. How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
  2. How to manage quality and optimize costs?
  3. How to build a system of effective company management and determine business growth points?
  4. How to improve competitiveness?
  5. How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.

Section 5

  1. How to analyze financial statements and foreign market
  2. How to calculate the unit-economy and determine the profitability of the company

Section 6

  1. What are basic concepts of marketing?
  2. How to create a marketing strategy?

Section 7

  1. How to define project goals, calculate the economy, manage people, deadlines and tasks
  2. How to create and manage teams, even if they work remotely.
  3. How to manage engagement and motivation.

Section 8

  1. What is innovation management?
  2. How to manage complex innovation?
  3. Innovation management typologies
  4. Innovation management in entrepreneurship

Section 9

  1. How to protect company innovations
  2. How to protect the company's intangible assets and keep products competitive.
  3. Features of registration of trademarks and protection of intellectual property rights
  4. How to interact with Rospatent and maintain your position in court.

The retake exam

Section 1

  1. What taxation system to choose for an IT startup in Russia
  2. DOS features for IT companies
  3. income tax
  4. Privileges
  5. Features of the simplified tax system for the IT-Sphere
  6. patent system
  7. Ways to legally save on taxes

Section 2

  1. What is management: definition and its functions
  2. History of management and marketing as a practical knowledge and science
  3. Analyzing and application of management functions

Section 3

  1. What are organization types?
  2. Life-cycle of an organization: characteristics
  3. Strategic planning of a company
  4. Testing concepts and planning

Section 4

  1. How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
  2. How to manage quality and optimize costs?
  3. How to build a system of effective company management and determine business growth points?
  4. How to improve competitiveness?
  5. How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.

Section 5

  1. How to analyze financial statements and foreign market
  2. How to calculate the unit-economy and determine the profitability of the company

Section 6

  1. What are basic concepts of marketing?
  2. How to create a marketing strategy?

Section 7

  1. How to define project goals, calculate the economy, manage people, deadlines and tasks
  2. How to create and manage teams, even if they work remotely.
  3. How to manage engagement and motivation.

Section 8

  1. What is innovation management?
  2. How to manage complex innovation?
  3. Innovation management typologies
  4. Innovation management in entrepreneurship

Section 9

  1. How to protect company innovations
  2. How to protect the company's intangible assets and keep products competitive.
  3. Features of registration of trademarks and protection of intellectual property rights
  4. How to interact with Rospatent and maintain your position in court.
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