Business strategy evolution - looking back to move forward
4.3 (5 ratings)
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Business strategy evolution - looking back to move forward

Become a better strategic thinker (and doer) by adding an historical perspective to your strategy toolkit
4.3 (5 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
59 students enrolled
Last updated 2/2016
English
Current price: $10 Original price: $35 Discount: 71% off
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Includes:
  • 2 hours on-demand video
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
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What Will I Learn?
An ability to apply the principles and the tools of strategic thinking more appropriately when innovating.
An understand of the different approaches to business strategy and their specific contribution to the competitive advantage of organisations.
View Curriculum
Requirements
  • A basic understanding of business strategy might facilitate the learning experience, but it is not a prerequisite for the course.
Description

This course is about what we can learn today from the historical development of the field of business strategy, as managers, as entrepreneurs, and as innovators generally.

Placing the traditional strategic tools in an historical perspective not only helps us to understand the reason why they were created but also informs us how to use them properly when innovating in our organisations.

The course is divided into four sections, each of which covers a substantial stage in the development of business strategy.

The course is for those curious about the field of business strategy and how it has evolved over time. The aim is imbue the strategy tools we use on a daily basis with a soul.


Who is the target audience?
  • This course is for entrepreneurs, managers and business students willing to dig into the field of business strategy. It is for those seeking to discover the why and the how behind the development of new theories over time and to learn how they can be used today in order to innovate.
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Curriculum For This Course
Expand All 26 Lectures Collapse All 26 Lectures 02:02:40
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We start here!
1 Lecture 02:16

Zooming in: from the big box of strategy to the small box of business strategy

Preview 02:16
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Business strategy 1800 - 1950
5 Lectures 17:20

When did the concept of business strategy emerge? Why did business have an interest to remain small in the 1800?

When did business strategy emerge?
03:16

What has changed in business in 1850? How did the concept of the corporation emerge?

The visible hand of management
02:24

The impact of scientific management on business thinking between 1850 and 1910

Taylorism
02:10

How did world war one and two affect business thinking and practices?

War influence on strategic thinking
04:11

Recap: development of business thinking between 1800 and 1950

Summary and insight
05:19
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Business strategy 1950 - 1970
9 Lectures 40:05

Connecting and aligning the different parts of the organisation is a source of competitive advantage

Connecting the parts
03:52

How the concept of industry emerged and became the right unit of reference to study competition

Form the notion of the market to the concept of Industry
04:28

The swot analysis: connecting the internal and external environment

The SWOT analysis
05:02

Looking at business strategy in different perspectives makes us better strategists

Business strategy is multi-dimensional
06:00

How and why did strategy consultancy businesses emerge? What was their role?

The rise of strategy consultants
05:00

Do the manufacturing costs decrease of 25% if we double production?

The experience curve
03:27

Why the need to perform a portfolio analysis? How is this theory related to the experience curve?

The BCG matrix
04:32

A more complex attempt to develop a portfolio analysis

The GE-Mckinsey matrix
03:15

Why did strategy consultancy firms started to decline in the late 60's?

The fall of management consulting firms
04:29
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Business strategy 1980-1990
7 Lectures 35:59

Industrial Organisation (IA): a new emerging field in economics

The sub-field of industrial organization
05:18

What is the overall level of competition of an industry? What are the main drivers of competition? How is it possible to understand it?


Preview 04:52

Michael E. Porter five forces framework: the right tool to perform industry analysis

The Five forces framework
04:18

Beyond industry analysis: the positioning of a company within its industry affects its level of profitability

Company positioning within the industry
03:00

How does a company achieve a sustainable competitive advantage? The value chain: an activity based view of the organisation

The value chain
05:10

What type of competitive advantage can a company pursue? Low cost Vs. differentiation

Porter's generic strategies
06:33

How do the activities a company performs relate to its type of competitive advantage?

Connecting the value chain and generic strategies
06:48
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Business strategy from 1990 - today
4 Lectures 27:00

Business strategy from 1990 to today: an increasingly messy field!

Management's fads
07:44

The role that resources (particularly people) play in the competitive advantage of organisations: an emerging dimension in business strategy

Adding people to the strategic equation
05:54

The role that time plays in the development of the competitive advantage of organisations: another emerging dimension in business strategy

Preview 06:57

Looking at the evolution of business strategy and strategic thinking makes us better strategic thinkers. We are now ready to move a step closer into the future...

Preview 06:25
About the Instructor
Stefano Messori
4.4 Average rating
66 Reviews
861 Students
4 Courses
Design Strategist

Purpose

Stefano’s aim is to facilitate a design thinking agenda in organisations pursuing a strategic innovation approach. Stefano collaborates with the management of medium sized and large organisations (on ad hoc projects) but also with start-ups, through online learning and group facilitation sessions.

In addition to promoting and facilitating the adoption of a design agenda within organisations, Stefano encourages managers to challenge their current understanding of their work and the mental models they have created to explain reality.

Stefano’s on-line courses invite participants to take part in a conversation about entrepreneurship and its purpose in society. The courses introduce the concepts of strategic thinking and design thinking.

Designing a learning environment inspiring participants to open up their minds and hearts is Stefano's ultimate goal and desire.