PRDV227: Strategy Formulation | Saylor Academy

Read this article and, if applicable, think about one of your own past experiences with strategic planning. Were you aware of your specific role in helping the organization achieve its goals? Did the organization implement its plan effectively? Was the company flexible enough to adapt to marketplace changes as they occurred? Did the organization take appropriate measures to monitor the plan and evaluate its success or failure in achieving its stated goals?

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Course Syllabus

Strategizing

Strategic Management in the P-O-L-C Framework

An Overview of Strategic Planning or "VMOSA"

PESTLE and SWOT Analyses

Resource-Based View

The Knowledge-Based View of Strategy Formulation

How Do Strategies Emerge?

Strategy as Trade-Offs, Discipline, and Focus

What Trade-Offs Are You Building into Your Strategy?

Porter's Competitive Strategies

Goals and Objectives

The Nature of Goals and Objectives

Creating Objectives

From Management by Objectives to the Balanced Scorecard

Characteristics of Effective Goals and Objectives

Using Goals and Objectives in Employee Performance Evaluation

Integrating Goals and Objectives with Corporate Social Responsibility

Your Personal Balanced Scorecard

Setting and Achieving Powerful Goals

Discussion: Setting and Achieving Powerful Goals

The Five Components of a Business Strategy

Strategy Formulation

Developing Strategy Through Internal Analysis

Developing Strategy Through External Analysis

Formulating Organizational and Personal Strategy With the Strategy Diamond

Developing Successful Strategies: Planning To Win

The Five Competitive Forces that Shape Strategy

Course Feedback Survey

PRDV227: Final Exam

Strategy Formulation

Course Introduction

Course Syllabus

1.1: Case Study – Transforming the Textbook Industry

Strategizing

1.2: Management Strategy Frameworks

Strategic Management in the P-O-L-C Framework

An Overview of Strategic Planning or "VMOSA"

PESTLE and SWOT Analyses

Resource-Based View

The Knowledge-Based View of Strategy Formulation

1.3: Intended and Realized Strategies of Managers

How Do Strategies Emerge?

1.4: Managers Have To Make Choices, Make Trade-Offs, and Have Discipline

Strategy as Trade-Offs, Discipline, and Focus

What Trade-Offs Are You Building into Your Strategy?

Porter's Competitive Strategies

2.1: Case Study – Nucor Aligns Company Goals with Employee Goal

Goals and Objectives

2.2: How Should Managers Define Goals and Objectives?

The Nature of Goals and Objectives

Creating Objectives

2.3: Managers Must Understand the Measurement of Goals and Objectives

From Management by Objectives to the Balanced Scorecard

2.4: How To Identify Successful Goals and Objectives

Characteristics of Effective Goals and Objectives

2.5: Managers Use Goals and Objectives for Employee Performance Evaluations

Using Goals and Objectives in Employee Performance Evaluation

2.6: Connecting Goals and Objectives with Corporate Social Responsibility

Integrating Goals and Objectives with Corporate Social Responsibility

2.7: Defining Your Own Goals and Objectives Makes You a Better Manager

Your Personal Balanced Scorecard

2.8: An Overview of Goal-Setting Strategies

Setting and Achieving Powerful Goals

Discussion: Setting and Achieving Powerful Goals

3.1: The Components of a Business Strategy

The Five Components of a Business Strategy

Strategy Formulation

3.2: Strategy Is Essential for Management Success

Developing Strategy Through Internal Analysis

Developing Strategy Through External Analysis

Formulating Organizational and Personal Strategy With the Strategy Diamond

Developing Successful Strategies: Planning To Win

3.3: Discussing the Five Competitive Forces of Strategy

The Five Competitive Forces that Shape Strategy

Course Feedback Survey

Course Feedback Survey

Certificate Final Exam

PRDV227: Final Exam