NEO& Academy / MODEL
Move service online, and cut what it costs to serve
Give strategic commitments a clear foundation
A strategic plan needs a clear connection between its objectives, assumptions, and expected results. Evaluating these connections helps organizations understand what the plan requires, where constraints may emerge, and how to refine choices as results come in.
Develop strategy as a quantified business system
Define strategic objectives, assess industry profit potential, evaluate business value, and examine competitive positioning. Connect these choices through a business model that represents the relationships between resources, decisions, and financial performance over the planning horizon.
Test the reasoning behind the projection
Develop a time-phased plan and examine how growth, environmental factors, and resource requirements influence the financial projection. Assess the gap between projected and intended performance, then evaluate the strategic adjustments available to address it.
Practical Capabilities for Organizational Value
Define strategic objectives
Establish a clear strategic objective and planning horizon, identify the assumptions supporting it, and determine the circumstances that would justify revising the objective.
Assess industry profit potential
Evaluate industry and segment conditions, examine the forces influencing profitability, and assess how those conditions affect the potential of the proposed strategy.
Evaluate strategic value
Assess a strategy through its expected cash flows and value implications, making the assumptions behind the financial assessment explicit and clear for the management.
Test competitive positioning
Examine what customers value and what competitors offer, then assess how the proposed position supports customer choice and the organization's strategic objectives.
Connect the business model
Represent the relationships between resources, operating decisions, and outcomes to explain how the business model supports the proposed strategy over time.
Develop a defensible projection
Construct a time-phased plan and produce a projection that can be challenged on structure rather than on confidence.
Quantify strategic commitments
Establish a clear relationship between strategic objectives, supporting assumptions, and expected results, improving the basis for planning discussions and organizational commitments.
Identify resource requirements early
Make staffing, customer, and capacity requirements visible during planning, allowing their timing and implications to inform decisions before implementation commitments are made.
Establish a shared business model
Develop a common understanding of how resources, decisions, and operating relationships produce results, supporting more consistent planning and discussion across organizational functions.
Assess the feasibility of ambition
Evaluate whether proposed objectives are supported by the plan and identify the changes required to improve feasibility or address gaps in projected performance.
Improve investment evaluation
Examine the value implications of strategic initiatives and the assumptions supporting them, strengthening the evidence available for prioritization and resource allocation decisions.
Develop internal strategic capability
Build a consistent approach to developing, evaluating, and refining strategic plans, supported by practical methods that professionals can apply within their organization.
Certification Learning Journey
Strategy Dynamics
Demonstrate Your Learning Through Applied Assessment
30 credit hours — 20h live delivery + 1h exam + 9h assessment
Issued by Strategy Dynamics. Verify a certificate
Attendance
Completing the live delivery, with at least 80% attendance.
Completion
Attendance plus a pass in the examination — one hour, multiple choice, sat online within thirty days.
Certified Strategy Dynamics Strategist
Completion plus a pass in the assessment folio, applied to your own chosen case and marked against a rubric.
Practical Tools for Continued Application
Use the modeling workspace introduced during the program to explore the case, examine assumptions, and evaluate how changes to strategic decisions affect the projected performance of the business.
Retain the editable case model developed through the program. Review its structure, revisit the assumptions, and use the worked example to reinforce your understanding of the strategic planning process.
Review a proposed plan against its underlying assumptions and resource requirements. Document the questions, evidence, and gaps that require attention before the plan is presented for review or approval.
Learn From Consulting Experience
Fadi Al-Jafari
Strategy, Digital-Twin Modeler & Intelligence Consultant, NEO&
Fadi is a strategy, digital-twin modeler and intelligence consultant who helps leadership teams connect strategic choices, the resources behind them and the evidence of results. For more than fourteen years across the GCC and MENA, he has advised governmental, semi-governmental and private organizations on strategy, modeling, performance and intelligence. He has modeled strategies, led strategy and performance system audits, and developed and cascaded strategy and performance systems for leading organizations. He has also delivered certification programs to more than 4,000 professionals, from C-suite to frontline, combining structured methods with practical applications in his delivery.
Rayed Al-Humaid
Strategy, Planning & Positioning Consultant, NEO&
Rayed is a strategy, planning and positioning consultant and trainer who helps organizations set a clear strategic direction, make informed strategic choices and turn their ambitions into practical priorities and initiatives. Across government and private-sector organizations, he has worked in strategic planning, strategic projects, governance, institutional transformation and business development. He has designed and operated Strategy Management Offices (SMOs) and Project Management Offices (PMOs), and advised on public policy design and development. As a facilitator, he combines structured strategic thinking with practical experience, helping professionals apply strategy and planning to real organizational challenges.
Meet the Method's Originator
Scheduled Programs
| Certification | Dates | Language | Certified by | Fee | Action |
|---|---|---|---|---|---|
 Certified Strategy Dynamics StrategistCSDS | 18–22 Oct 2026Afternoon | Arabic |  | $1,800$1,650 USD | Book a seat |
| Certified Strategy Dynamics StrategistCSDS | 22–26 Nov 2026Afternoon | Arabic | | $1,800$1,650 USD | Book a seat |
Frequently Asked Questions
PLAN YOUR PARTICIPATION
How is the program delivered?
The program is delivered live online through Microsoft Teams over five days, Sunday through Thursday.
Which language is used?
The delivery language is specified for each scheduled program. Arabic delivery retains relevant technical terminology in English. English delivery is also available for in-house programs on request.
What happens if I cannot attend a session?
Sessions are not recorded. You must attend at least 80% of the live program to meet the attendance requirement. Contact us if you expect to miss a session so we can explain any available arrangements under the program rules and transfer policy.
What are the cancellation and transfer options?
Cancellation and transfer options depend on when your request is received. Each booking includes one eligible transfer without an additional NEO& transfer charge, subject to the policy conditions. Refunds may exclude eligible nonrefundable third-party transaction charges. Review the Refunds and Transfers Policy for the complete terms.
Does the displayed fee include VAT?
Yes. The displayed fee for this scheduled program includes VAT.
PROGRAM-SPECIFIC QUESTIONS
What is the focus of CSDS?
CSDS develops the capabilities required to construct and evaluate a quantified strategic plan. It covers strategic objectives, industry analysis, business value, competitive positioning, business model design, and the projection of financial performance.
Do I need a modeling background?
No prior modeling experience is required. The relevant methods are introduced through guided examples and practical casework. Programming knowledge is not required.
What is Silico?
Silico is the application used for the program's modeling activities. Account setup guidance is provided before the program so that participants can prepare for the practical sessions.
How does CSDS differ from CSDL?
CSDS focuses on developing the strategic plan and explaining its business and financial foundations. CSDL focuses on evaluating plans and using working models to support leadership decisions.
Let's discuss your priorities
Tell us about your organizational priorities. We will review your inquiry and respond within three working days.
