Business Strategy Execution-Agile Organization System Design

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.