Strategy Execution Certificate

Learning requirements: In order to earn a Certificate of Completion, participants must thoughtfully complete all 6 modules and exercises therein (including a capstone activity) by stated deadlines.

For more information pease check attached files

Strategy Execution July 2024 Calendar
All modules and assignments are available at 1:00 p.m. United States Eastern Time (ET). All modules and assignments are
due at 1:00 p.m. ET. Please check against your local time zone to ensure you complete your coursework before the deadlines.
Enrolled participants will retain access to the course until November 10, 2024. Note: Each week is separated by an empty row.
Week
Module / Assignment
Status
Open / Due Date
(1:00 p.m. ET)
Week 1
Course Introduction
Opens
Wednesday, July 17, 2024
Week 1
Module 1: Managing the Tensions of Strategy Execution
Opens
Wednesday, July 17, 2024
Week 2
Module 2: Aligning Job Design to Strategy
Opens
Wednesday, July 24, 2024
Week 2
Module 1: Managing the Tensions of Strategy Execution
Due
Wednesday, July 24, 2024
Week 3
Module 3: Energizing Employees to Execute Strategy
Opens
Wednesday, July 31, 2024
Week 3
Module 2: Aligning Job Design to Strategy
Due
Wednesday, July 31, 2024
Week 4
Week 4
Module 4, Part 1: Measuring and Monitoring Performance
Module 3: Energizing Employees to Execute Strategy
Opens
Due
Wednesday, August 7, 2024
Wednesday, August 7, 2024
Week 5
Module 4, Part 2: Measuring and Monitoring Performance
Opens
Wednesday, August 14, 2024
Week 5
Module 4, Part 1: Measuring and Monitoring Performance
Due
Wednesday, August 14, 2024
Week 6
Module 5: Identifying and Managing Risks
Opens
Wednesday, August 21, 2024
Week 6
Module 4, Part 2: Measuring and Monitoring Performance
Due
Wednesday, August 21, 2024
Week 7
Module 6, Part 1: Balancing Innovation and Control
Opens
Wednesday, August 28, 2024
Week 7
Week 7
Course Capstone
Module 5: Identifying and Managing Risks
Opens
Due
Wednesday, August 28, 2024
Wednesday, August 28, 2024
Week 8
Module 6, Part 2: Balancing Innovation and Control
Opens
Wednesday, September 4, 2024
Week 8
Module 6, Part 1: Balancing Innovation and Control
Due
Wednesday, September 4, 2024
Week 9
Module 6, Part 2: Balancing Innovation and Control
Due
Wednesday, September 11, 2024
Week 9
Course Capstone
Due
Wednesday, September 11, 2024
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For a step-by-step guide on how to add this calendar to your personal calendar, visit the calendar download instructions.
To access the course calendar without adding it to your personal calendar, visit the Google Calendar online.
© Copyright 2024 President and Fellows of Harvard College. All Rights Reserved.
Strategy Execution
Syllabus
Strategy Execution equips current and aspiring managers with the tools, skills, and frameworks to allocate resources, measure performance,
manage risk, and successfully implement strategy. This course features adaptations of award-winning, best-selling Harvard Business School
case studies, as well as opportunities to engage with peers in team discussions. Participants will explore common challenges that prevent or
derail execution and learn how to design systems and structures that meet their organization’s strategic objectives.
Module 6
Module 5
Module 4
Module 3
Module 2
Module 1
Modules
Managing
the Tensions
of Strategy
Execution
Aligning Job
Design to
Strategy
Energizing
Employees
to Execute
Strategy
Measuring and
Monitoring
Performance
Identifying
and Managing
Risks
Leaders Interviewed
Takeaways
Key Exercises
• Meghna Modi,
Managing Director
at Go Mobile
• Understand the various tensions managers
face as they implement strategy
• Analyze your organization’s approach to
managing common organizational tensions
• Implement a framework for managing
those tensions effectively
• Identify strengths and deltas in your
organization’s approach to executing strategy
• Optimize the design of key jobs and align
them to strategy
• Analyze a job using the Job Design
Optimization Tool (JDOT)
• Denise Montgomery,
Mary Kay
Independent Sales
Director
• Tom Polen, CEO
and President of
Becton Dickinson
• David Rodriguez,
EVP and Global
Chief Human
Resources Officer
at Marriott
• Kasper Rorsted,
CEO of Adidas
• Tom Siebel,
Founder,
Chairman, and
CEO of C3.ai
• Bruce Welty, CEO
of Quiet Logistics
• Recommend a set of job design improvements
• Apply techniques to spur high performance
and creativity among employees
• Identify ways to dial up performance and
increase innovation within your team
• Create core values that inspire and guide
employees through difficult decisions
• Evaluate the effectiveness of your
organization’s core values
• Create performance measurement
systems that account for all dimensions
of strategy execution while conserving
scarce time and attention
• Analyze and improve your organization’s
approach to profit planning
• Identify critical performance variables
and develop goals, measures, and targets
corresponding to them
• Analyze a range of incentive types and identify
the most useful ones for different contexts
• Describe and identify common risks
businesses face
• Identify internal risk pressures using the Risk
Exposure Calculator
• Create systems for managing and
mitigating them
• Propose solutions for a new conduct boundary
at your organization
• Apply techniques to help your business
innovate and adapt to change while
maintaining clear focus and retaining
necessary controls
• Identify which opportunities your organization
should and should not pursue
Balancing
Innovation
and Control
• Propose a system you can use to focus
organizational attention on emerging threats
and uncertainties
• Apply course-wide knowledge by proposing
a set of solutions to strategy execution
challenges at a growing consulting firm
• Capstone activity: develop an action plan for
implementing the levers of control at your or
another organization
Learning requirements: In order to earn a Certificate of Completion, participants must thoughtfully complete all 6 modules and exercises
therein (including a capstone activity) by stated deadlines.
For more information, visit online.hbs.edu or email us at hbsonline@hbs.edu
© Copyright 2020. President and Fellows of Harvard College. All Rights Reserved.