Business Execution: Crafting A Strategy That Executes

The Business Execution Series

What you'll learn
Apply the steps to define executable strategy in a given scenario
Assess whether the steps for strategically selecting executable initiatives have been followed in a given scenario
Apply the steps for creating strategic targets
Assigning resources in a given scenario
Requirements
No special requirements or prerequisites
Description
Welcome to the Business Execution: Crafting a Strategy that Executes course. This is the second course of the Business Execution series.Despite the amount of time spent on planning and strategy, businesses regularly fail to execute their strategic plans. Why is that? Executives must achieve continued growth and strategically manage costs, while skillfully navigating risk. These challenges often stand in the way of successfully executing strategic plans, creating a gap between vision and execution – a gap that must be bridged.Successful strategy execution involves participation and coordination across all units of the business. Decisions made within the business units take place within a complex and multilayered organizational context of leadership, workforce, and culture.The process used to execute strategy links strategy formulation and planning with operational execution. First, you define and develop the strategy. Next, you align people and operations with the strategy. And finally, you monitor and revise the strategy. This course focuses on the first stage – defining and developing executable strategic plans.This course will give you the tools you need to define and develop strategy that executes. You'll learn how to define the strategy by clarifying the mission, vision, and values. You'll explore how to review the current situation and create strategy direction statements.Then you'll find out how to select strategic initiatives based on themes and assign accountability to those initiatives. Finally, you'll learn how to translate initiatives into strategic targets and allocate resources to initiatives.Without a focused plan, a business strategy will remain a vision. But by clearly defining what you want to achieve and developing strategically executable initiatives, you can bridge the gap between vision and execution.That’s it! Now go ahead and push that “Take this course” button and see you inside the course!

Overview

Section 1: Business Execution: Crafting a Strategy that Executes

Lecture 1 Course Overview

Lecture 2 Program Overview

Lecture 3 Course Guidelines

Lecture 4 Defining Executable Strategy

Lecture 5 Define the strategy

Lecture 6 Clarify the mission, vision, and values

Lecture 7 Review the current situation

Lecture 8 Create strategy direction statements

Lecture 9 Defining Strategy

Lecture 10 Selecting Strategically Executable Initiatives

Lecture 11 The critical aspects of strategy

Lecture 12 Selecting strategic initiatives

Lecture 13 Assigning accountability

Lecture 14 Develop the Strategy

Lecture 15 Creating Executable Metrics and Assigning Resources

Lecture 16 From initiatives to strategic targets

Lecture 17 Allocate resources to initiatives

Lecture 18 Allocate resources to initiatives

Lecture 19 Defining an Executable Business Strategy

Lecture 20 Selecting Initiatives that are Strategically Executable

Lecture 21 Creating Strategic Targets and Allocating Resources

Lecture 22 Business Execution - Crafting a Business Strategy that Executes

Anyone who wants to initiate the conditions, implement the strategies, and provide support for business execution in their organization

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