Yes. This is a competence-based NVQ assessed through workplace evidence.

Do I need to be employed?

You need a suitable workplace role (employed or otherwise) where you can generate the required evidence.

Business and Customer Service

Level 7 NVQ Diploma in Strategic Management and Leadership

Confirms competence in developing strategy, executing business plans and providing organisation-wide leadership.

Overview

The Level 7 NVQ Diploma in Strategic Management and Leadership is a competence-based qualification for senior managers and leaders who influence the direction, performance and long-term development of an organisation.

It confirms the ability to translate organisational purpose and strategic priorities into workable business plans. Mandatory competence includes preparing a strategic business plan, putting that plan into operation and providing the leadership needed to achieve organisational objectives.

The qualification is applicable across private, public and voluntary-sector organisations. It is not restricted to a particular industry, department or type of employer. Evidence must, however, relate to genuine senior-level responsibilities and decisions within an appropriate organisational context.

As a work-based qualification, it assesses what the learner knows and what they can do in practice. Learners are expected to use authentic strategic plans, implementation records, performance information, stakeholder communications and other workplace evidence.

For employers, the qualification provides structured evidence that a senior leader can plan strategically, allocate responsibility and resources, monitor organisational performance and respond to changing circumstances.

Who It’s For

This qualification is primarily intended for practising senior managers, directors and organisational leaders. It can also suit someone moving into senior management, provided their role gives them sufficient access to genuine strategic responsibilities.

Relevant senior leadership roles

Suitable roles may include:

Chief executive or managing director
Operations director
Finance director
Programme director
Divisional or regional director
Vice president
Head of strategy or organisational development
Head of department or business function
Strategic programme or portfolio manager
Senior public-sector or voluntary-sector manager
Principal or senior education leader
Business owner with organisation-wide strategic responsibility

The job title alone does not determine suitability. The learner’s actual authority, influence and responsibilities must allow them to demonstrate the qualification’s assessment criteria.

Required level of responsibility

Learners normally need responsibility for activities such as:

Contributing to or determining organisational strategy
Developing an organisation-wide or business-unit strategic plan
Setting strategic objectives and performance measures
Allocating significant financial, human or operational resources
Delegating strategic responsibilities to other managers
Leading organisational change or transformation
Reporting performance to a board, governing body, owners or senior stakeholders
Evaluating business performance, workforce performance and organisational impact
Influencing organisational culture, structures, policies or operating processes

A role limited to supervising routine work or delivering objectives set entirely by other people is unlikely to provide sufficient evidence.

Suitable organisational settings

Evidence may come from commercial businesses, public services, charities, educational institutions, professional practices or other organisations. Small-business directors may also be suitable where their responsibilities include strategic planning, resource decisions, risk management and organisation-wide leadership.

Learning Outcomes

Every successful learner must demonstrate the central strategic planning, implementation and leadership outcomes contained in the mandatory units. Additional outcomes depend on the optional units selected.

The qualification confirms the ability to:

Evaluate strategic planning theories, organisational priorities and resource-management principles.
Develop a comprehensive strategic business plan aligned with organisational purpose, vision and values.
Prioritise strategic objectives and identify programmes capable of delivering them.
Determine current and future financial, human and operational resource requirements.
evaluate implementation options through risk analysis, investment appraisal and cost-benefit considerations.
Establish meaningful performance indicators and evaluation criteria.
Ensure strategic plans address products or services, quality, people, finance and marketing.
Align organisational structures, processes, policies and supply-chain arrangements with strategic objectives.
Communicate strategic plans and secure appropriate stakeholder support.
Delegate strategic responsibilities to people with suitable authority and accountability.
Allocate resources according to organisational priorities.
Monitor implementation and take timely corrective action when problems arise.
Evaluate the success or failure of strategic initiatives against agreed measures.
Provide leadership during organisational change and periods of market uncertainty.
Align operational and financial activity with strategic goals.
Motivate and engage people to improve organisational performance.
Benchmark performance and identify improvements in leadership, operations and organisational impact.
Develop further competence in selected areas such as governance, finance, workforce strategy, risk, quality, technology, collaboration or strategic marketing.

Mandatory Units

All three mandatory units must be completed. Together, they assess the complete cycle of developing a strategic business plan, implementing it and providing the leadership needed to achieve organisational objectives.

Evaluate strategic planning theories and models appropriate to the organisation.
Analyse resource-management principles and their effect on strategic decisions.
Evaluate capital investment appraisal principles when considering strategic proposals.
Determine the role of stakeholders and involve them appropriately in plan development.
Prioritise strategic objectives in line with organisational vision and values.
Identify programmes and activities capable of achieving the agreed objectives.
Develop plans addressing identified and foreseeable strategic risks.
Determine current and future resource requirements.
Assess the costs and benefits of alternative implementation approaches.
Develop policies that support the strategy, vision and intended outcomes.
Set meaningful, realistic performance indicators and evaluation criteria.
Ensure the plan addresses products or services, quality, human resources, finance and marketing.
Confirm that organisational structures and processes can support delivery.
Plan for supply-chain requirements, interdependencies and potential areas of friction.
Address relevant legal and ethical requirements.
Present the business plan clearly and obtain stakeholder support.

Analyse empowerment, authority, responsibility, accountability and delegation within different organisational structures.
Evaluate centralised and decentralised approaches to strategic decision-making.
Assess the role of change management in strategy execution.
Analyse the application of business process re-engineering.
Evaluate project-management techniques for monitoring strategic implementation.
Select appropriate tools for monitoring strategic performance.
Evaluate the strengths and limitations of different evaluation methods.
Develop or refine the vision and objectives expressed through the strategic business plan.
Delegate implementation responsibilities to appropriately authorised people.
Allocate resources according to strategic priorities.
Monitor implementation against the evaluation plan, performance indicators and agreed criteria.
Take prompt and proportionate action when delivery problems arise.
Justify the approach used to evaluate the plan.
Evaluate strategic success against the agreed measures.
Identify the reasons for successful and unsuccessful outcomes.
Assess whether organisational structure remains compatible with the strategy.

Assess how corporate strategy and organisational development affect structures and workforce composition.
Evaluate how strategic choices influence organisational culture, leadership and direction.
Evaluate the role of strategic leadership during significant change and turbulent market conditions.
Analyse the suitability of different leadership styles for providing strategic direction.
Evaluate the influence and organisational implications of empowerment.
Assess how leadership styles affect strategic decisions.
Align business processes with strategic goals.
Evaluate the impact of operational and financial strategies on internal and external stakeholders.
Apply strategies that motivate employees and improve performance.
Evaluate tools and processes used to measure organisational and workforce performance.
Benchmark organisational performance against relevant competitors or comparable organisations.
Evaluate employee engagement and employee-relations strategies.
Assess the organisation’s environmental and social impact.
Identify improvements to operational performance and the leadership of people.
Identify improvements to social and environmental strategies.

Optional Units

Learners select a qualifying combination from the optional units below. They do not complete every optional unit.

The selection must include sufficient achievement at Level 7 and comply with the approved qualification structure. The chosen units should reflect the learner’s genuine responsibilities and the evidence available from their role. There are no separate named pathways, but the optional structure allows emphasis on areas such as governance, finance, people, risk, improvement, technology or markets.

Analyse the scope of strategy and its relationship with other business functions.
Evaluate environmental scanning, scenario planning and economic forecasting techniques.
Analyse strategic decision-making tools, perspectives and planning theories.
Assess the relationship between strategic analysis and strategic choice.
Evaluate political, economic, social, technological, legal, ethical and environmental influences.
Analyse competitors, stakeholder interests and market potential.
Model alternative scenarios for the organisation’s intended market position.
Formulate a strategic vision that reflects the operating environment and stakeholder expectations.
Align the vision with organisational purpose, values and long-term goals.
Define stakeholder roles in strategy development.
Benchmark the organisation’s market position and stage of development.
Identify sources of competitive advantage.
Develop a viable strategy and evaluate suitable delivery models.
Assess whether existing structures and processes can deliver the strategy.

Analyse different types and degrees of compliance and non-compliance.
Evaluate the seriousness and organisational consequences of governance failures.
Assess how organisational structure and culture influence attitudes towards compliance.
Compare governance models and their organisational implications.
Analyse the roles and responsibilities of governing-body members.
Evaluate statutory reporting and other legal or regulatory requirements.
Distinguish between legislation, regulation and codes of practice.
Assess individual and corporate responsibility for non-compliance.
Evaluate the principles and implications of good governance.
Analyse the organisation’s legal, regulatory, ethical and social governance requirements.
Establish controls that support probity and responsible organisational conduct.
Address conflicting stakeholder interests when establishing governance arrangements.
Evaluate compliance and take proportionate action when shortcomings are identified.

Analyse the scope and effects of organisational culture.
Evaluate theories and models used to explain organisational cultures and subcultures.
Analyse the drivers that shape values, behaviour and workplace expectations.
Assess ethical dimensions of culture and organisational decision-making.
Evaluate the role of communication in cultural development and change.
Characterise the organisation’s existing culture, subcultures and values.
Identify factors that could strengthen or undermine the desired culture.
Assess how culture affects business performance and market position.
Develop a vision, strategy and structures for influencing culture and values.
Use leadership, interpersonal and communication skills to support positive cultural change.

Analyse the development of strategic human-resource management theories.
Assess the organisation’s current and future skills requirements.
Evaluate the strategic implications of workforce planning and recruitment decisions.
Use appropriate planning tools to forecast workforce requirements.
Ensure plans address the required mix of skills, knowledge and workforce flexibility.
Evaluate the contribution of workforce planning to organisational success.
Benchmark retention and turnover against internal and relevant external information.
Identify strengths, weaknesses and shortfalls within the workforce skill mix.
Evaluate factors affecting employee turnover.
Review how policies, working practices and benefits influence retention.
Develop a human resources strategy aligned with business objectives and priorities.
Analyse the contribution of employee engagement.
Evaluate the effectiveness of the strategy and recommend improvements.

Evaluate different methods of raising finance.
Apply suitable financial decision-making techniques and tools.
Analyse the requirements and influences affecting investment appraisal.
Evaluate constraints on raising finance.
Assess the factors influencing the organisation’s capacity to obtain funding.
Calculate activity and overhead costs associated with strategic objectives.
Compare delivery options against agreed financial and strategic criteria.
Prepare a business case covering objectives, benefits, methods, timescales, costs and assumptions.
Incorporate risks, contingencies and evaluation arrangements into the business case.
Obtain relevant stakeholder support.
Select a source of finance by considering its terms, risks and wider business implications.
Agree appropriate funding terms and contractual conditions within the learner’s authority.

Analyse the organisational value of knowledge management.
Evaluate different knowledge-management models and approaches.
Assess how employees and managers contribute to knowledge strategy.
Evaluate knowledge as a strategic organisational asset.
Analyse frameworks for creating, sharing and transferring knowledge.
Evaluate push and pull approaches to knowledge distribution.
Assess the use of technology in knowledge management.
Identify opportunities to create, develop, share and transfer knowledge.
Ensure the strategy identifies and protects business-critical knowledge.
Address barriers and risks affecting knowledge creation and sharing.
Establish standards, processes and protocols for knowledge management.
Implement arrangements that protect intellectual property from unauthorised use.
Evaluate whether information and communication systems can meet current and future needs.
Select appropriate technologies and suppliers within security and resource constraints.
Encourage managers to model effective knowledge-management practices.

Define the scope of quality within the organisation.
Distinguish between quality management, assurance, control and improvement.
Evaluate approaches to quality management and their underlying principles.
Analyse the development of quality-management practice.
Evaluate the requirements of relevant quality standards.
Determine the intended scope of the quality strategy.
Develop a strategy capable of assuring and controlling work to agreed standards.
Specify standards, processes and protocols that support consistent quality.
Evaluate how technology can support different quality-management purposes.
Implement systems and procedures for monitoring standards.
Evaluate whether current systems can meet existing and predicted quality needs.
Select suitable technologies and suppliers within organisational constraints.

Define continuous improvement and its relationship with other organisational systems.
Distinguish between continuous and continual improvement.
Evaluate improvement approaches and the principles supporting them.
Assess the implications of employee involvement in improvement activity.
Determine the appropriate scope of a continuous improvement strategy.
Develop a strategy capable of evaluating business performance and identifying improvements.
Establish valid performance measures.
Establish systems for collecting and assessing performance information.
Encourage employees to propose improvements.
Implement systems and procedures for measuring performance.
Benchmark results against historical information and comparable organisations.
Feed learning and organisational knowledge into knowledge-management arrangements.
Ensure implemented improvements remain aligned with business objectives and values.

Analyse standards and models relating to business risk management.
Identify factors influencing different categories of organisational risk.
Evaluate the relationship between risk management, business continuity and crisis management.
Evaluate scenario-planning and crisis-management models.
Analyse methods for determining risk likelihood and potential impact.
Evaluate risk-monitoring techniques.
Define suitable risk-governance structures, ownership and accountability.
Review the continuing effectiveness of risk strategy, policy and criteria.
Keep organisational risk profiles current and relevant.
Develop proportionate and affordable risk-management processes.
Establish contingency and business-disruption arrangements.
Integrate risk controls into operational plans and activities.
Evaluate risk using valid quantitative and qualitative information.
Identify improvements and promote a culture that understands and manages risk.

Analyse the development of workplace equality, diversity and inclusion practices.
Evaluate different approaches to equal opportunity.
Assess the effect of equality and inclusion policies on workforce performance.
Evaluate methods for managing ethical conflicts.
Analyse the organisational benefits of effective, inclusive practices.
Evaluate relevant legislation, regulation and codes of practice.
Determine whether existing strategies, policies and practices are fit for purpose.
Benchmark organisational arrangements and identify strengths and weaknesses.
Identify improvements to human resources practices, procedures and organisational systems.
Establish criteria for evaluating policy effectiveness.
Develop an organisation-appropriate communication strategy.
Embed equality, diversity and inclusion within business practices.
Promote a culture in which discrimination is challenged.
Ensure procedures, culture and values reinforce inclusive conduct.

Analyse business change and business process re-engineering principles.
Evaluate workflow patterns, usability testing and process-modelling tools.
Determine the factors used to assess process effectiveness.
Identify opportunities and constraints affecting process improvement.
Generate process ideas that address defined business requirements.
Test proposed processes through appropriate modelling.
Evaluate feasibility and viability against agreed criteria.
Identify overlap between proposed and existing processes or systems.
Resolve conflicts between new and established arrangements.
Comply with organisational policies and relevant legal and ethical requirements.
Analyse valid performance information using appropriate techniques.
Assess organisational costs and benefits.
Justify the adoption, rejection or further improvement of a process with evidence.

Assess the interests and needs of potential stakeholders.
Evaluate stakeholder-mapping and alliance-modelling techniques.
Analyse the implications of collaboration for risk and knowledge management.
Evaluate effects on supply chains and the sustainability of future arrangements.
Establish the purpose and potential consequences of an exit strategy.
Identify organisations capable of complementing or strengthening organisational activity or reputation.
Analyse potential synergies and areas of mutual benefit.
Balance expected benefits against costs, risks and possible disadvantages.
Justify collaboration recommendations with evidence.
Agree mutually acceptable terms of reference.
Develop a stakeholder-engagement plan aligned with organisational strategy and values.
Establish arrangements that realise the intended benefits.
Work within agreed terms while protecting organisational reputation.
Evaluate the continuing effectiveness of the collaborative relationship.

Maintain awareness of relevant technological developments.
Analyse organisational technology-procurement requirements.
Evaluate technology’s implications for continuity and crisis-management plans.
Evaluate legal implications associated with technological change.
Analyse the requirements of an organisational technology strategy.
Establish criteria covering value, efficiency, quality and extent of use.
Evaluate existing technology against agreed criteria.
Identify improvements involving training, system adaptation or replacement.
Assess the strategic implications, risks, limitations and benefits of proposed changes.
Specify requirements and priorities with input from relevant stakeholders.
Ensure compatibility with existing systems, processes and strategic plans.
Recommend solutions that meet agreed objectives.
Establish operating procedures and ensure users are appropriately trained and equipped.
Monitor use and take corrective action when problems occur.

Analyse development stages and product or service life-cycle requirements.
Apply market-segmentation principles.
Analyse factors influencing buyer behaviour.
Evaluate market-analysis tools used in development decisions.
Establish criteria for evaluating the need for a new or improved offering.
Evaluate customer perceptions of proposed use, value and quality.
Analyse competitor activity and its likely market impact.
Consider how customer culture and behaviour may affect demand.
Ensure development proposals align with organisational strategy, objectives and values.
Assess development costs.
Test the viability of proposed products or services.
Evaluate the success of completed developments.

Analyse the concepts underpinning strategic marketing.
Evaluate the scope of marketing activity and its effect on the organisation.
Assess the relationship between marketing and other business functions.
Apply strategic marketing-planning principles.
Evaluate tools used to review strategic marketing plans.
Compare the advantages and limitations of different marketing strategies.
Evaluate existing and potential markets against strategic criteria.
Analyse competitor products and services.
Evaluate marketing-communications frameworks.
Develop messages aligned with organisational objectives, culture and values.
Select communication media appropriate to target customers.
Integrate marketing communications into operational processes.
Establish pricing strategies aligned with organisational priorities.
Manage the implementation of marketing strategies and plans.
Monitor offerings and external suppliers against agreed success criteria.
Adapt marketing activity in response to performance information, feedback and changing conditions.

Workplace Requirements

The qualification requires access to authentic strategic activity. A learner cannot normally complete it through theoretical assignments, management simulations or general leadership study alone.

Access to strategic activity

The learner should be able to provide evidence of participation in several stages of strategic management, including:

Strategic analysis and planning
Consultation with influential stakeholders
Approval or sponsorship of strategic proposals
Allocation of responsibilities and resources
Implementation and performance monitoring
Management of risks, problems and organisational change
Evaluation of strategic outcomes
Communication with boards, governing bodies, owners or senior leadership teams

Evidence can relate to an organisation, division, substantial business unit or major strategic programme, depending on the learner’s level of authority.

Confidential and commercially sensitive evidence

Senior-management evidence frequently contains confidential information. Documents may normally be redacted or anonymised where necessary, provided the assessor can still establish:

The authenticity of the document
The learner’s personal contribution
The organisational context
The decisions or actions taken
The relevance of the evidence to the assessment criteria

Where documents cannot be placed in a portfolio, an assessor may be able to examine them through secure workplace arrangements and produce an authenticated assessment record.

Assessment

The qualification is assessed through evidence of occupational competence. There is normally no single final examination and no overall percentage grade. Every required learning outcome and assessment criterion must be achieved.

Workplace performance and observation

Competence evidence should arise naturally from the learner’s strategic work. An assessor may observe activities such as:

Presenting a strategic business plan
Chairing an executive or senior-management meeting
Leading a strategic performance review
Consulting board members, investors, partners or other senior stakeholders
Delegating responsibilities for strategic implementation
Reviewing strategic risks, resources and performance measures
Leading discussions about organisational change, culture or workforce priorities

Because many senior-management activities occur over extended periods, observation is normally combined with work products and professional discussion.

Portfolio and work products

A portfolio brings together evidence mapped to the selected units. Relevant evidence may include:

Strategic and operational business plans
Environmental, market and competitor analyses
Strategic options appraisals and decision papers
Board or executive reports and meeting records
Stakeholder analyses and consultation records
Implementation programmes and responsibility frameworks
Resource-allocation and workforce plans
Financial forecasts, investment appraisals and funding business cases
Performance indicators, dashboards and evaluation reports
Risk registers, continuity arrangements and contingency plans
Governance, compliance and assurance frameworks
Organisational culture or employee-engagement reviews
Quality and continuous-improvement strategies
Process models and business-change proposals
Partnership agreements and stakeholder-engagement plans
Technology strategies, specifications and implementation reviews
Product or service development proposals
Strategic marketing plans and performance reports
Reflective accounts explaining the learner’s decisions and contribution

Evidence must be authentic, relevant, sufficiently current and detailed enough to demonstrate consistent competence.

Professional discussion and questioning

Professional discussion allows the learner to explain the reasoning behind decisions, demonstrate strategic understanding and clarify their personal contribution to collaborative work.

Questioning may be used to confirm knowledge that cannot be inferred solely from workplace documents. This can include strategic planning theories, leadership models, investment appraisal, governance obligations, change management and performance-evaluation methods.

Witness testimony

Testimony may support evidence of activities that an assessor cannot observe directly. Appropriate witnesses may include a board chair, chief executive, line manager, fellow director, programme sponsor, governor, trustee or senior client.

Witness evidence must identify what the learner personally did and the standard of their performance. A general character reference or confirmation of job title is not sufficient.

Simulation and Recognition of Prior Learning

The applicable sector assessment requirements place strong emphasis on naturally occurring workplace performance. Simulation is tightly restricted and the strategic units in this qualification are not normally assessed through simulated management exercises. Learners should expect to demonstrate competence through real organisational activity.

Recognition of Prior Learning may be used where previous strategic work provides valid, authentic, current, reliable and sufficient evidence. Older evidence may need to be supported by professional discussion or evidence of continued competence.

Completing the qualification

To achieve the Diploma, the learner must:

Complete all three mandatory units.
Complete a permitted combination of optional units.
Include sufficient achievement at Level 7 within that combination.
Meet every learning outcome and assessment criterion in the selected units.
Have the evidence judged by an occupationally competent assessor.
Satisfy the centre’s internal and external quality-assurance requirements.

Career Progression

The qualification recognises existing senior-management competence and can support continued development into broader executive, strategic or specialist responsibilities. It does not by itself guarantee appointment or promotion.

Senior and executive roles

Depending on the learner’s experience, sector and professional background, relevant roles may include:

Senior manager or head of function
Operations director
Managing director
Chief executive
Divisional or regional director
Programme or portfolio director
Head of strategy
Transformation or organisational-change director
Business development director
Senior public-service manager
Charity or voluntary-sector executive
Principal or senior education leader

Some positions, particularly finance, education, regulated public services and specialist professional roles, may require additional qualifications, memberships or statutory approvals.

Specialist strategic responsibilities

Optional-unit choices can support development towards responsibilities involving:

Corporate governance and organisational assurance
Strategic workforce planning
Business finance and investment
Risk, resilience and business continuity
Quality and organisational improvement
Digital transformation and technology strategy
Strategic partnerships
Product or service development
Strategic marketing
Knowledge and intellectual-property management

Further qualifications

Possible further study includes:

A Master of Business Administration
Postgraduate study in strategic management or leadership
Specialist postgraduate qualifications in finance, human resources, marketing or organisational change
Executive education in governance, transformation, sustainability or business strategy
A professional doctorate or Doctor of Business Administration for appropriately qualified applicants
Professional management and leadership qualifications

Admission and recognition of prior learning are determined by the receiving university, training provider or professional body.

Professional development

The qualification may contribute to a wider professional-development portfolio for management-body membership or chartered recognition. Such recognition is not automatic and may require separate assessment, evidence of experience, continuing professional development and membership.

FAQs

The following questions address the workplace access, optional-unit choices and evidence requirements that are particularly important for this senior-level NVQ.

In most cases, yes. The learner needs access to real strategic planning, implementation and leadership activity. Someone preparing for senior management may be suitable if they have been given sufficient delegated authority and strategic responsibility, but theoretical knowledge alone will not meet the competence requirements.

No. This is an NVQ Diploma based on occupational competence. It assesses the learner’s ability to perform strategic management and leadership activities in practice.

Although it is positioned at Level 7 in terms of complexity, it is not automatically equivalent to a master’s degree in academic volume, teaching or university credit. Any progression or exemption decision belongs to the receiving institution.

No. All three mandatory units are required, followed by a permitted selection from the optional group. The combination must include sufficient Level 7 achievement and satisfy the current qualification structure.

Optional units should be chosen according to the learner’s responsibilities and available workplace evidence.

Suitable evidence demonstrates decisions and actions that affect the organisation, a substantial business unit or a major strategic programme. Examples include approved business plans, board reports, resource decisions, performance dashboards, risk reviews, workforce strategies and implementation evaluations.

Documents produced only for an assessment exercise may not demonstrate occupational competence unless supported by evidence that the work was genuinely applied.

Yes, subject to organisational permission and suitable security arrangements. Sensitive information can often be redacted or anonymised. The assessor must still be able to confirm the document’s authenticity, the organisational context and the learner’s personal contribution.

Portfolio systems, assessor meetings and professional discussions may be delivered remotely where appropriate. However, the competence itself must come from genuine strategic work. Online study materials cannot replace access to organisational responsibilities, decisions and workplace evidence.

There is normally no single final examination. Assessment is based on a portfolio of competence evidence supported by methods such as professional discussion, questioning, observation and witness testimony.

Knowledge must still be assessed explicitly where it cannot be demonstrated through workplace performance alone.

Yes. Recognition of Prior Learning can be used when previous evidence remains authentic, relevant and sufficiently current. The assessor may request further questioning, professional discussion or recent evidence to confirm that the learner continues to meet the required standard.

No. It is a pan-sector strategic management and leadership qualification. Evidence can come from commercial, public, charitable, educational or other organisational environments.

The learner must nevertheless demonstrate the same depth of strategic responsibility, irrespective of sector or organisation size.

Application Form