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It explains the professional skills required, including communication, commercial acumen, analysis, scepticism and evaluation, and links them to how leaders should approach business situations. 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exam ........................................................................................ 1  \nChapter 2 Concepts of strategy......................................................................................................7  \nChapter 3 Strategic analysis......................................................................................................... 13  \nChapter 4 Performance analysis .................................................................................................. 19  \nChapter 5 Strategic choice ...........................................................................................................23  \nChapter 6 Methods of strategic development...............................................................................29  \nChapter 7 Governance general principles ....................................................................................33  \nChapter 8 Approaches to governance..........................................................................................43  \nChapter 9 Stakeholders and corporate social responsibility ........................................................47  \nChapter 10 Effective leadership......................................................................................................51  \nChapter 11 The board of directors .................................................................................................57  \nChapter 12 Reporting to stakeholders............................................................................................67  \nChapter 13 Management internal control systems and reporting ..................................................77  \nChapter 14 Audit and compliance ..................................................................................................87  \nKAPLAN PUBLISHING  \nP.3  \nchapter  \n1  \nIntroduction to the SBL exam  \nIn this chapter  \n• Overview.  \n• Being a leader.  \n• Thinking strategically.  \n• Communication.  \n• Commercial acumen.  \n• Analysis.  \n• Scepticism.  \n• Evaluation.  \n1  \nIntroduction to the SBL exam  \nOverview  \n2 KAPLAN PUBLISHING  \nProfessional skills  \nCommunication Commercial acumen Analysis  \nScepticism Evaluation  \nBeing a leader  \nAs a leader, you are expected to be able to analyse a business situation and provide and implement appropriate, effective and sustainable solutions.  \nThis means that you can  \n• be clear and focussed, identifying the key issues in any situation  \n• analyse and address ethical concerns  \n• use technical models and quantitative analysis to draw out key issues, establish causality and integrate a wide range offactors into a coherent argument  \n• make recommendations that meet the needs of users and are‘fit for purpose’.  \nThinking strategically  \nHaving a strategic perspective means that you can do the following:  \n• Take a long term perspective.  \n• Look at the whole organisation as well as individual products /divisions / SBUs.  \n• Set the direction of the whole organisation and integrate its activities.  \n• Consider the views of all stakeholders, not just shareholders.  \n• Analyse the organisation’s resources and define resource requirements.  \n• Relate the organisation to its environments.  \n• Look at gaining a sustainable competitive advantage.  \nKAPLAN PUBLISHING 3  \nIntroduction to the SBL exam  \nCommunication Commercial acumen  \nSyllabus spec  \n(a) Inform concisely, objectively, and unambiguously, while being sensitive to cultural differences, using appropriate media and technology.  \n(b) Persuade using compelling and logical arguments demonstrating the ability to counter argue when appropriate.  \n(c) Clarify and simplify complex issues to convey relevant information in a way that adopts an appropriate tone and is easily understood by the intended audience.  \nIn summary, this means you have to express yourself","cbCaihG2o5kafZg3","https://ap.wps.com/l/cbCaihG2o5kafZg3","pdf",271659,"English","# Contents\n## Chapter 1 Introduction to the SBL exam\n## Chapter 2 Concepts of strategy\n## Chapter 3 Strategic analysis\n## Chapter 4 Performance analysis\n## Chapter 5 Strategic choice\n## Chapter 6 Methods of strategic development\n## Chapter 7 Governance general principles\n## Chapter 8 Approaches to governance\n## Chapter 9 Stakeholders and corporate social responsibility\n## Chapter 10 Effective leadership\n## Chapter 11 The board of directors\n## Chapter 12 Reporting to stakeholders\n## Chapter 13 Management internal control systems and reporting\n## Chapter 14 Audit and compliance","[{\"question\":\"What professional skills does the SBL exam preparation emphasize at the start of the chapter?\",\"answer\":\"The chapter emphasizes communication, commercial acumen, analysis, scepticism, and evaluation as key professional skills.\"},{\"question\":\"What does being a leader mean in the context of the SBL exam?\",\"answer\":\"It means analyzing business situations and providing, implementing, and sustaining appropriate solutions by identifying key issues, addressing ethical concerns, using technical models and quantitative analysis, and making fit-for-purpose recommendations.\"},{\"question\":\"How is strategic thinking described for SBL candidates?\",\"answer\":\"Strategic thinking involves taking a long-term view, considering the whole organisation and its parts, integrating activities and direction, accounting for all stakeholders, analyzing resources and environments, and aiming for sustainable competitive advantage.\"}]","ACCA Strategic Business Leader (SBL) Pocket Notes - Chapter 1 Introduction to the SBL exam | PDF",18]