About this course: 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
Created by: Copenhagen Business School
Taught by: Nicolai Pogrebnyakov, Associate Professor
Department of International Economics and Management
| Basic Info | Course 3 of 4 in the Strategic Management and Innovation Specialization |
| Commitment | 2-4 hours per week |
| Language | English, Subtitles: Romanian |
| How To Pass | Pass all graded assignments to complete the course. |
| User Ratings |
Syllabus
WEEK 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 videos, 4 readings, 1 practice quiz
- Video: Introduction into Strategy Implementation
- Reading: Samsung and Apple in China, 2013
- Discussion Prompt: Samsung and Apple in China, 2013
- Practice Quiz: Introduction
- Video: Performance Management Systems
- Video: Balanced Scorecard
- Video: OKR
- Video: 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
Graded: Performance Management Systems
WEEK 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 videos, 5 readings, 2 practice quizzes
- Video: Module Intro
- Video: Lesson 1 Intro
- Video: Mechanistic and Organic Structures
- Video: Relationship of Structure and Strategy
- Video: 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
- Video: Lesson 2 Intro
- Video: Functional Structure
- Video: Divisional Structure
- Video: Matrix Structure
- Video: Network Structure
- Reading: Flat Structures
- Discussion Prompt: Flat Structures
- Practice Quiz: Structuring the Organization
- Video: Lesson 3 Intro
- Video: Choosing Business Unit Structure Based on Strategic Objectives
- Video: Autonomous Units
- Video: Ambidexterity
- Reading: Ambidexterity
- Discussion Prompt: Ambidexterity
- Video: Detecting and Reacting to Change
- Reading: Module 2 Slides
- Video: Module Conclusion
Graded: Structuring Business Units
WEEK 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 videos, 7 readings, 2 practice quizzes
- Video: Module Intro
- Video: Lesson 1 Intro
- Video: What to Communicate
- Video: How to Communicate
- Reading: Stephen Elop's "Burning Platform" Memo
- Discussion Prompt: Stephen Elop's "Burning Platform" Memo
- Video: Strategic Consensus
- Reading: All-Hands Meetings at Zappos
- Discussion Prompt: All-Hands Meetings at Zappos
- Practice Quiz: Vertical Communication of Strategy
- Video: Lesson 2 Intro
- Video: Horizontal Communication
- Video: 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
- Video: Lesson 3 Intro
- Video: Tools for Upward Communication
- Reading: Collaboration and Upwards Communication at Google
- Discussion Prompt: Collaboration and Upwards Communication at Google and Cisco
- Video: Making the Organization Comfortable with Sharing Bad News
- Video: Organizational Learning
- Reading: Module 3 Slides
Graded: Communicating Upwards
WEEK 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 videos, 4 readings, 1 practice quiz
- Video: Module Intro
- Video: Lesson 1 Intro
- Video: Causes of Resistance
- Video: Managing Resistance
- Reading: Challenging Resistance to Change
- Discussion Prompt: Challenging Resistance to Change
- Video: Models for Implementing a New Initiative
- Practice Quiz: Identifying and Managing Resistance to Change
- Video: Lesson 2 Intro
- Video: Identifying Risks
- Video: 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
Graded: Managing Other Risks to Implementation
WEEK 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 videos, 4 readings, 1 practice quiz
- Video: Module Intro
- Video: Lesson 1 Intro
- Video: What is Organizational Culture?
- Reading: Culture at Netflix
- Discussion Prompt: Culture at Netflix
- Video: Subcultures
- Video: Strong and Weak Cultures
- Reading: Culture at Nucor
- Discussion Prompt: Culture at Nucor
- Practice Quiz: What is Culture
- Video: Lesson 2 Intro
- Video: How Culture is Created and Propagated
- Video: Adapting Culture to Support Implementation
- Video: Cultural Values Associated with Creativity and Innovation
- Reading: Culture at Chipotle
- Discussion Prompt: Culture at Chipotle
- Reading: Module 5 Slides
Graded: Culture in Implementation
WEEK 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 videos, 7 readings, 1 practice quiz
- Video: Module Intro
- Video: Lesson 1 Intro
- Video: Organizational Power and Its Sources
- Video: Using Power in Implementation. Conflicts
- Reading: Ben Horowitz on Organizational Politics
- Discussion Prompt: Ben Horowitz on Organizational Politics
- Practice Quiz: Power and Organizational Politics
- Video: Lesson 2 Intro
- Video: Informal Networks
- Video: Relevance of Informal Networks for Implementation
- Reading: Informal Networks
- Discussion Prompt: Informal Networks
- Reading: Module 6 Slides
- Video: Course Ending
- Reading: Examples for Describe-Substantiate-Recommend
- Reading: e-Types as an Organization
- Reading: Strategic Options for e-Types
- Video: About e-Types
- Video: e-Types about e-Types
- Video: About e-Types II
- Video: e-Types dilemma
- Reading: Further Reading
Graded: Informal Networks
Graded: Strategy Implementation Plan for e-Types
FAQs
How It Works
Coursework
Each course is like an interactive textbook, featuring pre-recorded videos, quizzes and projects.
Help from Your Peers
Connect with thousands of other learners and debate ideas, discuss course material, and get help mastering concepts.
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Creators
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.
Pricing
| Purchase Course | Audit | |
|---|---|---|
| Access to course materials | Available | Available |
| Access to graded materials | Available | Not available |
| Receive a final grade | Available | Not available |
| Earn a shareable Course Certificate | Available | Not available |
Ratings and Reviews
I would just like to suggest that the instructions for the final peer-review assignment should be improved. For me it was quite clear that the goal was to pick the strategic option for Etypes to choose the "team danmark logo" which in essence also defines the bigger strategy of eTypes to stay edgy and a rebel designer company. We were supposed to pick implementation plans specifically for this strategy. However, some of the peers assumed that they could propose several strategies, and combine a series of implementation plans, and put them altogether into this assignment. This in my opinion, lead to some confusion in some of the peers assignment submissions and their reviews for the assignment.
Excellent program
Very nice explanation and exercises to understand in a practical, tangible way about how to implement a strategy, along with obstacles to be considered.
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Excellent course!