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30-Day Money-Back Guarantee

This course includes:

  • 11 hours on-demand video
  • 25 downloadable resources
  • Full lifetime access
  • Access on mobile and TV
Business Business Strategy Agile

Business Strategy Execution: Agile Organization Design

Transforming Culture and Capabilities to Execute Business Strategy: The Agile Way to Business Strategy Success
Rating: 4.5 out of 54.5 (1,772 ratings)
13,071 students
Created by Lawrence M. Miller, Institute for Leadership Excellence
Last updated 3/2020
English
English [Auto], Italian [Auto]
30-Day Money-Back Guarantee

What you'll learn

  • To create a process of agile action to achieve strategic business goals.
  • To align the internal technical systems (work process), social systems, and economic system to achieve business strategy.
  • To achieve agile adaptation and alignment of the organization's systems, structure, skills, style and symbols.
  • To engage the maximum number of leaders and associates in the process of building the future culture and capabilities that will lead to sustainable performance.
Curated for the Udemy for Business collection

Requirements

  • Any prior understanding of organization culture and strategy; as well as change management experience, will be helpful.

Description

Your business success is not merely having a goal, a direction, a strategy. It is the ability to create the process, the organization, the capabilities and culture, the result in performance toward that strategy. This course is a roadmap that will enable you to successfully execute strategy.

  • "Engaging and enlightening. Larry's wealth of experience allows you to easily apply the subject matter to the real world." Neil Shaw

Note: Now included is the complete ebook Getting to Lean - Transformational Change Management. It is attached to lecture 4. 

Business Strategy Execution is a hot topic in management today. The Conference Board's recent Survey of CEOs revealed that chief executives are so concerned about strategy execution that they rated it as both their number one and number two most challenging issue.

Why does strategy execution so often fail? Because most strategic plans are little more than a series of vertically integrated objectives. But, the problem is not objectives and it is not vertical. It is the "whole-system" and its ability to adapt and align, internally and externally in fast cycles. In other words, to be agile. The problem is the culture and capabilities of the organization and a process to design and deploy those capabilities. This course provides that process and is based on forty years of experience improving the performance of organizations.

The problem is developing new capabilities and a new culture that will enable the organization to achieve its goals. The term "Agile" implies an iterative process of experimentation, learning, adaptation to the changing environment, and alignment with other business units and support groups. This course is about creating that agility, adaptation and alignment.

Every organization has capabilities that are embedded in the culture. This course will take the leader through a process of assessing the current culture, its assets and liabilities, sensing the changing landscape that presents threats and opportunities, and then engaging the organization in the design of those processes and systems that will represent competitive advantage.

  The author of this course is the author of ten books on leadership, lean management and change process. This course includes the text and material from three of his books.

Who this course is for:

  • Leaders and leadership teams with business unit responsibility.

Featured review

Titilope Adelaja
Titilope Adelaja
9 courses
7 reviews
Rating: 5.0 out of 5a year ago
Course was interesting. i love the detailed step by step / hand-holding. It was a course that walked you through what to do, how to do it, who to do what and all. I'm recommending this to other members of my management

Course content

13 sections • 69 lectures • 18h 10m total length

  • Connecting Strategy, Culture & Capabilities
    Preview10:00
  • Strategy Execution: The Problem and Solution
    Preview09:39
  • The Strategy is in the System
    Preview14:01

  • What is Strategy?
    11:29
  • What is Culture?
    17:45
  • What are Capabilities?
    18:36
  • Adaptation and Alignment
    09:23

  • Myths of Strategy Execution
    14:46
  • Principles of Agile Strategy Execution
    06:21
  • The Agile Strategy Execution Process
    08:14
  • A VERY(!) Brief Discussion of Theory
    07:00
  • An Overview of Whole-System Architecture
    24 pages
  • A Case Study of Strategic Redesign in Health Care
    24 pages

  • Linking Business Strategy to Customer Satisfaction
    Preview15:13
  • What is Moving on the Landscape?
    13:26
  • What is Our Business Model?
    16:01
  • The Capability Planning Matrix
    19:46

  • Introduction to Culture Assessments
    05:51
  • Barbarians to Bureaucrats - Synopsis and Assessment Questions
    25 pages
  • Life Cycle Analysis 1 - Integration and Disintegration
    16:03
  • Life Cycle Analysis 2 - Emerging and Declining Cultures
    11:41
  • The Prophet - In the Beginning....
    14:54
  • The Failure of the Prophet
    07:59
  • The Conquering Barbarian and Rapid Growth
    14:28
  • The Failure of the Barbarian
    05:18
  • Stability and Differentiation: The Builder and Explorer
    19:46
  • Failure of the Builder and Explorer
    09:09
  • Tipping the Curve: The Administrator and an Orderly Life
    16:09
  • From Collaboration to Control: The Grip of the Bureaucrat
    14:30
  • The Aristocrat: Alienation and Revolution
    16:49
  • The Synergist
    17:16

  • Sustainable Wealth - the Book
    224 pages
  • Creating Sustainable Wealth: Assessing Your Assets and Liabilities
    11:39
  • Spiritual Capital
    12:13
  • Social Capital
    13:22
  • Human Capital
    12:21
  • Innovation Capital
    16:54
  • Financial Capital
    08:36
  • Assessing Your Assets and Liabilities
    03:32
  • Forms of Capital Self-Assessment
    11 pages

  • The Beginning of Lean
    12:20
  • Lean Principles 1
    13:32
  • Lean Principles 2
    15:28
  • Lean Principles 3
    11:01
  • A Visit to Honda - Discovering Lean Culture
    7 pages
  • Lean Self-Assessment
    5 pages

  • The Steering Team and Design Team - Who and What
    14:40
  • The Roles & Responsibilities of Steering and Design Teams
    8 pages
  • Writing the Design Charter
    09:39
  • Writing the Design Charter and Sample Charters
    15 pages

  • Design Team Introduction
    14:49
  • Gathering the Facts
    10:51
  • Interviewing Customers
    12 pages
  • Mapping the Work Flow
    19:20
  • Chapter: Mapping Your Value Stream
    16 pages
  • Analyzing for Waste, Time, Variances and Cost
    14 pages

  • Dreaming the Ideal Future
    11:33
  • Developing the Dream
    4 pages

Instructor

Lawrence M. Miller, Institute for Leadership Excellence
Best Selling Instructor, Author & Leadership Coach
Lawrence M. Miller, Institute for Leadership Excellence
  • 4.4 Instructor Rating
  • 35,215 Reviews
  • 119,090 Students
  • 16 Courses

Larry Miller is now teaching more than one-hundred thousand students in more than 170 countries on Udemy, is the author of eleven books, and has forty years of experience consulting with major corporations. Several of his courses on management and leadership are best selling courses in their category and have been adopted by major corporations as part of their leadership development and lean culture implementaton process.  

For the past forty years he has worked to improve the performance of organizations and the skills of their leaders. His expertise is derived from hands on experience creating change in the culture of more than a hundred organizations. 

He began his work in youth prisons after recognizing that the learning system in the organization had exactly the opposite of its intended effect – increasing, rather than decreasing, dysfunctional behavior. For four years he worked to redesign the prison system by establishing the first free-economy behind prison walls, where each inmate had to pay rent, maintain a checking account, and pay for everything he desired. This was his first organizational transformation. 

He has been consulting, writing and speaking about business organization and culture since 1973. After ten years with another consulting firm, he formed his own firm, the Miller Howard Consulting Group in 1983. In 1998 he sold his firm to Towers Perrin, an international human resource consulting firm and became a Principal of that firm. In 1999 he left that firm to focus on solo consulting projects. 

He and his firm were one of the early proponents of team-based management and worked with many clients to implement Team Management from the senior executive team to include every level and every employee in the organization. The Team Management process created a company of business managers, with every employee focused on continuous improvement of business performance. In addition to directing the overall change process, Mr. Miller personally coached the senior management team of many of his clients. 

The implementation of Team Management led to the realization that the whole-system of the organization needed to be redesigned to create alignment so all systems, structure, skills, style and symbols support the same goals and culture. From this realization he developed the process of Whole System Architecture that is a high involvement method of rethinking all of the systems, structures and culture of the organization. Among his consulting clients have been 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada and Varig Airlines, Eastman Chemicals, Xerox, Harris Corporation, McDonald's and Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications. 

Mr. Miller has authored eleven books, among them American Spirit: Visions of A New Corporate Culture, which was the text for Honda of America's course on their values and culture; and Barbarians to Bureaucrats: Corporate Life Cycle Strategies, which draws on the history of the rise and fall of civilizations to illustrate the patterns of leadership and evolution in corporate cultures. Most recently he authored Getting to Lean – Transformational Change Management that draws on the best change management practices such as socio-technical system design, appreciative inquiry, and systems thinking or learning organizations to provide a road map to transforming organizations. He has also authored Team Kata - Your Guide to Becoming A High Performing Team,  the core human process of lean organizations. Most recently he published The Lean Coach that corresponds to his course on Coaching Leaders for Success. He has appeared on the Today Show, CNN, made numerous appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine. He was recently the subject of articles in Fast Company and Inc. Magazine.


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