Business strategy

The strategy is essential for the sustainability of the company.


The term strategy comes from military language. In Greek, the generals were called «Strategos.» Precisely because of its origin, the strategy was to defeat, to beat the competitors. In the language of business administration, the term is first used by a Harvard professor, Michael Porter, in his book «Competitive Strategy» published in 1980. The central idea remained the same: how to win, how to succeed over competitors. More recently, the idea has evolved; For example, it is now recognized that it is not necessary to destroy, defeat competitors because they are all part of an ecosystem in which many actors are needed and more emphasis is placed on meeting customer needs, much more than on winning quotas for market – which was the old competitive battle – and thus maintain a loyal, even devout, clientele to the company.

We come to the present, and now more emphasis is placed on sustainability. One of the elements is environmental sustainability; another, in our opinion more evolved, is the sustainability over time, the durability because it is understood that the company is an essential element of the human environment that creates and distributes wealth among all stakeholders (interest groups) and its disappearance creates a vacuum always hard to overcome. With all this, the reader will surely agree that the strategy is the set of first thoughts, ideas, and then actions aimed at the search for the survival of the company or organization because the concept is also valid for non-profit entities.

This is the approach that we are going to offer in this program, which also has as an essential assumption that the strategy is not limited to the great thinkers of the company, but corresponds to all those who work in it. It was said that in the company some thought and others produced the goods or services. This distinction is not only no longer useful, but it is counterproductive because all stakeholders have to seek survival, durability. We believe it is a useful, practical, attractive and full approach to humanity.

Sustainable Development Goal 9

The training program is included in SDG 9 «Industry, Innovation and Infrastructure» aimed at ensuring that technological advances and strategies serve to find permanent solutions to the planet’s challenges.


This training program is designed for in-company execution to organizations interested in developing business sustainability skills and strategies among their senior managers, middle level managers and even other lower level workers who must participate in the strategic process. In addition, convinced that the strategy is of interest, and it is the task of all members to work for the survival of their organization, the training program is also intended for other stakeholders (customers), customers, suppliers, governments … with that the organization is related.


The training program includes an online course, taught on the Campus of the Documentation Sciences Foundation, with a duration of 30 hours, divided into 9 modules, each focusing on an innovative aspect of business strategy.

At present, many of the approaches and proposals of our program are offered only to very limited groups that have the resources and time to attend the programs of the world’s great business schools. It is true that for its duration, 30 hours, we will not cover the strategy with the same depth as in those large schools; but we assure those who are interested in progressing that we will make available bibliography, materials and the possibility of enrolling in other study extension programs.

The course is taught and coordinated by the renowned expert Carlos Herreros (Spain) who among his many awards has the Master of Science in Management (London Business School); Accredited Professional Executive Coach (Association for Professional Executive Coach and Supervision, UK).


  1. Introduction. History of the strategy. Various strategic tools that are convenient to know and manage.
  2. Role of reason and intuition in strategy. Napoleon’s strategic intuition.
  3. Are competitive advantages sustainable?
  4. Good strategy and bad strategy. The «three boxes» strategy.
  5. Group problems that may arise in the creation or execution of the strategy and how to address them.
  6. How to detect early changes in the environments that affect the strategy. Scenarios
  7. The value proposition as the axis of the strategy.
  8. Design and creation of “strategic maps”.
  9. Conclusions

After completing the online course, participants must pass a single exam – under controlled digital environment – to obtain the accreditation that recognizes their professional certification.