Becoming a Certified Strategy Practitioner (CSP): The SMI's Strategy Accreditation Program
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The Strategic Management Institute’s (SMI) Certified Strategy Practitioner (CSP) accreditation program is designed to contribute to the growth of the professional integrity of individuals engaged in the practise of strategy. Participation delivers benefits to individuals and employers, through:
- learning programs that are grounded in research, practical in application and compiled at the highest standard (Master’s degree level)
- a networking medium facilitating open communication between participants, enabled through online forums and where practicable, formal events, seminars and conferences
- access to a ‘one stop’ source of support and knowledge at the highest level; addressing strategy, strategic leadership, and strategic management practices in general (Supply Chain, Performance etc.)
- a professional body that will promote standards and oversee the professional development of strategy practitioners: professional development hours; skills development and renewal,
- a medium through which individuals can contribute to the knowledge of the strategy profession – from a global perspective,
- a professional and career development networking facility enabling interaction between individuals and employees/corporations
- an advocacy role that will work with the international business, academic and consulting community and other (related) professional organisations and industry bodies to promote the need for the application of the highest level of professional standards as possible
Program Levels
We currently offer five program levels starting with Student and Executive, which are annual subscription only offerings. Accreditation however, is available within the three other levels; Affiliate, Associate and Fellow. Affiliate and Associate accreditation is obtained through successful completion of coursework or an entrance examination.
Each level is described as follows:
Student and Member: non accreditation; available to those wishing to enjoy the benefits of discussions, networking and discounts for open events and an introduction to this high profile assembly.
Affiliate: Individuals possessing a (recognised) undergraduate degree of any discipline and successful completion of the two core strategy related courses (courses 1 and 2 listed over) are eligible for accreditation as an Affiliate. Affiliates are able to advance to Associate following successful completion of four of the elective courses (also listed over).
Associate: available to candidates holding a recognised Masters Degree or equivalent and successful completion of an SMI (case study) entrance exam.
Fellow: reserved for highly experienced and high achieving academics and strategy practitioners whose entry request will be assessed individually.
Course structure: Conducted over two, two day sessions; each course concludes with a 3 hour case study exam. Course content consists of two core topics (Courses 1 and 2 over). Affiliates are able to advance to Associate following successful completion of four elective topics (courses 4 onwards).
Core strategy related courses run in modules, and are at Masters Degree standard – require 36 hours participation in total. Course constructs are ultimately tailored to the specific needs of the individual and/or client organisation. Content for each of the courses includes:
Course 1: Foundation; Perspectives of Strategy: A summation of strategy ‘through the ages’ discussed through the lens of strategic tensions and perspectives of: Process: formal ‘planning’ vs. emerging strategy; strategic change (revolutionary vs. evolutionary), Content: Business Unit: (market dominance vs. resource leveraging), Corporate (centralised vs. customer interfacing). Context: organisation (bureaucratic vs. democratic), Purpose: stakeholder vs. shareholder). This course explores each of the important and relevant tools, techniques, systems and processes in strategy that have evolved since the first inception of strategic concepts in the mid 1960’s.
Course 2: Strategy-as-Practice; A systems approach; this course is grounded in emerging strategy theory and recognises the need to include the practitioner (i.e. human aspects of strategy) in strategising activities as well as the practical tools and processes. The course explores various aspects of; Practitioners: those who do the work of strategy; Practices: the social, symbolic and material tools through which strategy is done, and; Praxis, the flow of activity in which strategy is accomplished (integrated Strategic Management Framework).
Coursework involves rigorous debate around cases and the application of strategy tools to cases, as well as the process of strategy formation including workshops and the conduct of a strategic review. Syndicate work is conducted using the SMI’s independent work book and through analysis of specialist case studies.
Teaching methods are based on differentiated levels of learning; at senior levels the emphasis is on learning from others as much as the facilitators.
Electives are also run at Masters Degree standard and require 36 hours participation in total. Course constructs are ultimately tailored to the specific needs of the individual and/or client organisation and can be run over 4/5 days or 12 weeks:
ELECTIVES
Course 3: Organisational Transformation and Renewal: Organisations have two choices when pursuing ‘avenues’ for growth through innovation; the fastest is merger or acquisition, the second is ‘organic’ growth (growth from within). The CEO’s greatest challenge in managing growth from within is in addressing the conflict that exists between the protection of profits for today, over the generation of profits for the future.
Course 4: Managing Strategically in Globalised Economies: Insight into the application of strategic business environments and viable strategic options that may be applied by practitioners conducting business under diverse international settings. Strategic management theories are re-cast in the context of divergent market and governance systems.
Course 5: Strategy and Leadership: This course teaches skills and techniques required for managers to obtain higher level of skills in management and leadership, while simultaneously contributing to organisational development.
Course 6: Supply Chain as a Strategic Asset: Supply chain strategy cannot be developed in a vacuum but at the same time supply chain capabilities can inform the overall organisational strategies as to new and enduring forms of competitive advantage. Good supply chain strategy creates capabilities that support organisational goals and contribute to the sustainability of a competitive advantage.
Course 7: Finance and Performance Management: A strategic perspective; techniques such as Shareholder Value Analysis; Activity Based Cost Management; Business Process Redesign and dashboard based Business Intelligence supporting a Centre for Performance Management are addressed in the course.
Course 8: Enabling strategy through technology : Key elements of current technology that contribute to strategy include Business Intelligence, dashboard based performance monitoring and reporting tools and other knowledge based, analytical information management systems. This technology is explored as a foundation, but with an eye to future and emerging strategy that informs competiveness, competence development and other trends of importance.
Emerging topics:
Reinventing Management: The changing role of the strategically oriented; Manager, Leader, Innovator and Intra-Entrepreneur
Leading the Sustainable Corporation: taking a strategic approach to the management of environmental, social issues in business.
Can We Help? We would be delighted to discuss our program with you. Please contact Dr Paul Hunter,
Ph: +613 9863 8980, Email: smi@smiknowledge.com