Strategic Business Leader (SBL)...answers, just as they would use these tools in the workplace. These assessment methods allow ACCA to focus on testing students’ technical and application

StrategicBusinessLeader (SBL)Syllabus and study guide

September 2019 to June 2020

Strategic Business Leader (SBL)

© ACCA 2019-2020 All rights reserved.

Summary of content

Introduction1. Intellectual levels2. Learning hours and educational

recognition3. Guide to ACCA examination structure4. Guide to ACCA examination

assessment

Strategic Business Leadersyllabus

5. Relational diagram linking StrategicBusiness Leader with other exams

6. Overall aim of the syllabus7. Main capabilities8. Rationale9. Approach to examining the syllabus10. The syllabus

Strategic Business Leaderstudy guide

11. Detailed study guide



1.Intellectual levels

The syllabus is designed toprogressively broaden and deepen theknowledge, skills and professionalvalues demonstrated by the student ontheir way through the qualification.

The specific capabilities within thedetailed syllabuses and study guides areassessed at one of three intellectual orcognitive levels:

Level 1: Knowledge andcomprehension

Level 2: Application and analysisLevel 3: Synthesis and evaluation

Very broadly, these intellectual levelsrelate to the three cognitive levels atwhich the Applied Knowledge,the Applied Skills and the StrategicProfessional examsare assessed.

Each subject area in the detailed studyguide included in this document is givena 1, 2, or 3 superscript, denotingintellectual level, marked at the end ofeach relevant learning outcome. Thisgives an indication of the intellectualdepth at which an area could beassessed within the examination.However, while level 1 broadly equateswith Applied Knowledge, level 2equates to Applied Skills and level 3 toStrategic Professional, some lower levelskills can continue to be assessed asthe student progresses through eachlevel. This reflects that at each stage ofstudy there will be a requirement tobroaden, as well as deepen capabilities.It is also possible that occasionally somehigher level capabilities may beassessed at lower levels.

2.Learning hours andeducationrecognition

The ACCA qualification does notprescribe or recommend any particularnumber of learning hours forexaminations because study andlearning patterns and styles vary greatlybetween people and organisations. Thisalso recognises the wide diversity ofpersonal, professional and educationalcircumstances in which ACCA studentsfind themselves.

As a member of the InternationalFederation of Accountants, ACCA seeksto enhance the education recognition ofits qualification on both national andinternational education frameworks, andwith educational authorities and partnersglobally. In doing so, ACCA aims toensure that its qualification is recognisedand valued by governments, regulatoryauthorities and employers across allsectors. To this end, ACCA qualificationis currently recognised on the educationframeworks in several countries. Pleaserefer to your national educationframework regulator for furtherinformation.

Each syllabus is organised into mainsubject area headings which are furtherbroken down to provide greater detail oneach area.



3.Guide to ACCAexaminationstructure anddelivery mode

The structure and delivery mode ofexaminations varies.

Applied KnowledgeThe Applied Knowledge examinationscontain 100% compulsory questions toencourage candidates to study acrossthe breadth of each syllabus. Theseare assessed by a two-hour computerbased examination.

Applied SkillsThe Corporate and Business Law examis a two-hour computer-based objectivetest examination for English and Global.For the format and structure of theCorporate and Business Law orTaxation variant exams, refer to the‘Approach to examining the syllabus’ insection 9 of the relevant syllabus andstudy guide.

The other Applied Skills examinations(PM, TX-UK, FR, AA, and FM)contain a mix of objective and longertype questions with a duration of threehours for 100 marks. These areassessed by a three hour computer-based exam. Prior to the start of eachexam there will be time allocated forstudents to be informed of the examinstructions.

The longer (constructed response)question types used in the Applied Skillsexams (excluding Corporate andBusiness Law) require students toeffectively mimic what they do in theworkplace. Students will need to use arange of digital skills and demonstratetheir ability to use spreadsheets andword processing tools in producing theiranswers, just as they would use thesetools in the workplace. These

assessment methods allow ACCA tofocus on testing students’ technical andapplication skills, rather than, forexample, their ability to perform simplecalculations.

Strategic ProfessionalStrategic Business Leader is ACCA’scase study examination at StrategicProfessional and is examined as aclosed book exam of four hours,including reading, planning andreflection time which can be usedflexibly within the examination. There isno pre-seen information and all examrelated material, including caseinformation and exhibits are availablewithin the examination. StrategicBusiness Leader is an exam based onone main business scenario whichinvolves candidates completing severaltasks within which additional materialmay be introduced. All questions arecompulsory and each examination willcontain a total of 80 technical marks and20 Professional Skills marks.

The other Strategic Professional examsare all of three hours and 15 minutesduration. All contain two Sections andall questions are compulsory. Theseexams all contain four professionalmarks.

For September and December 2019sessions, all Strategic Professionalexams will be assessed by paper basedexamination. From March 2020, theseexams will become available bycomputer based examination. Moredetail regarding what is available in yourmarket will be on the ACCA globalwebsite.

With Applied Knowledge and AppliedSkills exams now assessed by computerbased exam, ACCA is committed tocontinuing on its journey to assess all



exams within the ACCA Qualificationusing this delivery mode.

The question types used at StrategicProfessional again require students toeffectively mimic what they would do inthe workplace and, with the move toCBE, these exams again offer ACCA theopportunity to focus on the application ofknowledge to scenarios, using a rangeof tools – spreadsheets, wordprocessing and presentations - not onlyenabling students to demonstrate theirtechnical and professional skills but alsotheir use of the technology available totoday’s accountants.

ACCA encourages students to take timeto read questions carefully and to plananswers but once the exam time hasstarted, there are no additionalrestrictions as to when candidates maystart producing their answer.

Time should be taken to ensure that allthe information and exam requirementsare properly read and understood.

The pass mark for all ACCAQualification examinations is 50%.



4.Guide to ACCAexaminationassessment

ACCA reserves the right to examine anylearning outcome contained within thestudy guide. This includes knowledge,techniques, principles, theories, andconcepts as specified. For the financialaccounting, audit and assurance, lawand tax exams except where indicatedotherwise, ACCA will publishexaminable documents once a year toindicate exactly what regulations andlegislation could potentially be assessedwithin identified examination sessions.

For most examinations (not tax),regulations issued or legislation passedon or before 31 August annually, will beexaminable from 1 September of thefollowing year to 31 August of the yearafter that. Please refer to theexaminable documents for the exam(where relevant) for further information.

Regulation issued or legislation passedin accordance with the above dates maybe examinable even if the effective dateis in the future.

The term issued or passed relates towhen regulation or legislation has beenformally approved.

The term effective relates to whenregulation or legislation must be appliedto an entity transactions and businesspractices.

The study guide offers more detailedguidance on the depth and level atwhich the examinable documents will beexamined. The study guide shouldtherefore be read in conjunction with theexaminable documents list.

For UK tax exams, examinations fallingwithin the period 1 June to 31 March will

generally examine the Finance Actwhich was passed in the previous year.Therefore, exams falling in the period 1June 2019 to 31 March 2020 willexamine the Finance Act 2018 and anyexaminable legislation which is passedoutside the Finance Act before 31 July2018.

For additional guidance on theexaminability of specific tax rules andthe depth in which they are likely to beexamined, reference should be made tothe relevant Finance Act article writtenby the examining team and published onthe ACCA website.

None of the current or impendingdevolved taxes for Scotland, Wales, andNorthern Ireland is, or will be,examinable.



5.Relational diagram linking Strategic BusinessLeader with other exams

This diagram shows links between this exam and other exams preceding orfollowing it. This diagram indicates where students are expected to haveunderpinning knowledge and where it would be useful to review previous learningbefore undertaking study.

6.Overall aim of the syllabus

This syllabus and study guide is designed to help with planning study and to providedetailed information on what could be assessed in any examination session.

The aim of the syllabus is to demonstrate organisational leadership and seniorconsultancy or advisory capabilities and relevant professional skills, through thecontext of an integrated case study.



7.Main capabilities

On successful completion of this paper, candidates should be able to:

A Apply excellent leadership and ethical skills to set the ‘tone from the top’ andpromote a positive culture within the organisation, adopting a whole organisationperspective in managing performance and value creation.

B Evaluate the effectiveness of the governance and agency system of anorganisation and recognise the responsibility of the board or other agentstowards their stakeholders, including the organisation’s social responsibilitiesand the reporting implications.

C Evaluate the strategic position of the organisation against the externalenvironment and the availability of internal resources, to identify feasiblestrategic options.

D Analyse the risk profile of the organisation and of any strategic options identified,within a culture of responsible risk management.

E Select and apply appropriate information technologies and data analytics, toanalyse factors affecting the organisation’s value chain to identify strategicopportunities and implement strategic options within a framework of robust ITsecurity controls.

F Evaluate management reporting and internal control and audit systems to ensurecompliance and the achievement of organisation’s objectives and thesafeguarding of organisational assets

G Apply high level financial techniques from the Applied Skills exams in theplanning, implementation and evaluation of strategic options and actions.

H Enable success through innovative thinking, applying best in class strategiesand disruptive technologies in the management of change; initiating, leading andorganising projects,while effectively managing talent and other businessresources.

I Apply a range of Professional Skills in addressing requirements within theStrategic Leader examination and in preparation for, or to support, current workexperience.



This diagram illustrates the flows and links between the main capabilities (sections)of the syllabus and should be used as an aid to planning teaching and learning in astructured way.



8.Rationale

The syllabus for Strategic BusinessLeader acts as the key leadershipsyllabus at the Strategic Professionallevel and is a substantial integratedexamination. The examination requirescandidates to demonstrate a range ofprofessional skills demanded byeffective leaders or in advising orsupporting senior management indirecting organisations. The syllabustherefore combines the main functionsof organisations in the context ofleadership capability.The main capabilities of the StrategicBusiness Leader syllabus assumeessential technical skills and knowledgehave been acquired in theAppliedKnowledge and Applied Skillsexaminations where some of the corecapabilities of Strategic BusinessLeader will have been introduced in asubject-specific context, such asgovernance, internal audit, control, risk,finance, and management. Theexamination also draws upon a range ofethical and professional skills acquiredin the Ethics and Professional Skillsmodule, which should be completedbefore attempting any of the StrategicProfessional examinations . .

The Strategic Business Leader syllabusis covered in nine main sections withleadership, professionalism and ethicsand corporate governance used as theinitial focus for the rest of the syllabus.Excellent leadership involves having ateam of capable and responsibledirectors, setting an appropriate ‘tonefrom the top’ and embeddingappropriate corporate and culturalvalues within the organisation.This is supported by a soundgovernance structure and effectivemanagement structures. The syllabusbegins by examining leadership and

having in place responsible and ethicalleaders, having an awareness of whothey are responsible to This section alsocovers personal and professional ethics,ethical frameworks – and professionalvalues – as applied to a senior manageror adviser’s role and as a guide toappropriate behaviour and conduct in avariety of situations. Clearly linked toorganisational leadership is theexistence of an effective governancestructure within organisations in thebroad context of the agency relationship.This aspect of the syllabus focuses onthe respective roles and responsibilitiesof directors, the relevant committeestructures and the effective scrutiny ofthe performance of senior management,demonstrating their accountability byreporting more widely and holistically tostakeholders under an integratedreporting <IR> framework.

It is only after the fundamentalorganisational leadership andgovernance structures and values are inplace thatstrategy can be determinedand the strategic position of theorganisation can be assessed andstrategic options evaluated andimplemented.Evaluating strategic options, makingstrategic choices and implementingstrategy requires the organisation’sleaders, or their advisers, to fullyunderstand the risks involved so thesyllabus then examines theidentification, assessment, and controlof risk as a key aspect of responsibleleadership and management. Thesyllabus also includes a section relatingto and applying IT and security controlsat all levels of the organisation fromstrategic considerations including bigdata, cloud computing and e-business,through to using IT in the managementof information, controlling organisations,and in financial and organisationaloperations.This section also focuses on



the growing importance of ‘cybersecurity’

To support the management of risk thesyllabus also addresses organisationalcontrol in its wider context, includinginternal audit, review, internal control,and appropriate reporting to implementand support effective governance,including compliance issues related tothe safeguard of assets including datasecurity, and and decision-supportfunctions.

The syllabus includes financial aspectsof managing an organisation, includingevaluating available sources of financeand key financial and managementaccounting techniques to analyseperformance and to support decision-making. Candidates need to be aware oflegal issues and of the financialreporting and taxation implications ofstrategic and investment decisions.

The syllabus finally focuses oninnovation, performance excellence andchange management to enableorganisational success and toimplement change through effectiveorganisational processes, IT solutionsand project management, including therole of new and disruptive technologiesin transforming the nature of businessanalysis and transactions.

The last section, which links to all theothers, is the Professional Skills sectionwhich indicates the range ofprofessional skills that the candidatemust demonstrate in the exam which willmake them more employable, or ifalready in work, will enhance theiropportunities for advancement.



9.Approach toexamining thesyllabus

The Strategic Business Leader syllabusis examined using a 100% integratedcase study, examining across a breadthof organisational functions. The casecontent of each exam may use or drawupon some or all of the main elementsof the Integrated Reporting <IR>Framework. The examination assessesthe technical capabilities that potentialleaders need to demonstrate in seniorpositions within organisations but willalso be focused on the followingprofessional skills and behaviours:

CommunicationInformPersuadeClarify

Commercial acumenDemonstrate awarenessUse judgementShow insight

AnalysisInvestigateEnquireConsider

ScepticismProbeQuestionChallenge

EvaluationAssessEstimateAppraise

Each exam will therefore assess bothtechnical skills and the aboveprofessional skills. Whilst marks will beawarded for the relevant technical pointsthat candidates make, up to 20% of thetotal marks within each exam will beallocated to these professional Skills, asdetermined by the requirements.

The broad structure of each case willgive candidates information about anorganisation from a range of sources,such as the following:

Interviews with staff Survey results Board or organisation reports Press articles/website extracts Organisation reports and <IR>

extracts Emails Memos Spreadsheets Pictures Figures Tables Diagrams

The basic structure of each exam willrequire the candidate to take on variousroles of organisational leaders,consultants or advisers to seniormanagement. Therefore theexamination could include requirementssuch as found in the following list:

Analyse the externalenvironment, the organisationmodel and the internalgovernance structures, cultureand capabilities of theorganisation.

Assess the position and evaluatethe performance of theorganisation

Consider the future outlook forthe organisation

Identify strategic problems andopportunities

Manage risks and identifyappropriate controls

Make strategic choices Evaluate strategic choices using

forecasting or decision-makingtechniques

Decide on feasible andsustainable solutions usingappropriate technologies



Implement change and innovateresponsibly

Guide to exam structure

The examination is based on anintegrated case study containing anumber of assignments which will varyat each examination. Theseassignments or tasks may require thecandidate to take on different roles,depending on the situation. The numberof marks allocated to all theseassignments or the sub-parts of thesewill add up to 100 in total. Within thetotal marks available, there are 20Professional Skills marks. Usually eachtask will contain some professional skillsmarks which may vary by examination,depending on the requirements. Alltasks must be completed.

The examination is of 4 hours duration,but this includes Reading, Planning andReflection time (RPRT). This time canbe used flexibly at any time during theexam.

Guidance on learning hours

The Strategic Business Leaderexamination has a broader syllabus thanother exams at the ProfessionalQualifying Level. The assessment styleas a fully integrated exam and thesubstantial use of Professional Skillsmarking to support technical marks,requires more teaching and learningtime than in the other exams.

The additional time is required for thefollowing:

1. To cover the broader syllabuscontent

2. To allow adequate practice timefor case study assessment andrevision.

3. To encourage and develop thedemonstration of professionalskills to support the award ofProfessional Skills marks.

In broad terms it is recommended thatEducation Providers and studentsshould spend 50% more learning time inpreparation for this examination thannormally required for other exams at thislevel. This includes direct contact timeand guided learning time where a taughtprogramme is delivered, or self-studyand revision time where the student isself-taught or uses distance-learningprogrammes.



10.The syllabus

A Leadership

1. Qualities of leadership2. Leadership and organisational

culture3. Professionalism, ethical codes and

the public interest

B Governance

1. Agency2. Stakeholder analysis and

organisational social responsibility3. Governance scope and approaches4. Reporting to stakeholders5. The board of directors6. Public sector governance

C Strategy

1. Concepts of strategy2. Environmental issues3. Competitive forces4. The internal resources, capabilities

and competences of an organisation5. Strategic choices

D Risk

1. Identification, assessment andmeasurement of risk

2. Managing, monitoring and mitigatingrisk

E Technology and data analytics

1. Cloud and mobile technology2. Big data and data analytics3. E- business: value chain4. IT systems security and control

F Organisational control and audit

1. Management and internal controlsystems

2. Audit and compliance

3. Internal control and managementreporting

G Finance in planning anddecision-making

1. Finance function2. Financial analysis and decision-

making techniques3. Cost and management accounting

H Innovation, performanceexcellence and changemanagement

1. Enabling success: organising2. Enabling success: disruptive

technologies3. Enabling success: talent

management4. Enabling success: performance

excellence5. Managing strategic change6. Innovation and change

management7. Leading and managing projects

I Professional skills

1. Communication2. Commercial acumen3. Analysis4. Scepticism5. Evaluation



11.Detailed study guide

A Leadership

1. Qualities of leadership

a) Explain the role of effectiveleadership and identify the keyleadership traits effective in thesuccessful formulation andimplementation of strategy andchange management.[3]

b) Apply the concepts ofentrepreneurship and‘intrapreuneurship’ to exploitstrategic opportunities and toinnovate successfully.[3]

c) Apply in the context of organisationgovernance and leadership qualities,the key ethical and professionalvalues underpinning governance.[3]

2. Leadership and organisationalculture

a) Discuss the importance ofleadership in defining and managingorganisational culture.[3]

b) Advise on the style of leadershipappropriate to manage strategicchange.[2]

c) Analyse the culture of anorganisation using the cultural web,to recommend suitable changes.[3]

d) Assess the impact of culture andethics on organisational purposeand strategy. [3}

3. Professionalism, ethical codesand the public interest

a) Evaluate organisational decisionsusing the Tucker 5 questionapproach.[2]

b) Describe and critically evaluate thesocial responsibility of accountantsacting in the public interest.[3]

c) Assess management behaviouragainst the codes of ethics relevantto accounting professionals includingthe IESBA (IFAC) or professionalbody codes.[3]

d) Analyse the reasons for and resolveconflicts of interest and ethicalconflicts in organisation.[3]

e) Assess the nature and impacts ofdifferent ethical threats andrecommend appropriate safeguardsto prevent or mitigate such threats.[3]

f) Recommend best practice forreducing and combating fraud,bribery and corruption to creategreater public confidence and trustin organisations.[3]

B Governance

1. Agency

a) Discuss the nature of the principal-agent relationship in the context ofgovernance.[3]

b) Analyse the issues connected withthe separation of ownership andcontrol over organisation activity.[3]

2. Stakeholder analysis and socialresponsibility

a) Discuss and critically assess theconcept of stakeholder power and



interest using the Mendelow modeland apply this to strategy andgovernance.[3]

b) Evaluate the stakeholders’ roles,claims and interests in anorganisation and how they mayconflict.[3]

c) Explain social responsibility andviewing the organisation as a‘corporate citizen’ in the context ofgovernance.[2]

3. Governance scope andapproaches

a) Analyse and discuss the role andinfluence of institutional investors ingovernance systems and structures,including the roles and influences ofpension funds, insurance companiesand mutual funds.[2]

b) Compare rules versus principlesbased approaches to governanceand when they may beappropriate.[3]

c) Discuss different models oforganisational ownership thatinfluence different governanceregimes (family firms versus jointstock company-based models) andhow they work in practice.[2]

d) Describe the objectives, content andlimitations of, governance codesintended to apply to multiple nationaljurisdictions.[2]

i) Organisation for economiccooperation and development(OECD) Report

ii) International corporategovernance network (ICGN)Global Governance Principles

(Note: Reference to specific versions ofthe above documents are not

included as they change periodicallyand only high level priniciples will beexamined)

4. Reporting to stakeholders

a) Discuss the factors that determineorganisational policies on reportingto stakeholders, includingstakeholder power and interests.[3]

b) Assess the role and value ofintegrated reporting and evaluate theissues concerning accounting forsustainability.[2]

c) Advise on the the guiding principles,the typical content elements and thesix capitals of an integrated report,and discuss the usefulness of thisinformation to stakeholders.[3].

d) Describe and assess the social andenvironmental impacts thateconomic activity can have (in termsof social and environmental‘footprints’ and environmentalreporting).[3]

e) Describe the main features ofinternal management systems forunderpinning environmental andsustainability accounting includingEMAS and ISO 14000.[2]

f) Examine how the audit of integratedreports can provide adequateassurance of the relevance andreliability of organisation reports tostakeholders.[2]

5. The board of directors

a) Assess the major areas oforganisational life affected by issuesin governance.[3]

i) duties of directors and functionsof the board (including setting aresponsible ‘tone’ from the top



and being accountable for theperformance and impacts of theorganisation)

ii) the composition and balance ofthe board (and boardcommittees)

iii) relevance and reliability oforganisation reporting andexternal auditing

iv) directors’ remuneration andrewards

v) responsibility of the board for riskmanagement systems andinternal control

vi) organisation social responsibilityand ethics.

b) Evaluate the cases for and against,unitary and two-tier boardstructures.[3]

c) Describe and assess the purposes,roles, responsibilities andperformance of Non-ExecutiveDirectors (NEDs).[3]

d) Describe and assess the importanceand execution of, induction andcontinuing professional developmentof directors on boards of directors.[3]

e) Explain the meanings of ‘diversity’and critically evaluate issues ofdiversity on boardsof directors.[3]

f) Assess the importance, rolespurposes and accountabilities of themain committees within the effectivegovernance:[3]

g) Describe and assess the generalprinciples of remunerating directorsand how to modify directors’behaviour to align with stakeholderinterests: [3]

h) Explain and analyse the regulatory,strategic and labour market issues

associated with determiningdirectors’ remuneration.[3]

6. Public sector governance

a) Compare and contrast public sector,private sector, charitable status andnon-governmental (NGO and quasi-NGOs) forms of organisation,including agency relationships,stakeholders’ aims and objectivesand performance criteria.[2]

b) Assess and evaluate the strategicobjectives, leadership andgovernance arrangements specificto public sector organisations ascontrasted with private sector.[3]

c) Explain democratic control, politicalinfluence and policy implementationin public sector organisations.[3]

d) Discuss obligations of the publicsector organisations to meet theeconomy, effectiveness, efficiency (3‘E’s) criteria and promote publicvalue.[3]

C Strategy

1. Concepts of strategy

a) Recognise the fundamental natureof strategy and strategic decisionswithin different organisationalcontexts.[2]

b) Explore the Johnson, Scholes andWhittington model for definingelements of strategic management –the strategic position, strategicchoices and strategy into action.[3]

2. Environmental issues

a) Assess the macro-environment of anorganisation using PESTEL.[3]



b) Assess the implications of strategicdrift.[3]

c) Evaluate the external key drivers ofchange likely to affect the structureof a sector or market.[3]

d) Explore, using Porter’s Diamond, theinfluence of national competitivenesson the strategic position of anorganisation.[3]

e) Prepare scenarios reflecting differentassumptions about the futureenvironment of an organisation.[3]

3. Competitive forces

a) Evaluate the sources of competitionin an industry or sector usingPorter’s five forces framework.[3]

b) Analyse customers and marketsincluding market segmentation.[2]

c) Apply Porter’s value chain to assistorgainsations to identify valueadding activities in order to createand sustain competitiveadvantage.[2]

d) Advise on the role and influence ofvalue networks.[3]

e) Evaluate the opportunities andthreats posed by the environment ofan organisation.[2]

4. The internal resources,capabilities and competences ofan organisation

a) Identify and evaluate anorganisations strategic capability,threshold resources, thresholdcompetences, unique resources andcore competences.[3]

b) Discuss the capabilities required tosustain competitive advantage.[2]

c) Discuss the contribution oforganisational knowledge to thestrategic capability of anorganisation.[2]

d) Identify and evaluate the strengthsand weaknesses of an organisationand formulate an appropriate SWOTanalysis.[2]

5. Strategic choices

a) Assess the suitability, feasibility andacceptability of different strategicoptions to an organisation.[3]

b) Assess the opportunities andpotential problems of pursuingdifferent organisation strategies ofproduct/market diversification from anational, multinational and globalperspective.[3]

c) Advise on how the 7 ‘P’s, includingprice-based strategies,differentiation and lock-in can helpan organisation sustain itscompetitive advantage.[3]

d) Apply the Boston Consulting Group(BCG) and public sector matrixportfolio models to assistorganisation in managing theirorganisational portfolios.[3]

e) Recommend generic developmentdirections using the Ansoff matrix.[2]

f) Assess how internal development, orbusiness combinations, strategicalliances and partnering can be usedto achieve business growth3 .[3]



D Risk

1. Identification, assessment andmeasurement of risk

a) Discuss the relationship betweenorganisational strategy and riskmanagement strategy.[3]

b) Develop a framework for riskmanagement and establish riskmanagement systems.[2]

c) Identify and evaluate the key risksand their impact on organisationsand projects.[3]

d) Distinguish between strategic andoperational risks.[2]

e) Assess attitudes towards risk andrisk appetite and how this can affectrisk policy.[2]

f) Discuss the dynamic nature of riskand the ways in which risk varies inrelation to the size, structure anddevelopment of an organisation

g) Recognise and analyse the sectoror industry specific nature of manyorganisation risks.[2]

h) Assess the severity and probabilityof risk events using suitablemodels.[2]

i) Explain and assess the ALARP (aslow as reasonably practicable)principle in riskassessment and how this relates toseverity and probability.[3]

j) Explain and evaluate the conceptsof related and correlated riskfactors.[3]

2. Managing, monitoring andmitigating risk

a) Explain and assess the role of a riskmanager

b) Evaluate a risk register and use heatmaps when identifying or monitoringrisk.[3]

c) Describe and evaluate the conceptof embedding risk in anorganisation’s culture and values.[3]

d) Explain and analyse the concepts ofspreading and diversifying risk andwhen this would be appropriate.[2]

e) Explain, and assess the importanceof, risk transfer, avoidance,reduction and acceptance (TARA).[3]

f) Explain and assess the benefits ofincurring or accepting some risk aspart of competitively managing anorganisation organisation.[3]

E Technology and dataanalytics

1. Cloud and mobile technology

a) Discuss from a strategic perspectivethe need to explore opportunities foradopting new technologies such ascloud and mobile technology withinan organisation.[3]

b) Discuss key benefits and risks ofcloud and mobile computing.[2]

c) Assess and advise on using thecloud as an alternative to ownedhardware and software technologyto support organisation informationsystem needs.[3]



2. Big data and data analytics

a) Discuss how information technologyand data analysis can effectively beused to inform and implementorganisation strategy.[3]

b) Describe big data and discuss theopportunities and threats big datapresents to organisations.[2]

c) Identify and analyse relevant datafor decisions about new productdevelopments, marketing andpricing.[3]

3. E- business: value chain

a) Discuss and evaluate the mainorganisation and market models fordelivering e-business.[3]

b) Assess and advise on the potentialapplication of information technologyto support e- business.[3]

c) Explore the characteristics of themedia of e-marketing using the 6 ’I’sof Interactivity, Intelligence,Individualisation, Integration,Industry structure and Independenceof location.[2]

d) Assess the importance of on-linebranding in e-marketing andcompare it with traditionalbranding.[2]

e) Explore different methods ofacquiring and managing suppliersand customers through exploiting e-business technologies.[2]

4. IT systems security and control

a) Discuss from a strategic perspectivethe continuing need for effectiveinformation systems control withinan organisation.[3]

b) Assess and advise on the adequacyof information technology andsystems security controls for anorganisation.[3]

c) Evaluate and recommend ways topromote cyber security.[3]

d) Evaluate, and if necessary,recommend improvements orchanges to controls over thesafeguard of information technologyassets, to ensure the organisation’sability to meet business objectives.[3]

F Organisational control andaudit

1. Management and internal controlsystems

a) Evaluate the key components orfeatures of effective internal controlsystems.[3]

b) Assess the need for adequateinformation flows to management forthe purposes of the management ofinternal control and risk.[3]

c) Evaluate the effectiveness andpotential weaknesses of internalcontrol systems.[3]

d) Discuss and advise on theimportance of sound internal controland compliance with legal andregulatory requirements and theconsequences to an organisation ofpoor control and non-compliance.[2]

e) Recommend new internal controlsystems or changes to thecomponents of existing systems tohelp prevent fraud, error or waste.[2]



2. Audit and compliance

a) Examine the need for an internalaudit function in the light ofregulatory and organisationalrequirements.[3]

b) Justify the importance of auditorindependence in all client-auditorsituations (including internal audit)and the role of internal audit incompliance.[3]

c) Respond credibly to requests andenquiries from internal or externalauditors.[3]

d) Justify the importance of having aneffective internal audit committeeoverseeing the internal auditfunction.[2]

e) Assess the appropriate responses toauditors’ recommendations.[3]

3. Internal control and managementreporting

a) Justify the need for reports oninternal controls to shareholders.[3]

b) Discuss the typical contents of areport on internal control and audit.[2]

c) Assess how internal controlsunderpin and provide information forreliable financial reporting.[3]

G Finance in planning anddecision-making

1. Finance function

a) Explain the relationship between anorganisation’s financial objectivesand its business strategy.[2]

b) Discuss how advances ininformation technology has

transformed the finance function andthe role of the finance professional.[2]

c) Evaluate alternative structures forthe finance function using businesspartnering, outsourcing and sharedor global business services.[3]

2. Financial analysis and decision-making techniques

a) Determine the overall investmentrequirements of the organisation.[2]

b) Assess the suitability, feasibility andacceptability of alternative sourcesof short and long term finance,including initial coin offerings (ICO),available to the organisation tosupport strategy and operations.[3]

c) Review and justify on decisions toselect or abandon competinginvestments or projects applyingsuitable investment appraisaltechniques.[3]

d) Justify strategic and operationaldecisions taking into account riskand uncertainty.[3]

e) Assess the broad financial reportingand tax implications of takingalternative strategic or investmentdecisions.[2]

f) Assess organisation performanceand position using appropriateperformance managementtechniques, key performanceindicators (KPIs) and ratios.[3]

3. Cost and management accounting

a) Discuss from a strategic perspective,the continuing need for effective costmanagement and control systemswithin organisations.[3]



b) Evaluate methods of forecasting,budgeting, standard costing andvariance analysis in support ofstrategic planning and decisionmaking.[3]

c) Evaluate strategic options usingmarginal and relevant costingtechniques.[3]

H Innovation, performanceexcellence and changemanagement

1. Enabling success: organising

a) Advise on how an organisationstructure and internal relationshipscan be re-organised to deliver aselected strategy.[3]

b) Advise on the implications ofcollaborative working andpartnering, such as franchising,organisation process outsourcing,shared services and global businessservices.[3]

2. Enabling success: disruptivetechnology

a) Identify and assess the potentialimpact of disruptive technologiessuch as Fintech, includingcryptocurrencies and blockchain.[3]

b) Assess the impact of new product,process,and service developmentsand innovation in supportingorganisation strategy.[2]

3. Enabling success: talentmanagement

a) Discuss how talent management cancontribute to supporting organisationstrategy.[3]

b) Assess the value of the four view(POPIT – people, organisation,processes and informationtechnology) model to the successfulimplementation of organisationchange.[3]

4. Enabling success: performanceexcellence

a) Apply the Baldrige model for worldclass organisations to achieve andmaintain business performanceexcellence.[3]

b) Assess and advise on how anorganisation can be empowered toreach its strategic goals, improve itsresults and be more competitive.[3]

5. Managing strategic change

a) Apply Explore different types ofstrategic change and theirimplications.[2]

b) Analyse the culture of anorganisation using Balogun andHope Hailey’s contextual features.[3]

c) Manage change in the organisationusing Lewin’s three stage model.[2]

6. Managing Innovation and changemanagement

a) Evaluate the effectiveness of currentorganisational processes.[3]

b) Establish an appropriate scope andfocus for organisation processchange using Harmon’s process-strategy matrix.[3]

c) Establish possible redesign optionsfor improving the current processesof an organisation.[2]



d) Assess the feasibility of possibleredesign options.[3]

e) Recommend an organisationprocess redesign methodology foran organisation.[2]

7. Leading and managing projects

a) Determine the distinguishingfeatures of projects and theconstraints they operate in.[2]

b) Discuss the implications of the tripleconstraint of scope, time and cost.[2]

c) Prepare a business case documentand project initiation document.[2]

d) Analyse, assess and classify thecosts and benefits of a projectinvestment.[3]

e) Establish the role andresponsibilities of the projectmanager and the project sponsor.[2]

f) Assess the importance ofdeveloping a project plan and its keyelements.[3]

g) Monitor and formulate responses fordealing with project risks, issues,slippage and changes.[2]

h) Discuss the benefits of a post-implementation and a post-projectreview.[2]

I Professional skills

1. Communication

a) Inform concisely, objectively, andunambiguously, while beingsensitive to cultural differences,using appropriate media andtechnology.[3]

b) Persuade using compelling andlogical arguments demonstrating theability to counter argue whenappropriate.[3]

c) Clarify and simplify complex issuesto convey relevant information in away that adopts an appropriate toneand is easily understood by theintended audience.[3]

2. Commercial acumen

a) Demonstrate awareness oforganisational and wider externalfactors affecting the work of anindividual or a team in contributing tothe wider organisational objectives.[3]

b) Use judgement to identify keyissues in determining how toaddress or resolve problems and inproposing and recommending thesolutions to be implemented.[3]

c) Show insight and perception inunderstanding work-related andorganisational issues, including themanagement of conflict,demonstrating acumen in arriving atappropriate solutions or outcomes.[3]

3. Analysis

a) Investigate relevant informationfrom a wide range of sources, usinga variety of analytical techniques toestablish the reasons and causes ofproblems, or to identify opportunitiesor solutions.[3]

b) Enquire of individuals or analyseappropriate data sources to obtainsuitable evidence to corroborate ordispute existing beliefs or opinionand come to appropriateconclusions.[3]



c) Consider information, evidence andfindings carefully, reflecting on theirimplications and how they can beused in the interests of thedepartment and wider organisationalgoals.[3]

4. Scepticism

a) Probe deeply into the underlyingreasons for issues and problems,beyond what is immediatelyapparent from the usual sources andopinions available.[3]

b) Question facts, opinions andassertions, by seeking justificationsand obtaining sufficient evidence fortheir support and acceptance.[3]

c) Challenge information presented ordecisions made, where this is clearlyjustified, in a professional andcourteous manner; in the widerprofessional, ethical, organisational,or public interest.[3]

5. Evaluation

a) Assess and use professionaljudgement when consideringorganisational issues, problems orwhen making decisions; taking intoaccount the implications of suchdecisions on the organisation andthose affected.[3]

b) Estimate trends or make reasonedforecasts of the implications ofexternal and internal factors on theorganisation, or of the outcomes ofdecisions available to theorganisation.[3]

c) Appraise facts, opinions andfindings objectively, with a view tobalancing the costs, risks, benefitsand opportunities, before making or

recommending solutions ordecisions.[3]



Summary of changes to Strategic Business Leader (SBL)

ACCA periodically reviews its qualification syllabuses so that they fully meet the needs ofstakeholders such as employers, students, regulatory and advisory bodies and learning providers.

The main areas of change to the syllabus are summarised in the table below.

Section and subject area Syllabus content

C5 Strategic choices f) Assess how internal development, or

business combinations, strategicalliances and partnering can be used toachieve business growth3

G2 Financial analysis anddecision-making techniques

b) Assess the suitability, feasibility andacceptability of alternative sources ofshort and long term finance, includinginitial coin offerings (ICO), available tothe organisation to support strategyand operations.[3]

. H1 Enabling success: organising b) Advise on the implications ofcollaborative working and partnering,such as franchising, organisationprocess outsourcing, shared servicesand global business services.[3]

H2 Enabling success: disruptivetechnology

a) Identify and assess the potentialimpact of disruptive technologies suchas Fintech, including cryptocurrenciesand blockchain.[3]

B3 Governance scope andapproaches

d) Describe the objectives, content andlimitations of, governance codesintended to apply to multiple nationaljurisdictions [2]

i) Organisation for economiccooperation and development(OECD) Report

ii) International corporategovernance network (ICGN)

Global Governance Principles

(Note: Reference to specific versions ofthe above documents are notincluded as they change periodicallyand only high level priniciples will beexamined )

Strategic Business Leader (SBL)...answers, just as they would use these tools in the workplace. These assessment methods allow ACCA to focus on testing students’ technical and application

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