Strategic Management and Innovation Specialization

Start Date: 02/23/2020

Course Type: Specialization Course

Course Link:

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About Course

This Specialization explores the evolving world of business strategy, focusing on the increasingly important roles of design, user experience, and innovation in shaping competitive advantage. You’ll learn about concepts such as goal setting, value creation, global integration, and diversification, and you’ll critique classic theories and frameworks in the context of new business realities. In the final Capstone Project, you’ll create and defend a holistic business strategy in response to a realistic case study prompt.

Course Syllabus

Strategic Management
Strategy Formulation
Strategy Implementation
Strategic Management - Capstone Project

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Course Introduction

Manage 21st Century Business Strategy. Develop and implement an innovative business approach in just three courses. Strategic Management and Innovation Specialization The strategy master class introduces the critical concepts of strategy and design. The course focuses on the critical areas of organization design, management of risk and organization design strategy. The course emphasizes the integration of theory and practice of strategic management and design, and the application of concepts and techniques for strategic management and design. In the first part of the specialization, you’ll be introduced to the critical areas of strategy and design for management of risk and organization design. You’ll develop a strategy for strategy formulation and implementation and apply it to a case study of your choice. You’ll also discuss the key components of strategy formulation and implementation in an organizational context. In the second part of the specialization, you’ll apply the concepts and techniques for strategy formulation and implementation in an organizational context. You’ll discuss the integration of theory and practice of strategic management and design, and the application of concepts and techniques for strategic management and design. You’ll also discuss the integration of theory and practice of strategic management and design, and the application of concepts and techniques for strategic management and design. When you complete this specialization, you’ll have a basic understanding of the strategic dimensions, the role of the strategic manager in risk management and the application of theories and techniques for strategy formulation and implementation in an organizational context.Strategic Management Defining Strategy Strategic Planning Designing Strategy <|start

Course Tag

Strategic Management Strategy Implementation Strategic Thinking Business Strategy

Related Wiki Topic

Article Example
Management innovation While the term "innovation" in economic science is most times claimed for technical or procedural innovations, the prevalence of different types of innovation in the academic literature shows strategic, organizational, administrative and management innovations as very few researched.
Innovation management Innovation management is a combination of the management of innovation processes, and change management. It refers both to product, business process, and organizational innovation.
Management innovation In most companies, management innovation is ad hoc and incremental. A systematic process for producing bold management breakthroughs must include:
Innovation management Innovation, although not sufficient, is a necessary prerequisite for the continued survival and development of enterprises. The most direct way of business innovation is through technological innovation, disruptive innovation or social innovation. Management of innovation, however, plays a significant role in promoting technological and institutional innovation.
Strategic management Peter Drucker was a prolific management theorist and author of dozens of management books, with a career spanning five decades. He addressed fundamental strategic questions in a 1954 book "The Practice of Management" writing: "... the first responsibility of top management is to ask the question 'what is our business?' and to make sure it is carefully studied and correctly answered." He wrote that the answer was determined by the customer. He recommended eight areas where objectives should be set, such as market standing, innovation, productivity, physical and financial resources, worker performance and attitude, profitability, manager performance and development, and public responsibility.
Management innovation Management Innovation has many diverse definitions, however all are described as new forms of organisation and process.
Management innovation Motivation, invention, implementation, theorization and labeling—that collectively define a model of how management innovation comes about.
Strategic Enrollment Management According to Bontrager and Kerlin , common misconceptions and sometimes barriers to implementing or moving strategic enrollment management forward within an institution are that strategic enrollment management is:
Innovation management Innovation management helps an organization grasp an opportunity and use it to create and introduce new ideas, processes, or products industriously. Creativity is the basis of innovation management; the end goal is a change in services or business process. Innovative ideas are the result of two consecutive steps, "imitation" and "invention".
Innovation management An approach for classifying Innovation Management Tools (IMTs) is using typologies, as proposed by Antonio Hidalgo and Jose Albors. The study conducted at a European level used 10 typologies for knowledge-driven Innovation Management Tools. These typologies were found by looking at 32 characteristics that classify Innovation Management Tools. Hidalgo and Albors were able to narrow the list down to 8 criteria (knowledge-driven focus, strategic impact, degree of availability, level of documentation, practical usefulness, age of the IMT, required resources for implementation, measurability), that are especially relevant for IMTs in the knowledge-driven economy (knowledge economy). The advantage of using typologies is the easy integration of new methods and the availability of a broader scope of tools.
Strategic management Strategic management involves the related concepts of strategic planning and strategic thinking. Strategic planning is analytical in nature and refers to formalized procedures to produce the data and analyses used as inputs for strategic thinking, which synthesizes the data resulting in the strategy. Strategic planning may also refer to control mechanisms used to implement the strategy once it is determined. In other words, strategic planning happens "around" the strategic thinking or strategy making activity.
Strategic management In 1999, Constantinos Markides reexamined the nature of strategic planning. He described strategy formation and implementation as an ongoing, never-ending, integrated process requiring continuous reassessment and reformation. Strategic management is planned and emergent, dynamic and interactive.
Strategic management David Teece pioneered research on resource-based strategic management and the dynamic capabilities perspective, defined as “the ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments". His 1997 paper (with Gary Pisano and Amy Shuen) "Dynamic Capabilities and Strategic Management" was the most cited paper in economics and business for the period from 1995 to 2005.
Strategic management Strategic management provides overall direction to the enterprise and involves specifying the organization's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning.
Strategic Management Society The SMS Book Series is published in cooperation with Wiley-Blackwell and focuses on cutting edge concepts/topics in strategic management theory and practice. The books emphasize building and maintaining bridges between theory and practice in strategic management. The work published generates and tests theories of strategic management and it demonstrates how to learn, understand and apply these theories in practice.
Innovation management The goal of innovation management within a company is to cultivate a suitable environment to encourage innovation. The suitable environment would help the firms get more cooperation projects, even ‘the take-off platform for business ventures’. Senior management's support is crucial to successful innovation; clear direction, endorsement, and support are essential to innovation pursuits.
Strategic Management Society The Strategic Management Society (SMS) is a professional society for the advancement of strategic management.The society consists of nearly 3,000 members representing various backgrounds and perspectives from more than eighty different countries. Membership, composed of academics, business practitioners, and consultants, focuses on the development and dissemination of insights on the strategic management process, as well as on fostering contacts and interchange around the world. The society has been credited with being a seminal factor in the development of strategic management as a legitimate field of scholarly endeavor.The SMS publishes the Strategic Management Journal, Strategic Entrepreneurship Journal and the Global Strategy Journal.
Strategic Enrollment Management But it wasn’t until 1990 that AACRAO established the term, “Strategic Enrollment Management”, and started the first annual SEM conference, specifically focused on pressing issues and effective practices in Strategic Enrollment Management. Beginning in 2009, AACRAO developed the first SEM Award of Excellence to recognize outstanding achievement and visionary leadership in Strategic Enrollment Management.
Strategic management In 1985, Professor Ellen Earle-Chaffee summarized what she thought were the main elements of strategic management theory where consensus generally existed as of the 1970s, writing that strategic management:
Innovation management By utilizing innovation management tools, management can trigger and deploy the creative capabilities of the work force for the continuous development of a company. Common tools include brainstorming, virtual prototyping, product lifecycle management, idea management, TRIZ, Phase–gate model, project management, product line planning and portfolio management. The process can be viewed as an evolutionary integration of organization, technology and market by iterating series of activities: search, select, implement and capture.