Grow to Greatness: Smart Growth for Private Businesses, Part II
开始时间: 04/22/2022
持续时间: 4 weeks
课程主页: https://www.coursera.org/course/GTG
课程评论:没有评论
第一个写评论
关注课程
课程详情
Most entrepreneurship courses focus on how to start a business. Few focus
on the next big entrepreneurial inflection point: how do you successfully
grow an existing private business? This is the focus of this Course. It
is based on the instructor's research and thirty years of real-world experience
advising private growth companies.
This Course will focus on the common “people” challenges private growth
companies face as they grow. You will study stories of how six different
private businesses faced their growth challenges.
While strategic focus and operational excellence are necessary to build
a great growth company, they are not sufficient. Growth requires the right
kind of leadership, culture, and people. My research clearly showed that
many entrepreneurs struggle with personal challenges presented to them
by growth, as well as the challenge of hiring the right people and building
the right management team that can play well together. The research shows
that every growth business faces common challenges. You can learn from
others' experience—you do not have to "reinvent the wheel".
The Course format is story based. Each case tells a compelling story.
You will learn from Barbara Lynch, Ryan Dienst, Steve Ritter, Randy Bufford,
John Gabbert, and Mike Cote. In addition, each week, we will discuss a
different content theme. In Week 3, you will engage in a Workshop where
you will be asked to apply the Growth System Assessment Tool. You will
have the opportunity to create a Course Community of fellow students to
learn from each other as the Course progresses.
You will learn how entrepreneurs must grow, too; the “secret” of high
performance; people-centric leadership; how to create high employee engagement;
how to create an internal Growth System; and how to build a senior management
team.
课程大纲
Please see
Syllabus for
further detail on weekly reading and assignments.
Week 1: The Entrepreneur Must Grow, Too! In order for
a business to grow, the entrepreneur must grow. First, the entrepreneur’s
role will evolve from primarily being a “doer” to a manager then to a leader
and ultimately to being a coach/mentor. Additionally the entrepreneur in
most cases moves from being a specialist to a generalist to ultimately
being a “conductor”. We will learn from Barbara Lynch, a much-heralded
Chef who, with little formal education or training, built a multi-concept
restaurant “empire” in Boston, and from Ryan Dienst, one of the founders
of Global Medical Imaging.
Week 2: The “Secret” of High Performance is High Employee Engagement. Using
the Leaders Bank and Trilogy Health Services stories we will look at how
two businesses put in place people policies, practices, and a leadership
model that led to high employee engagement, loyalty, and productivity that
drove high customer satisfaction. We will also focus on the principles
of people-centric leadership. During this Week, you will engage with Community
members in Workshop learning.
Week 3: Growth Is Much More Than a Strategy—It Requires a SYSTEM. Growth
is behavioral. To enable and promote the desired behaviors, entrepreneurs
have to create an internal aligned system that links, in a consistent self-reinforcing
manner, strategy/business model, culture, structure, leadership behaviors,
measurements, and rewards. This week we will learn from John Gabbert, who
built highly successful retail home furnishings chain Room & Board
his way, rejecting the common business practices of his industry. My MBA
students find this story mindboggling. If you have work experience, you
will also use the Growth System Assessment Tool.
Week 4: The Surprising Difficulties in Building a Senior Management Team. I
was surprised in my research at how difficult it was for entrepreneur’s
to build a senior management team. In many cases it took multiple hirings
to get the right fit. And even then, getting the senior management team
to “play well together” was challenging. Lastly, most entrepreneurs were
not prepared for the need to “upgrade” their management team as the business
grew. This week we will study how Mike Cote took over as CEO of SecureWorks,
a floundering Internet security company, and grew it into an industry leader
ultimately selling the company last year to Dell for hundreds of millions
of dollars.
课程评论(0条)