Strategic Thinking and Change
|Course Number:||OCL 7200|
|Course Name:||Strategic Thinking and Change (Online)|
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.|
|Program:||Master of Science in Organizational Change Leadership|
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.
Upon completion of this course, you should be able to
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.
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.
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.
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.
|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|
|A||585 - 650 points|
|B||520 - 584 points|
|C||455 - 519 points|
|D||390 - 454 points|
|F||0 - 389 points|