Business Strategy Execution-Agile Organization System Design
Last updated 3/2020
MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz
Language: English | Size: 8.26 GB | Duration: 18h 10m
Transforming Culture and Capabilities to Execute Business Strategy: The Agile Way to Business Strategy Success
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.
Requirements
Any prior understanding of organization culture and strategy; as well as change management experience, will be helpful.
Description
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 ShawNote: 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.
Overview
Section 1: Introduction to Strategy Execution - The Agile/Lean Way
Lecture 1 Connecting Strategy, Culture & Capabilities
Lecture 2 Strategy Execution: The Problem and Solution
Lecture 3 The Strategy is in the System
Section 2: Defining Strategy, Culture & Capabilities
Lecture 4 What is Strategy?
Lecture 5 What is Culture?
Lecture 6 What are Capabilities?
Lecture 7 Adaptation and Alignment
Section 3: The Plan for Agile Strategy Execution
Lecture 8 Myths of Strategy Execution
Lecture 9 Principles of Agile Strategy Execution
Lecture 10 The Agile Strategy Execution Process
Lecture 11 A VERY(!) Brief Discussion of Theory
Lecture 12 An Overview of Whole-System Architecture
Lecture 13 A Case Study of Strategic Redesign in Health Care
Section 4: What is the Business Strategy?
Lecture 14 Linking Business Strategy to Customer Satisfaction
Lecture 15 What is Moving on the Landscape?
Lecture 16 What is Our Business Model?
Lecture 17 The Capability Planning Matrix
Section 5: Assessment: Leadership and Life Cycles
Lecture 18 Introduction to Culture Assessments
Lecture 19 Barbarians to Bureaucrats - Synopsis and Assessment Questions
Lecture 20 Life Cycle Analysis 1 - Integration and Disintegration
Lecture 21 Life Cycle Analysis 2 - Emerging and Declining Cultures
Lecture 22 The Prophet - In the Beginning....
Lecture 23 The Failure of the Prophet
Lecture 24 The Conquering Barbarian and Rapid Growth
Lecture 25 The Failure of the Barbarian
Lecture 26 Stability and Differentiation: The Builder and Explorer
Lecture 27 Failure of the Builder and Explorer
Lecture 28 Tipping the Curve: The Administrator and an Orderly Life
Lecture 29 From Collaboration to Control: The Grip of the Bureaucrat
Lecture 30 The Aristocrat: Alienation and Revolution
Lecture 31 The Synergist
Section 6: Assessment: The Five Forms of Capital
Lecture 32 Sustainable Wealth - the Book
Lecture 33 Creating Sustainable Wealth: Assessing Your Assets and Liabilities
Lecture 34 Spiritual Capital
Lecture 35 Social Capital
Lecture 36 Human Capital
Lecture 37 Innovation Capital
Lecture 38 Financial Capital
Lecture 39 Assessing Your Assets and Liabilities
Lecture 40 Forms of Capital Self-Assessment
Section 7: Assessment: Lean Culture
Lecture 41 The Beginning of Lean
Lecture 42 Lean Principles 1
Lecture 43 Lean Principles 2
Lecture 44 Lean Principles 3
Lecture 45 A Visit to Honda - Discovering Lean Culture
Lecture 46 Lean Self-Assessment
Section 8: Writing the Strategy Design Charter
Lecture 47 The Steering Team and Design Team - Who and What
Lecture 48 The Roles & Responsibilities of Steering and Design Teams
Lecture 49 Writing the Design Charter
Lecture 50 Writing the Design Charter and Sample Charters
Section 9: Design Team Discovery
Lecture 51 Design Team Introduction
Lecture 52 Gathering the Facts
Lecture 53 Interviewing Customers
Lecture 54 Mapping the Work Flow
Lecture 55 Chapter: Mapping Your Value Stream
Lecture 56 Analyzing for Waste, Time, Variances and Cost
Section 10: Dream the Ideal Future
Lecture 57 Dreaming the Ideal Future
Lecture 58 Developing the Dream
Section 11: Design the Future System
Lecture 59 Designing the Future Work System
Lecture 60 Social System Design - Structure
Lecture 61 Social System Design - Supportive Systems
Lecture 62 Designing the Ideal Social System
Section 12: Deploying and Developing the Future State
Lecture 63 The Design Presentation - Advice for the Design Team
Lecture 64 The Design Presentation - Advice for the Steering Team
Lecture 65 Deploying and Developing the Design
Lecture 66 Agile Strategy Deployment
Lecture 67 The Psychology of Objectives
Lecture 68 Management by Objectives & Self-Control
Section 13: Additional Resources
Lecture 69 Bonus Lecture: Some Additional Resources
Leaders and leadership teams with business unit responsibility.
Homepage
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