Business Strategy Execution-Agile Organization System Design
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.
- Any prior understanding of organization culture and strategy; as well as change management experience, will be helpful.
Understanding your organization as a system is critical to success and sustainability. Your business success is not merely having a goal, a direction, a vision. It is the ability to change, to create the process, the organization, the capabilities and culture, that result in performance. 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.
Larry Miller is now teaching eighteen courses with more than 260,000 students in 200 countries on Udemy. He is the author of eleven books, and has more than forty years of experience consulting with major corporations on their culture and management systems. 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 implementation process.
His expertise is derived from hands on experience creating change in the culture of more than a hundred organizations. Among his consulting clients have been Honda, 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada Eastman Chemicals, Xerox, Harris Corporation, Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications.
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 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 and culture of the organization.
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 many 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.