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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/strategic-foresight
课程评论：没有评论
课程名称: 构建战略洞察能力 课程概述: 当今，组织面临着越来越多的不确定性，往往对颠覆性变化的应对能力不足，容易在生态系统中的“意外”变故面前陷入困境。为了保持竞争力，组织需要提升自身能力，以更敏捷的方式适应变化，并积极驱动公司、社会及行业层面的变革。 课程内容介绍: 1. **导论、信号扫描及变革驱动因素的开发**: 在这一模块中，我们将介绍战略洞察的基本原则和语言。您将学习如何将信号转化为变革驱动因素，并如何解读这些驱动因素，以便在商业和个人职业中应对不确定性。 2. **情景思考为何是准备应对不确定未来的关键**: 本模块将介绍基于您在前一模块中学习的驱动因素构建的情景。我们将探讨如何创造多种合理的未来情景，并通过故事与图像来表达这些情景，以支持长期决策。 3. **情景开发及与利益相关者的互动**: 在此模块中，您将学习如何开发并使用情景，使未来变得具体可行。通过将两个选择的驱动因素放入情景交叉，将构建出四种合理的未来情景，作为战略讨论的基础。 4. **开发面向未来的独特战略**: 学会创作引人注目的未来叙述后，您将基于这些未来情景制定不同于当前状况的战略。这些战略即为“远期战略”，它们形成一系列行动的组合，以帮助我们在性能与稳健性之间取得平衡。 5. **构建组织的洞察能力**: 在前两个模块中，我们聚焦于洞察的实践，并了解场景如何支持战略及决策。您将学习如何将洞察融入个人和组织的日常生活中，并获得支持投资洞察的材料和论据。 6. **考试：最终测验**: 课程结束时，您将通过一项包含30个问题的最终测验来检验您的知识。祝您好运！ 这个课程旨在通过系统的方法提升您的战略洞察能力，帮助您在充满不确定性的环境中实现更强的适应性和前瞻性决策。
Name:Introduction, Scanning for signals and Developing drivers of change
Description:In this first module of the strategic foresight course we will introduce you to the language and basic principles of foresight . You will learn how to convert signals into drivers of change, and how to interpret drivers of change to succeed in the face of uncertainty in your business and in your personal career.
Name:Why scenario thinking is key to prepare for uncertain futures
Description:This week, in module 2, we will introduce you to scenarios, which are built from the drivers you learned about in the previous module. In Module 1, you identified signals of how the future might be different and learned how to separate signal from noise to identify drivers of change. Scenarios help you create multiple plausible futures and catch them in stories and images. These stories inform long term decision making. Let's unleash our creativity and explore how those drivers combine in non-linear and complex ways to create narratives and scenarios for very different futures.
Name:Developing scenarios and working with stakeholders
Description:In this module you will learn how to develop -and use- scenarios as a way to make futures tangible. As mentioned, we need to limit the amount of scenarios to make our foresight project manageable. By putting two drivers, selected through the approach from previous chapter in a scenario cross, we can create a spectrum of four plausible futures as a basis for strategic conversations. We will demonstrate and test with you how scenario narratives can become a catalyst for impactful strategies.
Name:Developing future-oriented and unique strategies
Description:Having learned how to craft compelling narratives of the future, you will now turn to strategize based on these future scenarios. You will come up with strategies that are different from your current one and different to the status quo. These are known as distant strategies. They form part of a portfolio of actions to help us balance performance and robustness. We will look at how scenarios can help you determine your Massive Transformation Purpose, a “why” to commit to. This helps you look at “what” actions we can take and “how” you will achieve them. The strategy playbox will provide you with a mechanism to systematically explore what is possible within current constraints.
Name:Building organisational foresight capabilities
Description:In the two previous modules we focused on the practice of foresight. We were introduced to the Scenario Sprint method and learnt how scenarios help us to co-create compelling narratives that support strategy and decision making. This week, you will learn how to make foresight part of your everyday life, as an individual or in an organization. Module five will present you with materials and arguments to support the case for investing in foresight, and will provide you with the necessary information to scale the competency to identify, interpret and act on signals of change.
Name:Exam : Final quiz
Description:Now you have reached the end of the course. The only thing left is the final quiz! Here you will test your knowledge with 30 questions. Good luck.
Today, organizations find themselves dealing with an increasing amount of uncertainty. They are often ill-equipped at responding to disruptive change and find themselves blindsided by ‘unexpected’ landslides in their ecosystems. In order to hold their ground, they need to upgrade their capabilities, become more agile in adapting to change and drive firm-level, society-level and industry-level change proactively. This course introduces you to strategic foresight, its main methods and tools and
