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
Analyse how UAE organizational context, governance and culture influence strategic leadership decisions
2
Develop strategies with measurable objectives, implementation milestones, KPIs and governance monitoring frameworks
3
Evaluate leadership approaches and select behaviours suited to complex, multi-stakeholder organizational challenges
4
Design people development strategies that support engagement, wellbeing, inclusion, and workforce performance
5
Assess HR policy and organizational design to recommend improvements aligned with strategic priorities
6
Integrate CSR, sustainability, and ESG principles into ethical strategic recommendations and reporting
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The Chartered Management Institute (CMI) is a professional body for managers and leaders, based in the United Kingdom. It was established in 1947 and received its Royal Charter in 2002. CMI develops management and leadership qualifications, supports professional development and works with employers and education partners to improve management standards. It is also the body responsible for awarding Chartered Manager status, a professional recognition for managers who meet its assessment requirements. Its qualifications are designed to help managers strengthen their knowledge and apply recognised management practices in the workplace.
CMI Level 7 represents advanced study in strategic management and leadership. It is suited to professionals whose responsibilities extend beyond supervising teams or managing individual departments. At this level, the focus shifts towards organizational direction, complex decisions, business strategy, governance, and the leadership of people and performance.
For managers in Dubai, these capabilities are relevant to organizations operating across local and international markets, often with multiple functions and diverse teams. The qualification encourages senior professionals to assess business conditions, establish priorities and consider how strategic decisions affect organizational performance, workforce development and responsible business practice.
The CMI Level 7 Diploma in Strategic Management and Leadership Practice examines four connected areas of senior leadership. Participants study Strategic Leadership, Developing Organizational Strategy, Leading and Developing People to Optimise Performance, and Strategic CSR and Sustainability. Together, these units address how organizations establish direction, plan for change, develop their workforce and incorporate responsible business practices.
The Learners Point program comprises 18 tutor-led sessions and 120 Guided Learning Hours. It includes practical workshops, a cross-sector simulation and four written assignments, one for each unit. The completed Diploma represents 37 credits and 370 Total Qualification Time hours.
At Learners Point, the UAE program is planned over approximately four and a half months, comprising 18 tutor-led sessions and 120 Guided Learning Hours. Participants begin with a 30-minute orientation covering CMI policies and assessment rules. The scheduled sessions provide guided learning, while independent research and assignment preparation are completed separately. The distinction is important: 120 hours refers to Guided Learning Hours, whereas the full qualification accounts for 370 hours of Total Qualification Time.
The qualification is relevant to professionals in Dubai and across the UAE who already hold management responsibilities and are preparing to lead at a broader organizational level. It can suit senior managers working in established businesses, growing companies, government-related entities, and third-sector organizations.
The program may be relevant to:
Participants should be comfortable examining management issues beyond their immediate function, as the Diploma requires critical thinking about the organization as a whole.
The qualification helps participants build a stronger understanding of strategic planning, organizational leadership and performance management. They study how senior leaders assess internal and external business conditions, set priorities, evaluate strategic options and monitor implementation. The program also addresses stakeholder expectations, governance, ethical leadership and decision-making.
Its wider focus includes developing people, strengthening organizational culture, supporting employee wellbeing and considering CSR and ESG responsibilities. These areas are relevant to managers leading diverse teams and coordinating several business functions. The course therefore develops a connected view of leadership, linking commercial objectives with workforce capability and responsible organizational practice.
The skills can be relevant across Dubai’s varied business environment, from established corporations to growing businesses and public-sector organizations. Depending on professional experience, participants may apply the learning to areas such as:
The Diploma supports the development of strategic management capability. Career progression and the use of these skills will depend on each individual’s experience, sector and opportunities within their organization.
The three options are designed for different depths of study. The Award provides focused coverage of strategic leadership through Unit 701, with 11 credits. The Certificate expands this by adding Unit 704, Developing Organizational Strategy, and carries 20 credits. The Diploma includes both of these units, together with Unit 702 on leading and developing people and Unit 608 on strategic CSR and sustainability. Its 37 credits and 370 Total Qualification Time hours reflect the wider scope. Professionals in the UAE can choose according to whether they need to strengthen strategic leadership, add strategy development, or develop across the full range of Diploma subjects.
Professionals comparing management courses in Dubai should consider whether a program offers general training or a structured qualification with defined learning outcomes and assessment. The CMI Level 7 Diploma follows a four-unit framework covering strategic leadership, organizational strategy, people performance, and CSR and sustainability. This makes it relevant to senior roles that involve decisions across several areas of an organization.
The qualification carries 37 credits and 370 Total Qualification Time hours at RQF Level 7. Its four written assignments require participants to engage with the subject matter and demonstrate their understanding. Eligible Diploma holders may also apply for the CMI Chartered Manager route, subject to the Institute’s experience and assessment requirements.
Learners Point offers professional training in Dubai for individuals and organizations across management, leadership and other business disciplines. Its CMI Level 7 Diploma program is structured around the four units of the qualification, with tutor-led sessions and applied learning activities. The aim is to help experienced professionals examine strategic management concepts in relation to the responsibilities they hold within their organizations.
The program includes:
For professionals based in Dubai or elsewhere in the UAE, this provides a planned learning route through the Diploma, with guided sessions and clear assessment components.
Participants complete four written assignments, with one assessment brief linked to each Diploma unit. The work requires them to research relevant topics, examine management and leadership issues, and prepare evidence in line with the unit requirements. The program incorporates assignment briefs and assessment preparation into its guided learning structure, although independent research and writing are also required. Learners Point’s AI-assisted research workspace supports research and evidence development. It does not replace the participant’s own analysis or responsibility for submitting original work that meets CMI assessment requirements.
Completing the CMI Level 7 Diploma does not automatically make a participant a Chartered Manager. It can, however, support an application for Chartered Manager status where the individual meets CMI’s requirements. Diploma holders with at least three years of management experience may qualify for exemption from the standard written assessment and may use a streamlined route involving a professional discussion.
CMI assesses the application separately. The applicant must meet the relevant eligibility and professional requirements before Chartered status can be awarded. The Diploma is therefore a potential progression route, not a guarantee of professional designation.