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Digital strategies for business

Digital strategies for business Leading the next-generation enterprise in partnership with Emeritus
Emeritus

Online
Layer Digital strategies
Layer overview of Digital strategies

Overview

The Digital Strategies for Business course is offered by MCB Institute of Finance in partnership with Emeritus, which has created this course in collaboration with Columbia Business School. The Digital Strategies for Business course is taught in conjunction with Professor David Rogers, Faculty Director at Columbia Business School.

In today’s world, almost every business is a digital business. In every industry, processes are being transformed by the proliferation of digital technologies and the rise of disruptive threats. To compete, businesses need to adapt and thrive. Organisations need leaders who can think strategically and harness the digital change to create new value for customers and opportunities for business.

This course focuses on how managers can develop new strategies and business models to enable their organisation to thrive in the digital age. Case studies will feature both digital trailblazers as well as traditional enterprises that are adapting to the digital age.

Key learning themes of the course include:

  • Understanding Digital Customer Behaviors
  • Platform Business Models
  • Big Data & How to Build Data as a Strategic Asset
  • Innovation through Experimentation: AB Tests and Minimum Viable Products
  • Translating the Lean Startup to Enterprise Scale Innovation
  • Mastering Disruptive Business Models

Globally connected classroom
at emeritus

At our founding academic institutions, peer-to-peer learning and application are integral to a student’s learning experience. At EMERITUS we have replicated this approach in our “Globally Connected Classroom”. While the course frameworks are delivered using interactive video lectures, two-thirds of the learning time is devoted to application of these concepts by collaborative, student teams (which we call “Learning Circles”).

Byte Sized Learning

Byte Sized Learning

Grading & Evaluation

Grading & Evaluation

Peer-to-Peer Learning & Feedback

Peer-to-Peer Learning & Feedback

Mobile App Learning

Mobile App Learning

Real World Application

Real World Application

Global IVY Education

Global IVY Education

Cohort Based

Cohort Based

Course highlights

Video Lectures

120
Video Lectures

Assignments

12
Assignments

Discussions

9
Discussions

Case Study

3
Case Study

Syllabus

MODULE 15 Domains of Digital Transformation

Pre-Work

  • Pre-read - How Cities Score

Framework

  • 5 Domains of Digital Transformation - Introduction - Part 1
  • 5 Domains of Digital Transformation - Introduction - Part 2
  • 5 Domains of Digital Transformation
  • Customers - Khan Academy Example
  • Competition - Co-opetition, Dis-intermediation & Asymmetric Competitors
  • Data - Weather.com Example
  • Innovation - JC Penny Example
  • Innovation – Intuit Example of Indian Farmers
  • Value - The Metropolitan Museum of Art Example

Applications

  • Individual assignment - What are the strengths and weaknesses of your firm, your industry or the industry you are seeking to work in?

MODULE 2Customer Networks and the New Path to Purchase

Framework

  • Life Church Example
  • Customer Network Paradigm - Mass Mark et Vs Customer Network Model
  • Rethinking the Marketing Funnel
  • Mapping the “Path to Purchase”
  • Multichannel Threat to Retailers - Part 1 – Showrooming
  • Multichannel Threat to Retailers - Part 2 - Wal-Mart example (Omni-channel)

Applications

  • Individual Assignment - Pick a recent non-impulse (high involvement) purchase from the past year. Map out your path to purchase – research and interactions.

MODULE 3Understanding Digital Customer Behav

Framework

  • Introduction
  • Access Strategy
  • Engage Strategy - Part 1 & 2
  • Customize Strategy
  • Connect Strategy - Part 1 & 2
  • Collaborate Strategy

Applications

  • Individual Assignment - Develop an innovative customer initiative based on the 06 framework learned.

MODULE 4Platform Business Model

Framework

  • Introduction & Rise of Platforms
  • What is a Platform?
  • 4 types of Platforms
  • Platforms - Then & Now
  • The Power of Network Effects
  • 4 Advantages of Platforms
  • Tool - Platform Business Model Map
  • How Platforms Compete - Part 1
  • How Platforms Compete - Part 2
  • Strategic Questions for Platforms

Applications

  • Individual Assignment - Map out the Platform Business Model map.

MODULE 5Coopetition, Disintermediation, and Asymmetric Competitors

Framework

  • Introduction
  • Coopetition
  • Tool - Competitive Value Train
  • Tool - Competitive Value Train - Disintermediation and Intermediation
  • 2 Rules of Power in Value Trains
  • Changes in Strategic Assumptions

Applications

  • Individual Assignment - Draw a Competitive Value Train.

MODULE 6Building Data as a Strategic Asset for Your Business

Framework

  • Introduction + Data as a Strategic Asset - Part 1 - Google Maps/ Apple Maps
  • Data as a Key Strategic Asset - Part 2 - Nokia, the Weather Company.
  • Every Business Needs a Data Strategy
  • Case Study : Coca Cola
  • Case Study : British Airways
  • Case Study : The New York Times

Applications

  • Individual Assignment (Self-reflective) - Is your business using data as a strategic asset? Where can it improve?

MODULE 7Big Data at Work: New Data, New Tools, and Templates of Value

Framework

  • Big Data
  • New Sources of Unstructured Data
  • Tools for Unstructured Data
  • Availability of the Tools
  • 4 Templates of Value – Insight 09
  • 4 Templates of Value – Targeting
  • 4 Templates of Value – Personalization
  • 4 Templates of Value – Context
  • 3 Myths of Big Data - Myth 1
  • 3 Myths of Big Data - Myths 2 & 3

Applications

  • Group Assignment - Develop an innovative data initiative by applying the four templates of data value.

MODULE 8 Innovation through Experimentation: AB Test and Minimum Viable Products

Framework

  • Introduction
  • 2 Kinds of Experiments
  • 7 Principles of Experimentation - 1. Learn Early
  • 7 Principles of Experimentation - 2. Be Fast and Iterate
  • 7 Principles of Experimentation - 3. Fall in Love With the Problem, Not the Solution
  • 7 Principles of Experimentation - 4. Get Credible Feedback
  • 7 Principles of Experimentation - 5. Measure What Matters Now
  • 7 Principles of Experimentation - 6. Test Your Assumptions 10
  • 7 Principles of Experimentation - 7. Fail Smart
  • The Convergent Experimental Method
  • The Convergent Experimental Method - Petco and Obama Experiments
  • When to Use Convergent Experiments
  • The Divergent Experimental Method
  • The Divergent Experimental Method - Setting Limits and More than one Solution
  • The Divergent Experimental Method - MVP - Minimum Viable Prototype (or Product)
  • 4 P’s: Iterative Decisions in ENTERPRISE innovation
  • When to Use Divergent Experiments

Applications

  • Individual Assignment - How would you design an experiment to learn the best path with a given scenario?

MODULE 9 Translating the Lean Startup to Enterprise Scale Innovation

Framework

  • Introduction + 4 paths for Scaling Up an Innovation
  • 4 Paths - Path 1 - MVP Roll-Out
  • 4 Paths - Path 2 - MVP Launch
  • 4 Paths - Path 3 - Polished Roll-Out
  • 4 Paths - Path 4 - Polished Launch
  • Picking the wrong path - Google Glass example
  • Organizational Challenges - Part 1 - Leading & Who Experiments?
  • Organizational Challenges - Part 2 - Building a Test & Learn Culture
  • Organizational Challenges - Part 3 - Planning to Fail
  • Organizational Challenges - Part 4 - Celebrating Failure

Applications

  • Individual Assignment - Assess your own company’s barriers to innovation.

MODULE 10Adapting Your Value Proposition

Framework

  • Adapting Your Value Proposition: Customer Centricity during Rapid Change - Napster/iTunes case
  • How to Adapt to a Shrinking Market - 3 Routes Out of a Shrinking Market
  • 1st Route - New Customers
  • 2nd Route - New Value
  • 3rd Route - New Customers + New Value
  • The New York Times - Adapting to its Value Proposition - The Problem and the New Value they Created
  • The New York Times - Adapting to its Value Proposition - Organizational Shifts and Results
  • Adapt Before you Must
  • 5 Concepts of Market Value
  • Introduction of the Tool - Value Proposition Roadmap
  • Changes in Strategic Assumptions : Value

Applications

  • Group Assignment 1: Identify Key Customer Types by Value Received
  • Group Assignment 2: Define Current Value for Each customer
  • Group Assignment 3: Identify emerging threats
  • Group Assignment 4: Assess the strength of the Current Value Elements
  • Group Assignment 5: Generate new potential value elements
  • Group Assignment 6: Synthesize a new Forward-Looking Value Proposition

MODULE 11Mastering Disruptive Business Models

Highlights of Disruption

  • Disruption in the Digital Age
  • Theories of Disruption - Schumpeter + Christensen
  • Theories of Disruption - Problems with Christensen’s Theory
  • A Business Model Theory of Disruption
  • Two Differentials of Disruptive Business Models
  • 3 Cases of Business Model Disruption – iPhone
  • 3 Cases of Business Model Disruption – Netflix
  • 3 Cases of Business Model Disruption - Warby Parker
  • Tool + Summary

Applications

  • Individual Assignment - Create and Assess a Disruptive Business Model

MODULE 12Surviving Disruption: 6 Incumbent Responses to a Disruptive Challenger

Framework

  • 3 Variables of Disruptive Business Models - Customer Trajectory
  • 3 Variables of Disruptive Business Models – Scope
  • 3 Variables of Disruptive Business Models - Multiple Incumbents
  • Tool - The Disruptive Response Planner
  • Six Responses - 1. Acquire the Disrupter
  • Six Responses - 2. Launch an Independent Disrupter
  • Six Responses - 3. Split the Disrupter’s Business Model
  • Six Responses - 4. Refocus on Your Defensible Customers
  • Six Responses - 5. Diversify Your Portfolio
  • Six Responses - 6. Plan for a Fast Exit

Applications

  • Individual Assignment - Analyze a threat and plan your response using the Disruptive Response Planner

MODULE 13Leadership and the Customer Value Imperative Frameworks

Framework

  • Role of Leadership in Digital Era
  • Understanding the Organizational Issues
  • Balancing Incubation and Integration
  • Customer Value Imperative and Course Wrap-up

Applications

  • Individual Assignment - Analyze a threat and plan your response using the Disruptive Response Planner

Benefits to the learner

Intellectual Capital

Intellectual Capital

  • Global IVY Education
  • Rigorous and experiential curriculum
  • World-renowned faculty
  • Globally Connected Classroom: Peer-to-Peer Learning Circles
  • Action Learning: Learning by Doing
Brand Capital

Brand Capital

  • Certificate from EMERITUS in collaboration with Columbia Business School Executive Education
Social Capital

Social Capital

  • Build new networks through peer interaction
  • Benefit from diverse class profiles
Career Capital

Career Capital

  • Professional acceleration through our enriched leadership toolkit
  • Learn while you earn
  • Get noticed. Get ahead

Course faculty

David Rogers

Faculty at Columbia Business School

David Rogers, a member of the faculty at Columbia Business School, is a globally recognized leader on brands and digital business strategy. He is known for his pioneering model of customer networks. He is the author of four books, including “The Network Is Your Customer,” and the recently launched, “The Digital Transformation Playbook: Rethink Your Business to Adapt and Thrive in the Digital Age.”

At Columbia Business School, David teaches global executives as the Faculty Director of Executive Education programs on Digital Marketing and Digital Business Strategy. His recent research with Columbia Business School’s Center on Global Brand Leadership has focused on Big Data, the Internet of Things, in-store mobile shoppers, digital marketing ROI, and data privacy. David is also the founder and host of the Center’s acclaimed BRITE conference on brands, innovation, and technology, where global CEOs and CMOs come together with leading technology firms, media companies, and entrepreneurs, to address the challenges of building strong brands in the digital age.

Rogers advises companies and keynotes at conferences worldwide on the ways that technology is transforming brands and business strategy. He has consulted on marketing and digital strategy for startups and global companies – including Toyota, Pernod Ricard, Visa, SAP, Lilly, Combiphar, China Eastern Airlines, Kohler, Saint-Gobain, and MacMillan, among many others.

David has appeared on CNN, ABC News, CNBC, Marketplace, Channel News Asia, and in The Financial Times, The Wall Street Journal, Forbes, and The Economist. He received the 2009 Award for Brand Leadership at the World Brand Congress.

Certificate

Upon successful completion of the program, participants will be awarded a verified digital certificate by EMERITUS Institute of Management, in collaboration with Columbia Business School Executive Education.

Duration and course fee

Fees 1250 USD
10 Weeks

About Columbia Business School

Columbia Business School is the only Ivy League business school located in the global business hub of New York City.

The school has over 40,000 alumni in 133 countries and about 70 alumni clubs globally. Columbia Business School is a part of Columbia University which has produced 101 Nobel Prize winners, 5 Founding Fathers of the United States; 9 Justices of the United States Supreme Court, 29 Academy Award winners, and 29 heads of state, including 3 United States Presidents.

CONTENUS ICI