Business Acumen Program | Building Strategic & Financial Capability | 2025
Program Overview
Building business acumen is no longer a luxury for senior leaders—it’s an imperative. This comprehensive learning journey was designed to help senior professionals strengthen their ability to think strategically, interpret financial information confidently, and drive customer-centric growth.
The client required a capability-building intervention focused on developing sharper financial decision-making and strategic thinking aligned with organizational goals. Delivered as a 6-month blended program across three batches (22, 34, and 24 participants respectively), the initiative was anchored in real business challenges and supported by robust learning methods—digital pre-work, immersive workshops, post-session assignments, and assessments.
The journey was designed to encourage application, reflection, and real-time performance alignment across three key areas of business acumen.
6-Month
Journey
80+
Participants
Mid-Senior
Managers
Blended
Mode
Digital Learning
& Pre-Work
2 In-Person
Workshops
Group Coaching
Skill Building
Project Reviews
Feedback Rounds
Key Themes Covered
Making Sense of the Numbers
We dove into real financial statements—not sanitized examples, but the messy, complex reality of P&Ls, balance sheets, and cash flow statements. Participants learned to spot what really drives profitability, understand working capital challenges, and make the case for investments. By the end, terms like ROIC and capex weren’t just acronyms anymore—they were tools for better decision-making.
Thinking Like a Strategist
Strategy isn’t just what happens in the C-suite. We explored frameworks that help anyone connect their work to broader company goals. Through case discussions tailored to our industry, participants learned to articulate how their initiatives actually move the needle on what matters most.
Seeing the Bigger Picture
Too often, we get caught up in internal processes and miss what’s happening in the market around us. This module pushed participants to think like competitors and customers. They analyzed industry trends, benchmarked against rivals, and identified real opportunities for differentiation—not just wishful thinking.
Putting Customers at the Center
The final piece focused on something we all talk about but don’t always execute well: truly understanding our customers. Teams mapped actual customer experiences, tested improvement ideas, and gathered feedback from people who matter—both inside and outside our organization.
Responses