Об этом курсе: Even a thoroughly developed business strategy may fail if you don't pay enough attention to its implementation. This rings particularly true with strategies based on innovation or implemented in complex or fast-changing environments. In the 20th century successful implementation leveraged stability and typically proceeded through hierarchy and control. Today the key is to stay vibrant and able to quickly respond to trends in competition and technology while not losing sight of the strategic objective. In this course we'll build a toolbox of techniques to execute today's business strategies to help them succeed. After completing this course, you'll be able to: - Create objectives and goals to guide strategy implementation - Identify organizational structures that fit particular strategies - Understand how to leverage company culture in implementation - Describe how to communicate the strategy so that the organization "gets" it - Detect and mitigate risks to implementation
Автор: Копенгагенская школа бизнеса
Преподаватели: Nicolai Pogrebnyakov, Associate Professor
Department of International Economics and Management
| Основные сведения | Course 3 of 4 in the Strategic Management and Innovation Specialization |
| Выполнение | 2-4 hours per week |
| Язык | English, Субтитры: Romanian |
| Как пройти курс | Чтобы пройти курс, выполните все оцениваемые задания. |
| Оценки пользователей |
Программа курса
НЕДЕЛЯ 1
Course Intro. Translating Strategy Into Goals and Metrics
In this module we set the scene in strategy implementation and take a bird's-eye view of the course. We then dive into formulating actionable goals based on the strategy, good practices in creating metrics and setting objectives, and learn about two specific tools for deriving actionable, measurable goals from a strategy.
5 видео, 4 материалов для самостоятельного изучения, 1 practice quiz
- Видео: Introduction into Strategy Implementation
- Leyendo: Samsung and Apple in China, 2013
- Cuadro de aviso de la discusión: Samsung and Apple in China, 2013
- Cuestionario de práctica: Introduction
- Видео: Performance Management Systems
- Видео: Balanced Scorecard
- Видео: OKR
- Видео: Objectives and Measures
- Leyendo: Metrics at Nonprofits
- Cuadro de aviso de la discusión: Metrics at Nonprofits
- Leyendo: Metrics at Zappos
- Cuadro de aviso de la discusión: Metrics at Zappos
- Leyendo: Module 1 Slides
Оцениваемый: Performance Management Systems
НЕДЕЛЯ 2
Aligning Strategy and Organizational Structure
The structure of your organization can be a good or poor fit to the strategy you are implementing. In this module we learn which choices of organizational structure are appropriate depending on your strategy.
16 видео, 5 материалов для самостоятельного изучения, 2 practice quizzes
- Видео: Module Intro
- Видео: Lesson 1 Intro
- Видео: Mechanistic and Organic Structures
- Видео: Relationship of Structure and Strategy
- Видео: Dimensions of Structure
- Leyendo: Virgin vs. Apple
- Cuadro de aviso de la discusión: Virgin vs. Apple
- Leyendo: Structure and Strategy at Toyota
- Cuadro de aviso de la discusión: Structure and Strategy at Toyota
- Cuestionario de práctica: Why Structure Matters in Strategy Implementation
- Видео: Lesson 2 Intro
- Видео: Functional Structure
- Видео: Divisional Structure
- Видео: Matrix Structure
- Видео: Network Structure
- Leyendo: Flat Structures
- Cuadro de aviso de la discusión: Flat Structures
- Cuestionario de práctica: Structuring the Organization
- Видео: Lesson 3 Intro
- Видео: Choosing Business Unit Structure Based on Strategic Objectives
- Видео: Autonomous Units
- Видео: Ambidexterity
- Leyendo: Ambidexterity
- Cuadro de aviso de la discusión: Ambidexterity
- Видео: Detecting and Reacting to Change
- Leyendo: Module 2 Slides
- Видео: Module Conclusion
Оцениваемый: Structuring Business Units
НЕДЕЛЯ 3
Communicating the Strategy within the Organization
Getting communication right is crucial for successful implementation. In this module we find out how to communicate the strategy vertically, and how to facilitate collaboration and upward communication in the organization.
12 видео, 7 материалов для самостоятельного изучения, 2 practice quizzes
- Видео: Module Intro
- Видео: Lesson 1 Intro
- Видео: What to Communicate
- Видео: How to Communicate
- Leyendo: Stephen Elop's "Burning Platform" Memo
- Cuadro de aviso de la discusión: Stephen Elop's "Burning Platform" Memo
- Видео: Strategic Consensus
- Leyendo: All-Hands Meetings at Zappos
- Cuadro de aviso de la discusión: All-Hands Meetings at Zappos
- Cuestionario de práctica: Vertical Communication of Strategy
- Видео: Lesson 2 Intro
- Видео: Horizontal Communication
- Видео: Collaboration and Self-Organizing Teams
- Leyendo: Collaboration at Cisco
- Leyendo: Collaboration at Pixar
- Cuadro de aviso de la discusión: Collaboration at Pixar
- Leyendo: Self-Organizing Teams
- Cuadro de aviso de la discusión: Self-Organizing Teams
- Cuestionario de práctica: Horizontal Communication and Collaboration
- Видео: Lesson 3 Intro
- Видео: Tools for Upward Communication
- Leyendo: Collaboration and Upwards Communication at Google
- Cuadro de aviso de la discusión: Collaboration and Upwards Communication at Google and Cisco
- Видео: Making the Organization Comfortable with Sharing Bad News
- Видео: Organizational Learning
- Leyendo: Module 3 Slides
Оцениваемый: Communicating Upwards
НЕДЕЛЯ 4
Managing Resistance and Other Implementation Risks
Strategy implementation is rarely an exercise in certainty. New strategies may cause concerns or resistance in the organization, or be vulnerable to other risks. In this module we explore ways to manage risks to implementation, including addressing specific causes of resistance to change.
8 видео, 4 материалов для самостоятельного изучения, 1 practice quiz
- Видео: Module Intro
- Видео: Lesson 1 Intro
- Видео: Causes of Resistance
- Видео: Managing Resistance
- Leyendo: Challenging Resistance to Change
- Cuadro de aviso de la discusión: Challenging Resistance to Change
- Видео: Models for Implementing a New Initiative
- Cuestionario de práctica: Identifying and Managing Resistance to Change
- Видео: Lesson 2 Intro
- Видео: Identifying Risks
- Видео: Planning for Mitigation of Risks
- Leyendo: Samsung's New Strategy, 2011
- Cuadro de aviso de la discusión: Samsung's New Strategy, 2011
- Leyendo: Uber in France, Summer 2015
- Cuadro de aviso de la discusión: Uber in France, Summer 2015
- Leyendo: Module 4 Slides
Оцениваемый: Managing Other Risks to Implementation
НЕДЕЛЯ 5
Leveraging Organizational Culture
Like structure, an organization's culture might be supportive or obstructive in implementation. In this module we define what culture is, learn how it can impact implementation, and explore when and how it can be changed.
9 видео, 4 материалов для самостоятельного изучения, 1 practice quiz
- Видео: Module Intro
- Видео: Lesson 1 Intro
- Видео: What is Organizational Culture?
- Leyendo: Culture at Netflix
- Cuadro de aviso de la discusión: Culture at Netflix
- Видео: Subcultures
- Видео: Strong and Weak Cultures
- Leyendo: Culture at Nucor
- Cuadro de aviso de la discusión: Culture at Nucor
- Cuestionario de práctica: What is Culture
- Видео: Lesson 2 Intro
- Видео: How Culture is Created and Propagated
- Видео: Adapting Culture to Support Implementation
- Видео: Cultural Values Associated with Creativity and Innovation
- Leyendo: Culture at Chipotle
- Cuadro de aviso de la discusión: Culture at Chipotle
- Leyendo: Module 5 Slides
Оцениваемый: Culture in Implementation
НЕДЕЛЯ 6
Power and Informal Networks. Course Ending
The flatter the organization, the more likely are informal networks and power to matter in implementing a strategy. In this module we explore ways of using power and informal networks in the organization to facilitate strategy implementation. We then conclude the course and review the exam assignment.
12 видео, 7 материалов для самостоятельного изучения, 1 practice quiz
- Видео: Module Intro
- Видео: Lesson 1 Intro
- Видео: Organizational Power and Its Sources
- Видео: Using Power in Implementation. Conflicts
- Leyendo: Ben Horowitz on Organizational Politics
- Cuadro de aviso de la discusión: Ben Horowitz on Organizational Politics
- Cuestionario de práctica: Power and Organizational Politics
- Видео: Lesson 2 Intro
- Видео: Informal Networks
- Видео: Relevance of Informal Networks for Implementation
- Leyendo: Informal Networks
- Cuadro de aviso de la discusión: Informal Networks
- Leyendo: Module 6 Slides
- Видео: Course Ending
- Leyendo: Examples for Describe-Substantiate-Recommend
- Leyendo: e-Types as an Organization
- Leyendo: Strategic Options for e-Types
- Видео: About e-Types
- Видео: e-Types about e-Types
- Видео: About e-Types II
- Видео: e-Types dilemma
- Leyendo: Further Reading
Оцениваемый: Informal Networks
Оцениваемый: Strategy Implementation Plan for e-Types
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Авторы
Копенгагенская школа бизнеса
Centrally located in Copenhagen, the capital of Denmark, Copenhagen Business School (CBS) is one of the largest business schools in Europe with close to 23,000 students. CBS offers world-class research-based degree programs at undergraduate, graduate, and PhD levels as well as executive and other post experience programs.
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Рейтинги и отзывы
An excellent course that explores issues such as power dynamics in strategy, enabling the student to think through these issues as part of an implementation recommendation. An interesting final project to employ the theory.
I have benefited
Thoroughly enjoyable with good blend of theory, examples, quizzes and the capstone project.
Coursera делает лучшее в мире образование доступным каждому, предлагая онлайн-курсы от ведущих университетов и организаций.
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D
Very insightful, practical and certainly implemta