Revenue slows, costs rise. Which do you solve first?
Instinct and experience carried you here. Right now the reasoning lives in your own head, defended in meetings rather than shown, while the people who must act on it wait — and the role does not pause so you can step out and learn how to lead it.
Across 6 months you take that one decision, from your own responsibility, and work it into a written action plan your team can act on: 6 training days across 3 scheduled sessions, one-to-one coaching and an applied business project, inside your own organisation, while you stay in your role. The frameworks and working templates stay with you.
From carrying the decision alone to leading it.
Both states are things you do, not things that happen to you. 6 training days across 3 scheduled sessions; the applied work happens in your organisation between them.
You define the decision as a problem and test it against the frameworks and a coach.
You apply what you tested to the issue you brought, and bring back what happened.
You weigh the options against the evidence, with faculty and coaches reviewing your reasoning.
You carry the decision back into your role and test it there before the plan is finished.
You complete the plan: decisions, actions, owners and measures, ready for faculty review.
You submit the written action plan, with decisions, actions, owners and measures, for faculty review. The frameworks and working templates stay with you after the 6 months end.
Seven disciplines, used as one decision process.
Each discipline is a distinct lens. Used together, the seven lenses provide a defined process for reading complexity and testing a decision.
Trace the wider system
Examine causes, dependencies and likely consequences before deciding.
Trace how incentives, information flows and delays combine to produce the result.
Test the foundations
Separate verified constraints from assumptions, then build options from the evidence.
Separate verified constraints from inherited assumptions before building an answer.
Combine analysis and invention
Develop options that balance strategic logic, user needs and practical constraints.
Use analysis and creative exploration together when one mode cannot resolve the problem.
Structure complexity
Organise complex information into a decision that can be explained and acted upon.
Apply a repeatable structure to define the question, evidence, options and decision criteria.
Review five perspectives
Evaluate each decision through five defined business perspectives.
Review the decision through five defined perspectives before committing resources.
Connect strategy to delivery
Use Draw, Drive, Define and Deliver as one coherent planning process.
Connect direction, drivers, definition and delivery in one strategy process.
Connect people and business
Consider human capability, innovation and commercial requirements together.
Evaluate people, capital, customers and growth as parts of the same operating system.
From a well-framed question to measurable value.
The F.A.S.T. sequence connects problem framing, questions, options, solutions and value. Each stage produces the input required by the next. Right Questions is where you choose the question that serves the people the decision affects — real leadership is servant leadership: it is measured by the people it serves.
Leadership capabilities you can apply at work.
The method develops decision capabilities; business outcomes depend on the participant’s evidence, choices and execution.
Structured decisions
Define the problem, evidence, assumptions, options and decision criteria before committing.
System-level analysis
Trace second-order effects across customers, people, economics and execution.
Action under uncertainty
Use a framework to identify what is known, what requires testing and which decision cannot wait.
Visible reasoning
Document how a decision was reached so teams can review, align and execute.
Learned by doing, across 6 months.
The programme uses cohort-based workshops, coaching and an applied business project to connect professional learning with immediate workplace application. Assessment is the written action plan reviewed by faculty; there is no traditional thesis or examination.
Live framework workshops
Faculty introduce each discipline, demonstrate its use and guide participants through applied cases.
Facilitated coaching
Coaching reviews how you frame the problem, use evidence and translate the framework into action.
Applied business project
You use the frameworks to develop a transformation plan for your own organisation.
The Executive MBA on Future Ready Business Leadership is awarded and endorsed by CMI. Successful participants are awarded a CMI Certificate of Recognition. It is non-academic, not an MQA-accredited academic degree or a regulated qualification. The certificate documents completion of management and leadership development recognised against CMI's Professional Standard and can be listed on a professional profile. It does not guarantee promotion, employment, salary progression or any other career outcome.
Contact the programme team before the session. ABC records the approved catch-up method in writing: video access or attendance in a named later cohort.
Discuss the decision you are carrying right now.
Tell the team the decision or business issue you are weighing, and choose a call, online meeting, in-person meeting or email. The programme team will answer questions about suitability, dates, fees, recognition and employer-led HRD Corp funding. An enquiry does not commit you to enrol or pay.
- →Say what you are trying to change at work
- →Choose how the team should contact you
- →Confirm programme fit, available dates and the exact fee
- →Decide your next step after receiving the information
Roy Affandi · Programme Coordinator · +60 12-981 8533 · support@futurereadymba.com