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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/strategic-management
课程评论：没有评论
课程名称：战略管理 课程概述：商业战略的世界正在发生转变。以前有效的方法不再一定适用。该课程旨在帮助学员在一个以Apple、Google和Microsoft等公司市值超过Exxon等传统企业的时代，培养战略思维。如今，商业价值和竞争优势越来越多地取决于消费者对“酷”的认识，而非物理资产或规模经济。 这门课程是专为创造力和创新时代量身定制的三门课程专业化中的第一门，它将为您在21世纪商业环境中进行战略制定和实施提供准备。 学习完本课程后，您将能够： - 解释为什么“制定战略”被视为“管理活动的高峰”（Mintzberg）； - 识别并避免仍在流行的陈旧思想，以便采纳更新、更好的理念； - 指出由于技术进步和全球化，战略制定的方式发生了哪些变化； - 为“战略管理与创新专业”的顶点项目做好准备。 课程大纲： 1. 21世纪商业战略的方法介绍：课程的简短介绍。 2. 什么是战略？我们为什么关心战略？：本模块将展示战略实践的实例，帮助学员理解战略的真正含义。 3. 战略的演变……过去的进步与错误：探讨历史上战略咨询和规划的变迁，及其教训。 4. 变革的世界，变革的战略：分析全球市场经济的变化对企业战略的影响。 5. 顶点项目介绍——21世纪创意公司的战略：一个设计公司的内部争斗，关于如何在保持创新与满足市场需求之间找到平衡。 本课程将帮助您掌握21世纪的战略思维，适应现代商业环境的挑战。
Name:A 21st Century Approach to Business Strategy
Description:A short intro to the Course.
Name:What is strategy? And why do we care about it?
Description:Strategy can mean a lot of things. In this module, you'll encounter examples of strategy in action that demonstrate what people mean when they talk about strategy. After completion of the module, you'll be able to: Describe examples of strategy in action; Recognize "strategic situations"; Explain the difference between strategy as "position" and strategy as "capability" (and why that matters).
Name:The Evolution of Strategy...Past Progress, Past Mistakes
Description:Historically, strategy consulting and strategic planning have been big business. Companies have spent a lot over the years on sophisticated, high-brow "strategic" consulting. For a long time, consultants were the strategy "high-priests" of business. Until it all fell apart. Many past approaches have now fallen into disfavor, having risen spectacularly and failed even more spectacularly. Indeed, the history of business strategy making could be called a "March of Folly" (historian Barbara Tuchman uses this expression to describe a tendency in human history to repeat the same mistakes, again and again). This module explores what the past can teach us, how we might avoid repeating past mistakes.
Name:Changing World, Changing Strategies
Description:In the past several decades, a lot has changed in the world. Many more people and nations (China, India, Russia, etc) have joined the global market economy. The number of Internet users has skyrocketed and continues dramatically upward. Shipping traffic between countries has multiplied and also continues to grow. All this world change has changed the strategy situation of most companies in a big way. It means, for example, that companies in advanced economies have to compete against rivals that have structural cost advantages, because they operate in lower cost parts of the world. This module describes the shifted and shifting strategy landscape, due to the advance of technology and the relentless march of globalization.
Name:Capstone Project Intro -- Strategy in a 21st Century Creative Company
Description:An up-and-coming (and very ambitious) design firm is unexpectedly invited to bid for a work against more prominent competitors. The job: Design the logo and other elements of the public identity of the national sports team. Winning will vault e-Types to much greater prominence. Their work will be displayed on TV and on t-shirts. And they believe they have what it takes to win. But there's a problem. The e-Types designers, who have always thought of themselves as design revolutionaries, don't like the guidance they're receiving from this somewhat conservative client. In short, the designers think what the client is asking for is BORING. It's not the kind of work they want to do or be known for...now or ever! Meanwhile, more business oriented e-Types managers and staff can hardly believe what they're hearing from the designers -- don't they see the opportunity? This is business and there's money to be made. The designers should GET OVER THEMSELVES and satisfy the customer. Right? Controversy grips e-Types. At stake: what kind of company will they be going forward? Can they continue to be revolutionary and still satisfy their growth ambitions? Or is it time for them to "grow up" in order to appeal to a wider range of customers. The battle is on for the soul of this company -- what will YOU recommend?
The world of business strategy is in transition. What used to work doesn't anymore -- not necessarily. This course prepares you to think strategically in an age when companies like Apple, Google, and Microsoft have become more valuable (in market cap terms) than companies like Exxon. Today, business value and competitive advantage arise more often from consumer perceptions of what is "cool" than from physical assets or economies of scale. In this course -- the first of a three-course specialization tailored specifically for the age of creativity and innovation -- you will gear up for the challenges of strategy formulation and implementation in a 21st century business. After taking the course, you'll be able to: - Explain why "doing" strategy is considered "the high point of managerial activity" (Mintzberg); - Recognize and avoid the old, tired ideas about strategy that are still out there, so you can adopt fresher, better ideas; - Point out how doing strategy has changed because of advancing technology and globalization; - Prepare for the Capstone Project for the Strategic Management and Innovation Specialization
