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
Dieser Kurs ist Teil der Spezialisierung Spezialisierung Strategic Management and Innovation
Strategische Umsetzung
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Strategic ManagementStrategy ImplementationPerformance ManagementStrategic Planning
Lehrplan - Was Sie in diesem Kurs lernen werden
Woche
12 Stunden zum Abschließen
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 Videos (Gesamt 26 min), 4 Lektüren, 2 Quiz
5 Videos
Performance Management Systems2m
Balanced Scorecard6m
OKR3m
Objectives and Measures6m
4 Lektüren
Samsung and Apple in China, 201310m
Metrics at Nonprofits10m
Metrics at Zappos10m
Module 1 Slides10m
2 praktische Übungen
Introduction6m
Performance Management Systems10m
Woche
22 Stunden zum Abschließen
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 Videos (Gesamt 25 min), 5 Lektüren, 3 Quiz
16 Videos
Lesson 1 Intro44
Mechanistic and Organic Structures1m
Relationship of Structure and Strategy1m
Dimensions of Structure3m
Lesson 2 Intro41
Functional Structure1m
Divisional Structure1m
Matrix Structure1m
Network Structure1m
Lesson 3 Intro31
Choosing Business Unit Structure Based on Strategic Objectives1m
Autonomous Units3m
Ambidexterity1m
Detecting and Reacting to Change2m
Module Conclusion1m
5 Lektüren
Virgin vs. Apple10m
Structure and Strategy at Toyota10m
Flat Structures10m
Ambidexterity10m
Module 2 Slides10m
3 praktische Übungen
Why Structure Matters in Strategy Implementation10m
Structuring the Organization10m
Structuring Business Units10m
Woche
32 Stunden zum Abschließen
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 Videos (Gesamt 20 min), 7 Lektüren, 3 Quiz
12 Videos
Lesson 1 Intro53
What to Communicate1m
How to Communicate3m
Strategic Consensus1m
Lesson 2 Intro18
Horizontal Communication1m
Collaboration and Self-Organizing Teams2m
Lesson 3 Intro49
Tools for Upward Communication1m
Making the Organization Comfortable with Sharing Bad News2m
Organizational Learning2m
7 Lektüren
Stephen Elop's "Burning Platform" Memo10m
All-Hands Meetings at Zappos10m
Collaboration at Cisco10m
Collaboration at Pixar10m
Self-Organizing Teams10m
Collaboration and Upwards Communication at Google10m
Module 3 Slides10m
3 praktische Übungen
Vertical Communication of Strategy10m
Horizontal Communication and Collaboration10m
Communicating Upwards10m
Woche
42 Stunden zum Abschließen
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 Videos (Gesamt 21 min), 4 Lektüren, 2 Quiz
8 Videos
Lesson 1 Intro43
Causes of Resistance3m
Managing Resistance4m
Models for Implementing a New Initiative2m
Lesson 2 Intro38
Identifying Risks5m
Planning for Mitigation of Risks2m
4 Lektüren
Challenging Resistance to Change10m
Samsung's New Strategy, 201110m
Uber in France, Summer 201510m
Module 4 Slides10m
2 praktische Übungen
Identifying and Managing Resistance to Change10m
Managing Other Risks to Implementation10m
Woche
52 Stunden zum Abschließen
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 Videos (Gesamt 25 min), 4 Lektüren, 2 Quiz
9 Videos
Lesson 1 Intro38
What is Organizational Culture?4m
Subcultures3m
Strong and Weak Cultures3m
Lesson 2 Intro47
How Culture is Created and Propagated3m
Adapting Culture to Support Implementation3m
Cultural Values Associated with Creativity and Innovation2m
4 Lektüren
Culture at Netflix10m
Culture at Nucor10m
Culture at Chipotle10m
Module 5 Slides10m
2 praktische Übungen
What is Culture10m
Culture in Implementation10m
Woche
64 Stunden zum Abschließen
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 Videos (Gesamt 33 min), 7 Lektüren, 3 Quiz
12 Videos
Lesson 1 Intro39
Organizational Power and Its Sources6m
Using Power in Implementation. Conflicts4m
Lesson 2 Intro45
Informal Networks4m
Relevance of Informal Networks for Implementation3m
Course Ending2m
About e-Types1m
e-Types about e-Types2m
About e-Types II4m
e-Types dilemma1m
7 Lektüren
Ben Horowitz on Organizational Politics10m
Informal Networks10m
Module 6 Slides10m
Examples for Describe-Substantiate-Recommend10m
e-Types as an Organization10m
Strategic Options for e-Types10m
Further Reading10m
2 praktische Übungen
Power and Organizational Politics10m
Informal Networks10m
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ziehen Sie für Ihren Beruf greifbaren Nutzen aus diesem Kurs
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Top-Bewertungen
Nicolai does a really good job in explaining Strategy Implementation. I would say that it is the most thorough module that I have been through so far in the Strategy Management course.
Great course! Definitely my best of the series. Highly detailed with very pointed insights. Slides were also very helpful in ensuring retention of knowledge. Great stuff- bravo!
Dozent
Nicolai Pogrebnyakov
Associate ProfessorDepartment of International Economics and Management
Über Copenhagen Business School
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.
Über die Spezialisierung Strategic Management and Innovation
This Specialization explores the evolving world of business strategy, focusing on the increasingly important roles of design, user experience, and innovation in shaping competitive advantage. You’ll learn about concepts such as goal setting, value creation, global integration, and diversification, and you’ll critique classic theories and frameworks in the context of new business realities. In the final Capstone Project, you’ll create and defend a holistic business strategy in response to a realistic case study prompt.
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