4 CMI units spanning strategy, people & sustainability
120 guided learning hours across 18 tutor-led sessions
Regulated RQF Level 7 postgraduate-equivalent qualification
370 total qualification hours & 37 credits
Assignment briefs included for all 4 units
Chartered Manager fast-track pathway, subject to eligibility
What this training includes:
Upcoming sessions
Purpose, vision, mission, and governance
Organisational context and the external environment (STEEPLE, SWOT horizon scanning)
Organisational culture and its impact on strategic leadership (Cultural Web)
Strategic complexity and the impact of context on leadership choices
governance failure and its strategic consequences.
Role and responsibilities of the strategic leader
Setting, communicating, and realising organisational goals
Stakeholder expectations and power interest mapping
Ethical leadership and governance responsibilities
a new CEO resets culture after a merger.
Leadership theories and behaviours: ethical, authentic, and transformational
Five Practices of Exemplary Leadership
Skills for strategic delivery: influence, communication, and decision-making
Systems thinking and decision-making models
ethical dilemma resolution at board level.
Applying strategic leadership principles to complex organisational challenges
Critical reflection on leadership practice
Planned, emergent, and incremental approaches in leadership decisions
Unit 701 assignment brief (30 minutes, within GLH): criteria, command verbs, and evidence
annotate a model Level 7 assignment extract.
Internal and external factors that drive strategy development
PESTLE and Porter's Five Forces applied to competitive context
Levels of strategy: corporate, business, and operational
Value chain analysis and benchmarking
strategy refresh under external pressure.
Deliberate, emergent, and incremental approaches to strategy
Ansoff Matrix and growth options
Scenario planning and strategic options appraisal
Resource-based view of strategy
emergent strategy in a disrupted industry.
Leading strategy through resistance and complexity
Strategic communication for diverse stakeholders
Governance, risk, and resource constraints on strategy
Why strategies fail: lessons from implementation
strategy implementation failure and governance lessons.
Developing an organisational strategy to achieve a business objective
Critical success factors, KPIs, and milestones
Balanced scorecard, OKRs, and governance monitoring
Unit 704 assignment brief (30 minutes, within GLH): criteria, command verbs, and evidence
strategy monitoring and course correction.
Influence of leadership, culture, and people development on performance
Schein's organisational culture model and the Competing Values Framework
The psychological contract and engagement
Building high-performing and inclusive teams
culture transformation in a post-merger organisation.
Impact of organisational design and development on performance
Organisational design models and structural options
McKinsey 7S alignment checks
Organisational development and change in people practice
moving from regional silos to a matrix structure.
How HR policy and strategy inform the way people are led and developed
Adapting HR policy rather than imposing it
Engagement, inclusion, and psychological safety
Strategies for mental health and wellbeing as an enabler of performance
engagement collapse in an acquired business.
Proposing a leadership and development strategy that values people while optimising organisational success
Coaching and mentoring frameworks and models
Performance management at strategic level
Unit 702 assignment brief (30 minutes, within GLH): criteria, command verbs, and evidence
building a coaching culture in a high-growth organisation.
CSR aims, policy, and strategic frameworks
Sustainability and ESG principles in practice
Aligning CSR with organisational strategy
Regional sustainability and disclosure expectations for senior leaders
ESG strategy in a cross sector organisation.
Ethical conduct and responsible decision-making
Stakeholder accountability and reporting
Embedding ethical governance in strategic decisions
Unit 608 assignment brief (30 minutes, within GLH): criteria, command verbs, and evidence
an ethical governance failure and stakeholder response.
Strategic Leadership Challenge: Navigating a Cross-Sector Organisational Transformation
Participants take on the role of a newly appointed senior leadership team within a mid-sized cross-sector organisation facing simultaneous pressures: a shifting competitive landscape, a disengaged workforce, a governance review, and a board mandate to embed sustainability into the core strategy. Each participant is assigned a leadership role, such as General Manager, Strategy Lead, or Head of People, and must manage their portfolio while contributing to a unified organisational response. The simulation runs across two live sessions, with independent research and strategy drafting between them.
In the first session, teams conduct a full environmental analysis using Porter's Five Forces, PESTLE, and value chain tools, then identify the critical success factors and KPIs that will anchor their strategy. In the second, they present a board-level strategic plan that integrates people leadership, ethical governance, CSR commitments, and a stakeholder communications approach. Peer panels provide structured written feedback aligned to CMI assessment criteria. The simulation produces authentic evidence that participants can draw on in their formal unit assignments.
AI-Assisted Strategy Research and Evidence-Building Lab for Level 7 Leaders
Participants work in a structured digital environment designed to mirror the research and drafting demands of CMI Level 7 written assessment. Using approved AI tools, they practise accelerating literature synthesis, mapping theoretical frameworks, structuring arguments, and generating first-pass outlines for each of the four unit assignments. The sandbox is facilitated, with a clear boundary between permitted AI-assisted research and prohibited AI-generated assessment content, in line with CMI's academic integrity and authenticity declaration requirements.
Participants use generative AI to surface relevant academic sources, benchmark strategic frameworks, and draft argument structures, then critically evaluate every AI output against peer-reviewed literature and CMI command verb standards before incorporating any material into their assignments. The sandbox produces a reusable personal AI workflow that each participant can apply responsibly throughout the programme. Facilitators review outputs for compliance with CMI's plagiarism, collusion, and AI-use policy.
Upon completing the training, learners will be able to:
1
Critically appraise organizational context and determine its implications for strategic leadership decisions
2
Develop organizational strategies with measurable objectives, KPIs, milestones and governance monitoring frameworks
3
Evaluate leadership approaches and select behaviours that support ethical, effective strategic delivery
4
Design people development strategies that strengthen culture, engagement, wellbeing and organizational performance
5
Assess HR policy and organizational design to recommend improvements in workforce performance
6
Integrate CSR, sustainability, ESG principles, and ethical governance into strategic recommendations and reporting
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The Chartered Management Institute (CMI) is a UK-based professional body dedicated to improving the standard of management and leadership. Established in 1947 and granted its Royal Charter in 2002, CMI works with managers, employers and education providers to strengthen professional management practice. It develops management and leadership qualifications, provides professional resources and supports routes to recognition, including Chartered Manager status. Its work is guided by the belief that effective management contributes to better-performing organizations and more capable, responsible leaders.
CMI Level 7 is an advanced management and leadership qualification level designed for professionals working with complex organizational responsibilities. It focuses on strategic rather than purely operational management. The level is relevant to leaders who must assess business conditions, set direction, manage organizational change and make decisions that affect several functions or the wider organization.
For experienced managers, this means developing a more critical and organization-wide approach to leadership. The emphasis is on evaluating evidence, balancing competing priorities and connecting strategy with people, performance, governance and long-term organizational objectives.
The CMI Level 7 Diploma in Strategic Management and Leadership Practice is a four-unit qualification covering the responsibilities involved in leading an organization at a strategic level. Its curriculum includes Strategic Leadership, Developing Organizational Strategy, Leading and Developing People to Optimise Performance, and Strategic CSR and Sustainability.
Across these units, participants examine organizational direction, strategic options, workforce performance, ethical leadership and sustainability. The program includes 120 Guided Learning Hours, 18 tutor-led sessions and four unit-based written assignments. It also uses practical exercises and an applied simulation to connect strategic concepts with management situations. The full qualification carries 37 credits and 370 Total Qualification Time hours.
The Learners Point program is structured over approximately four and a half months, with 18 tutor-led sessions and 120 Guided Learning Hours. A 30-minute orientation takes place before the scheduled learning sessions and introduces participants to CMI policies and assessment requirements. The program also requires independent research and assignment preparation outside the guided learning hours. Therefore, the 120 GLH represents facilitated learning time, while the full qualification accounts for 370 hours of Total Qualification Time.
The Award, Certificate and Diploma are progressive qualification options within CMI Level 7, each covering a different combination of units. The Award focuses on Unit 701 Strategic Leadership and carries 11 credits. The Certificate includes Unit 701 and Unit 704 Developing Organizational Strategy, making it a 20-credit qualification. The Diploma brings together four units: 701, 704, 702 Leading and Developing People to Optimise Performance, and 608 Strategic CSR and Sustainability. With 37 credits and 370 total qualification hours, the Diploma offers the broadest coverage of strategic leadership, organizational strategy, people performance, and sustainability.
The Diploma is intended for experienced professionals whose work involves strategic decisions, organizational performance or leadership across functions. It is particularly relevant to managers preparing to take on broader responsibilities, as well as established senior leaders seeking a structured qualification in strategic management and leadership.
Suitable professional backgrounds may include:
The program requires critical engagement with complex management issues, so relevant professional experience and familiarity with organizational operations are valuable.
The program develops the strategic capabilities expected of senior managers and leaders. Participants examine how to set organizational direction, evaluate strategic choices, communicate priorities, and assess progress against measurable objectives. They also study stakeholder management, ethical leadership, governance and decision-making in complex organizational environments.
The people-focused and sustainability units broaden this capability. Participants explore workforce development, organizational culture, performance, employee wellbeing, CSR and ESG considerations. Through these areas, the qualification supports a more integrated approach to leadership, where business objectives are considered alongside the people, governance practices and wider responsibilities involved in achieving them.
The learning can be applied to responsibilities that require an organization-wide view of performance and decision-making. Depending on their role and sector, participants may use the knowledge to:
The qualification provides frameworks and knowledge for professional application. How these are used will depend on each participant’s role, organization and decision-making authority.
A generic management course may cover useful leadership concepts, but the CMI Level 7 Diploma follows a defined qualification structure with specified learning outcomes, unit requirements and formal assessment. It brings together strategic leadership, organizational strategy, people performance and sustainability rather than concentrating on a limited set of management techniques.
The qualification also carries 37 credits and 370 Total Qualification Time hours at RQF Level 7. Participants complete written assignments for all four units, supported by guided learning and independent research. This provides a structured way to develop and demonstrate advanced management knowledge. Eligible Diploma holders may also explore the CMI route towards Chartered Manager status, subject to the Institute’s requirements.
Learners Point combines a structured CMI Level 7 program with facilitated learning and applied activities designed around the responsibilities of senior management. Its approach brings the four units together rather than treating leadership, strategy, people, and sustainability as unrelated topics. Learners Point describes itself as one of Dubai’s leading training institutes and provides professional training for individuals and organizations across a range of subject areas.
The program includes:
This structure gives experienced professionals a guided route through the qualification while keeping the assessment requirements and independent study involved in completing the Diploma clear.
The Diploma is assessed through written assignments, with an assignment brief for each of its four units. Participants are expected to research relevant management and leadership issues, evaluate information and develop evidence that addresses the requirements set for each unit. The program includes time for assignment briefings and assessment preparation within its guided learning structure. Independent research and drafting take place alongside the tutor-led sessions. The AI-assisted research workspace supports research and evidence-building, but participants remain responsible for the originality, accuracy and academic integrity of their submitted work.
The CMI Level 7 Diploma can provide a route for eligible professionals to apply for Chartered Manager status, but the qualification does not confer that status automatically. Diploma holders with at least three years of management experience may be exempt from the standard written assessment and may apply through a streamlined process involving a professional discussion.
The application is still subject to CMI’s eligibility criteria and approval process. Chartered Manager status recognises an individual’s management experience, professional capability and commitment to continuing development. Completing the Diploma can support progression towards this recognition, but the final decision rests with CMI.