Strategy

From Plan to Results

Turn strategy into goals, roles and a follow-up rhythm everyone can see.

A scene from the case discussion

What you will be able to do.

  • 01

    Turn a strategic choice into three or four measurable goals.

  • 02

    Cascade goals to units and roles without conflict.

  • 03

    Design a scorecard that shows progress, not busyness.

  • 04

    Set a monthly and quarterly review rhythm that corrects course.

  • 05

    Direct budget and time to the plan's priorities.

  • 06

    Decide when to adjust a stalled plan and when to stop it.

Who it is for.

Anyone who owns a decision at work and wants to make it on clearer ground.

  • Early career

    Building a professional base

    Learn the language and tools of business before you need them.

  • New manager

    Taking charge of a team for the first time

    Move from doing the work to owning its results.

  • Owner

    Running a business of your own

    Give your daily decisions a clear frame.

A slot for a real learner's view of this course, with consent.

Learner name (draft)Role and organisation

  • 00%

    More confidence leading

    A figure from a real survey, when there is one.

  • 00%

    Skills applied at work

    A figure from a real survey, when there is one.

  • 00%

    Effect on career

    A figure from a real survey, when there is one.

What you earn.

The syllabus.

4 modules and about 36 hours.

Module 1 · 9 hDiagnosing the execution gap

You read the case of a services firm with a good strategy it never carried out, name the causes of the gap, whether vague goals, clashing roles or no follow-up, then diagnose your own plan.

Module 2 · 9 hFrom strategy to goals and roles

You convert strategy into quarterly goals, give each goal one owner and one measure, and build a role matrix that ends overlap between departments.

Module 3 · 9 hThe scorecard and the follow-up rhythm

You design a scorecard of 12 measures at most, set a calendar of weekly, monthly and quarterly reviews, and practise running a review meeting that surfaces problems early.

Module 4 · 9 hCorrecting course and bringing people along

In the case of a delayed project you decide whether to adjust or stop the plan, write the message that explains the change, and hand in a 100-day execution plan for your own project.

Upcoming cohorts.

Upcoming cohorts
StartsPay byPriceTime
11 Jan 20279 Jan 20274,900 SAR6 weeks · 6 h a week (about 36 h)
22 Feb 202720 Feb 20274,900 SAR6 weeks · 6 h a week (about 36 h)
5 Apr 20273 Apr 20274,900 SAR6 weeks · 6 h a week (about 36 h)

Dates and prices are drafts.

Taught by aali's faculty.

Teachers' names and photos are added once confirmed.

  • Faculty member (draft)Strategy
  • Faculty member (draft)Strategy
  • Faculty member (draft)Strategy

How you learn here.

  • Hands-on

    Something to do every few minutes

    Short questions and exercises keep you working, not just watching.

  • Peers

    A cohort learning beside you

    You discuss the same case and disagree about it.

  • Cases

    Real companies, real decisions

    Put yourself in the seat of the person who decided.

Common questions.

When does access start?

For cohort courses on the start date; for on-demand courses as soon as payment is complete.

How much time do I need each week?

About 6 hours a week. The details are in the course summary.

Do I need prior experience?

No. Willingness to learn is enough.

What do I get when I finish?

An aali certificate of completion you can add to your CV. We claim no degree and no accreditation.

Can my employer pay for me?

Yes. See the employer reimbursement guide.

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