CMI-recognised Strategic Management & Leadership qualification
Full Level 7 Diploma pathway for senior professionals
Fast-Track to Chartered Manager application
Expert-led 100% live online Saturday classes
Strategic leadership, strategy, people & sustainability focus
Designed for senior leaders & experienced executives
What you will master with us
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 powerinterest 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: 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: 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: 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: 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.
By completing the CMI Level 7 Diploma, you will be able to:
1
Analyse complex organisational situations and identify the issues that need strategic attention
2
Assess different strategic options and understand their wider impact before making decisions
3
Turn organisational strategy into clear priorities and practical actions
4
Lead people and improve performance while considering their impact on wider business results
5
Apply strategic management concepts to real workplace challenges using evidence and professional judgement
6
Consider the wider organisational impact of corporate responsibility and sustainability
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The CMI Level 7 Diploma is a UK-awarded qualification for senior managers, directors and experienced professionals in Saudi Arabia. Delivered over 18 sessions, our L7 course covers strategic leadership, organisational strategy, people management, and corporate responsibility and sustainability.
Assessment takes the form of written assignments that allow learners to apply their knowledge to organisational challenges. Completing the qualification can also enable eligible candidates to take a streamlined route towards Chartered Manager (CMgr) status, subject to the relevant eligibility requirements.
Yes, if your role encompasses shaping organisational direction, whether as a director, general manager or member of the executive committee, typically with a decade or more of experience. The CMI Level 7 Diploma advances strategic leadership, corporate strategy, executive people leadership and ESG stewardship, with assessments grounded in your own organisation. Leaders whose accountability centres on team and project delivery are better suited to CMI Level 5.
Yes, CMI Level 7 is highly recognised by employers in Saudi Arabia and across the GCC. As a globally recognised credential, it validates advanced strategic leadership and management expertise to multinational corporations, government entities, and local businesses. Achieving this certification demonstrates your capability to drive organisational strategy, which makes you a competitive candidate for senior executive and director-level roles in the region.
The CMI Level 7 Diploma in Strategic Management and Leadership Practice covers four core areas:
1. Strategic leadership
2. Organisational strategy
3. People and performance leadership
4. Strategic corporate responsibility and sustainability
These topics help senior professionals strengthen strategic decision-making, lead people effectively, improve organisational performance and address wider organisational responsibilities.
The CMI Level 7 Award, Certificate and Diploma differ in the range of topics and depth of learning they cover:
Yes. The Award and Certificate are designed as exit points within the CMI Level 7 Diploma pathway. Learners can complete the qualification requirements for an Award or Certificate and continue with the remaining units if they wish to complete the full Diploma.
Important distinction: The Award or Certificate does not automatically convert into a Diploma. Learners must complete the additional units required for the full Diploma pathway.
This structure allows candidates to gain an intermediate qualification at a defined exit point while continuing their learning towards the complete Level 7 Diploma.
ESG and sustainability are part of the core CMI Level 7 Diploma because senior professionals often have responsibilities that extend beyond immediate business performance. The Diploma includes strategic corporate responsibility and sustainability to help leaders consider wider organisational impacts when making decisions. This reflects the broader scope of senior strategic roles, while keeping the sustainability component within the full Diploma rather than the Award or Certificate.
There are no formal academic entry requirements for the CMI Level 7 Diploma in Strategic Management and Leadership Practice. It is designed for senior managers, directors and executives; your suitability is solely assessed on management experience and current role.
The CMI Level 7 Diploma runs for about 18 Saturdays, roughly 4.5 months, with one live online session each week, totalling 120 guided learning hours.
The Diploma's four units map onto the capabilities Vision 2030 leadership roles demand:
Every unit is assessed through a written assignment based on a workplace scenario. The assignment brief is built into the live session (30 minutes within that unit's GLH). You then submit through the CMI portal in the window that follows. Your work goes through Learners Point's internal assessor first, then on to CMI's moderation team for final sign-off.
You get one resit per unit, on top of the initial attempt. The Diploma's total hours also run a bit above CMI's minimum (410 TUT against a 370 minimum, 41 credits against 37), so there's some buffer built in. That means a single failed or exempted unit generally doesn't put your ability to complete the Diploma at risk.
Only completing the Diploma provides the Fast-Track benefit, which exempts you from the standard written assessment in the Chartered Manager application route. You may then follow the streamlined process, which requires a professional discussion instead. To apply for Chartered Manager (CMgr) status after completing the Diploma, you will also need at least 3 years of management experience.
Learners Point takes a distinct approach to CMI delivery in Saudi Arabia, combining flexibility, senior-level relevance and a broader strategic focus: