À propos de ce cours : 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
Créé par : École de commerce de Copenhague
Enseigné par : Nicolai Pogrebnyakov, Associate Professor
Department of International Economics and Management
| Informations de base | Cours 3 de 4 dans Strategic Management and Innovation Specialization |
| Engagement | 2-4 hours per week |
| Langue | English, Sous-titres : Romanian |
| Comment réussir | Réussissez tous les devoirs notés pour terminer le cours. |
| Notes des utilisateurs |
Programme de cours
SEMAINE 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 vidéos, 4 lectures, 1 quiz pour s'exercer
- Vidéo: Introduction into Strategy Implementation
- Reading: Samsung and Apple in China, 2013
- Discussion Prompt: Samsung and Apple in China, 2013
- Practice Quiz: Introduction
- Vidéo: Performance Management Systems
- Vidéo: Balanced Scorecard
- Vidéo: OKR
- Vidéo: Objectives and Measures
- Reading: Metrics at Nonprofits
- Discussion Prompt: Metrics at Nonprofits
- Reading: Metrics at Zappos
- Discussion Prompt: Metrics at Zappos
- Reading: Module 1 Slides
Noté: Performance Management Systems
SEMAINE 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 vidéos, 5 lectures, 2 quiz pour s'exercer
- Vidéo: Module Intro
- Vidéo: Lesson 1 Intro
- Vidéo: Mechanistic and Organic Structures
- Vidéo: Relationship of Structure and Strategy
- Vidéo: Dimensions of Structure
- Reading: Virgin vs. Apple
- Discussion Prompt: Virgin vs. Apple
- Reading: Structure and Strategy at Toyota
- Discussion Prompt: Structure and Strategy at Toyota
- Practice Quiz: Why Structure Matters in Strategy Implementation
- Vidéo: Lesson 2 Intro
- Vidéo: Functional Structure
- Vidéo: Divisional Structure
- Vidéo: Matrix Structure
- Vidéo: Network Structure
- Reading: Flat Structures
- Discussion Prompt: Flat Structures
- Practice Quiz: Structuring the Organization
- Vidéo: Lesson 3 Intro
- Vidéo: Choosing Business Unit Structure Based on Strategic Objectives
- Vidéo: Autonomous Units
- Vidéo: Ambidexterity
- Reading: Ambidexterity
- Discussion Prompt: Ambidexterity
- Vidéo: Detecting and Reacting to Change
- Reading: Module 2 Slides
- Vidéo: Module Conclusion
Noté: Structuring Business Units
SEMAINE 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 vidéos, 7 lectures, 2 quiz pour s'exercer
- Vidéo: Module Intro
- Vidéo: Lesson 1 Intro
- Vidéo: What to Communicate
- Vidéo: How to Communicate
- Reading: Stephen Elop's "Burning Platform" Memo
- Discussion Prompt: Stephen Elop's "Burning Platform" Memo
- Vidéo: Strategic Consensus
- Reading: All-Hands Meetings at Zappos
- Discussion Prompt: All-Hands Meetings at Zappos
- Practice Quiz: Vertical Communication of Strategy
- Vidéo: Lesson 2 Intro
- Vidéo: Horizontal Communication
- Vidéo: Collaboration and Self-Organizing Teams
- Reading: Collaboration at Cisco
- Reading: Collaboration at Pixar
- Discussion Prompt: Collaboration at Pixar
- Reading: Self-Organizing Teams
- Discussion Prompt: Self-Organizing Teams
- Practice Quiz: Horizontal Communication and Collaboration
- Vidéo: Lesson 3 Intro
- Vidéo: Tools for Upward Communication
- Reading: Collaboration and Upwards Communication at Google
- Discussion Prompt: Collaboration and Upwards Communication at Google and Cisco
- Vidéo: Making the Organization Comfortable with Sharing Bad News
- Vidéo: Organizational Learning
- Reading: Module 3 Slides
Noté: Communicating Upwards
SEMAINE 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 vidéos, 4 lectures, 1 quiz pour s'exercer
- Vidéo: Module Intro
- Vidéo: Lesson 1 Intro
- Vidéo: Causes of Resistance
- Vidéo: Managing Resistance
- Reading: Challenging Resistance to Change
- Discussion Prompt: Challenging Resistance to Change
- Vidéo: Models for Implementing a New Initiative
- Practice Quiz: Identifying and Managing Resistance to Change
- Vidéo: Lesson 2 Intro
- Vidéo: Identifying Risks
- Vidéo: Planning for Mitigation of Risks
- Reading: Samsung's New Strategy, 2011
- Discussion Prompt: Samsung's New Strategy, 2011
- Reading: Uber in France, Summer 2015
- Discussion Prompt: Uber in France, Summer 2015
- Reading: Module 4 Slides
Noté: Managing Other Risks to Implementation
SEMAINE 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 vidéos, 4 lectures, 1 quiz pour s'exercer
- Vidéo: Module Intro
- Vidéo: Lesson 1 Intro
- Vidéo: What is Organizational Culture?
- Reading: Culture at Netflix
- Discussion Prompt: Culture at Netflix
- Vidéo: Subcultures
- Vidéo: Strong and Weak Cultures
- Reading: Culture at Nucor
- Discussion Prompt: Culture at Nucor
- Practice Quiz: What is Culture
- Vidéo: Lesson 2 Intro
- Vidéo: How Culture is Created and Propagated
- Vidéo: Adapting Culture to Support Implementation
- Vidéo: Cultural Values Associated with Creativity and Innovation
- Reading: Culture at Chipotle
- Discussion Prompt: Culture at Chipotle
- Reading: Module 5 Slides
Noté: Culture in Implementation
SEMAINE 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 vidéos, 7 lectures, 1 quiz pour s'exercer
- Vidéo: Module Intro
- Vidéo: Lesson 1 Intro
- Vidéo: Organizational Power and Its Sources
- Vidéo: Using Power in Implementation. Conflicts
- Reading: Ben Horowitz on Organizational Politics
- Discussion Prompt: Ben Horowitz on Organizational Politics
- Practice Quiz: Power and Organizational Politics
- Vidéo: Lesson 2 Intro
- Vidéo: Informal Networks
- Vidéo: Relevance of Informal Networks for Implementation
- Reading: Informal Networks
- Discussion Prompt: Informal Networks
- Reading: Module 6 Slides
- Vidéo: Course Ending
- Reading: Examples for Describe-Substantiate-Recommend
- Reading: e-Types as an Organization
- Reading: Strategic Options for e-Types
- Vidéo: About e-Types
- Vidéo: e-Types about e-Types
- Vidéo: About e-Types II
- Vidéo: e-Types dilemma
- Reading: Further Reading
Noté: Informal Networks
Noté: Strategy Implementation Plan for e-Types
FAQ
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Créateurs
École de commerce de Copenhague
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.
Tarification
| Acheter le cours | |
|---|---|
| Accéder au contenu du cours | Disponible |
| Accéder au contenu noté | Disponible |
| Recevoir une Note Finale | Disponible |
| Obtenir un Certificat de Cours partageable | Disponible |
Notation et examens
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.
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D
Very insightful, practical and certainly implemta