Strategic Thinking and Change

Course Number: OCL 7200 
Course Name: Strategic Thinking and Change (Online)
Course Description:   

Given the level of competitiveness and the pace of change today, leading change has become a core leadership competency, and the ability for organizations to learn, grow, adapt, and change has become a core organizational capability. In today's rapidly shifting, global business envelopment, enterprises and facing profound change from multiple directions (the marketplace, competitors, advancing technologies, and growing client expectations).

Furthermore, changes are increasing at an accelerating pace, just as most workers and teams are pressured to deliver performance faster, cheaper, and smarter. The dynamic enterprise enables its people to deliver high performance under complex business conditions -- to turn chaos into strategy, and strategy into action.

Prerequisites:    BUSADMIN 7330 - Organizational Change Leadership: Theory and Practice.
Level: Graduate
Credits: 3
Format: Online
Program: Master of Science in Organizational Change Leadership

Registration Instructions

NOTE: The information below is representative of the course and is subject to change.  The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.

Additional Information

Learning Outcomes
Upon completion of this course, you should be able to

  • Apply principles of strategic planning and change management to formulate and enact effective organizational change.
  • Respond confidently to changes in organizational opportunities and threats through a better understanding of market intelligence, strategic vision, and critical thinking. 
  • Understand common pitfalls and barriers associated with strategic change.
  • Synthesize clear and concise strategic plans.
  • Understand the role of leadership and emotional intelligence in enacting change.
  • Develop the proper communication and thinking skills required for strategic leadership.
  • Apply and analyze stakeholder input collection strategies needed to synthesize and implement a shared strategic vision. 

Unit Descriptions 

Unit 1
In order to understand how to develop and enact strategic plans, we first have to know how to institute lasting organizational change. The first unit of this class provides a primer to John Kotter and Dan Cohen’s internationally recognized 8-step change model first presented in their bestselling book Leading Change. This course uses the follow up book titled The Heart of Change which according to the authors, “delves deeper into the subject of change to get to the heart of how change actually happens.” Although this course will largely focus on how to enact strategic organizational change, having a base of information on change management is critical. Kotter’s 8-Step process towards lasting organizational change is an excellent framework with which to start the course.

Unit 2
Includes an assessment of the leadership styles, communication skills, and thinking skills that a strategic leader needs to develop in order to be successful. From this baseline of personal leadership traits, we are able to then transition into Wootton and Horne’s 9-Step (9S) approach to strategic leadership in subsequent units. However, before beginning the 9S Approach to strategic leadership, we must explore some basics of what business strategy entails and the forces that affect organizational strategic positioning.

Unit 3
Begins the exploration of Wootton and Horne’s 9S approach to strategic leadership. Steps one through three will be investigated and primarily involve the collection, assessment, and creation of strategic knowledge. The assembly of strategic information is the foundation of the 9S Approach.

Unit 4
Continues to outline Wootton and Horne’s 9S approach to strategic leadership by exploring steps four through six. These steps involve making strategic predictions, developing a strategic vision, and using these predications and vision to create strategic courses of action. We will also spend time investigating methods to properly select strategic courses of action to implement change. Finally, you will learn about the work of Chan Kim and Renee Mauborgne and their groundbreaking research into “Blue Ocean” strategy.

Unit 5 
Continues to outline Wootton and Horne’s 9S approach to strategic leadership by exploring steps seven through nine. These steps involve taking strategic decisions, communicating market-led strategy, and managing projects to implement change.

Grading Information

Assignment Points
Discussions and Responses 100 points
Unit 1 Case Study 100 points
Strategic Capability Assessment 50 points
Unit 3 Group Project 75 points
Unit 4 Case Study 100 points
Unit 4 Research Paper 75 points
Capstone Research Paper 150 points
Total: 650 points

For each assignment, you will receive a grade in the Grades section of D2L. Grades will correspond to a numerical value from zero to the maximum possible points for each assignment. Assignments to the dropbox are to be submitted as a MS Word (.doc or .docx) or RTF file format. Late assignments will receive zero points unless prior approval by the instructor is granted. Overall course grading will use the following points scale:

Grading Scale
A 585 - 650 points
B 520 - 584 points
C 455 - 519 points
D 390 - 454 points
F 0 - 389 points


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