Coaching Business & Corporate Strategy: Fundamentals

Become a Strategy Thinking Partner (specialized Business / Executive Coach) or a Business Strategist

3.95 (24 reviews)
Udemy
platform
English
language
Strategy
category
instructor
4,779
students
4.5 hours
content
Mar 2024
last update
$64.99
regular price

What you will learn

Develop a diverse set of tools and frameworks used for a strategy creation

Refine your understanding how to compete on the market

Understand how different factors influence a strategy

Understand different approaches in a strategy creation

Structure your own coaching or consulting sessions

Description

Hello there! Welcome to the course: Coaching Business & Corporate Strategy.

Note: We are at the process of upgrading the course from the content-wise, audio and visual experience standpoint. Most of the videos are already replaced, while you can expect us to complete the remaining part in 1st week of April 2024.

So, let’s start and demystify Strategy and Management coaching!

Most of the courses focused on coaching are based on explaining why is coaching important, what should be the benefits, general approaches and processes, and similar. And, that might be OK for Life coaching since the Coach is rather focused to help a client to define his own goals, alternatives, and similar, and where a coach does not have to be an expert since he shouldn’t give an advice.

On the other hand, I would like to help you here to become someone’s true Strategy Thinking Partner, or Sparing Partner – whatever you call it. And, I believe that requires going a bit deeper into the Strategy related Content and Processes – not just Coaching per se. As a Business Coach, you’ll be required to demonstrated expertize and first-hand experience relevant for managing organizations, and sometimes, to give advice – simply, that requires a Coach who “walks the talk”.

As a Coach Ajit Nawalka once said: “People will not hire you for the time they spend talking to you. They will hire you because of the insights they will get after working with you…because of the results they will see translating into their everyday life, the shifts in mindset and behavior they will experience.” Coaches are looking for occasional insights that restructure thinking, and change client’s behavior. So, we are here to help strategists to synthesize vast arrays of soft information into new perspectives.

To do that – we have structured this course around four Sections:

- How do you compete?

- What does your strategy creation process look like?

- How you are going to coach them? And

- Running Discovery Conversations (or Diagnosing).

In the Section where we discuss how you compete, we are going to set the stage for deep strategy conversations. We are combining theory and business philosophy packed around many useful tools and frameworks that consultants use in their everyday practice – and this should help a coach (or a consultant) to structure his sessions and ask relevant questions for the Strategy related Context and Content. For example, we are going to explore generic strategies, applying different business models, how Design Thinking philosophy can help us with innovations, what does Blitzscaling means and should you experiment with it and when, and similar.

In the next Section where we discuss different approaches to strategy creation – we are focusing on habits of a strategist regarding how he is approaching his strategy creation process – the Coach’s role is to challenge that and broaden the perspectives or possibilities. Here, we are going to present 10 different approaches like Classic, Strategic planning, Positioning, Entrepreneurial, Learning, like a Pirate, and similar. The point is to explore and distinguish different possibilities for the strategy creator.

Next, we are going to help you better understand how to apply coaching skills into the Strategy related topics. We are going to present here:

- Some basic rules of a coaching, including the logic behind great coaching questions;

- Explain how to apply the most common coaching frameworks (GROW, STEPPA, OSKAR, etc.);

- Give you hints how to cope with the most demanding coaching issues; and

- Give you an example of a well-structured coaching questions applied in a “Strategy Stress-Test”, developed by a Harvard Business School Professor;

Finally, we added another Section (or Chapter) in this course, with an idea to have an integrative role, to give you more ideas and guidance, and help you in running your own Discovery Conversions, or Diagnosing talks. You’ll be able to find a lot of useful questions, some interesting distinctions, and similar – all related to different factors affecting Strategy of any business.

But remember, all those elements relevant for the coaching rules, frameworks and hints can be used to design and structure your entire coaching conversations (sessions or meetings), while all the tools and frameworks related to the strategy topics (like business model canvas, generic strategies, BCG matrix, etc.) you can use for some specific sub-topics within that dialog, meaning areas you would like to explore in more details, and then jump-back to the main coaching storyline.

On top of all of that, you can find a lot of supplementary materials within Attachments (or Resources Sections) – hidden here and there, including the PDF file covering this course in details. At least, you can use them as reminders or to add your own notes.

Content

Introduction

Introduction
Why Strategy as a coaching topic
Why messing Coaching with Strategy
Course structure
Who can use the course
Course Instructor
1. Understanding factors influencing strategy

1.1. Company life-cycle and its size

1.1. Introduction: Company life-cycle and its size
1.1.1. Understanding life-cycle stages
1.1.2. Foundational elements of each company
1.1.3. How the foundational elements correspond to different stages of lifecycle
1.1.4. Strategy layers

1.2. Industry analysis

1.2. Introduction: Industry analysis
1.2.1. PESTEL analysis
1.2.2. Industry analysis - 5 forces concept
1.2.3. Industry analysis - industry life-cycle
1.2.4. Competitors and market sophistication
1.2.5. Industry uncertainty

1.3. Available resources and capabilities

1.3. Introduction: Available resources and capabilities
1.3.1. Defining resources and VRIO analysis
1.3.2. An example of vertically integrated oil company
1.3.3. Domain, Value chain and competitive advantage
1.3.4. Dynamic aspects of managing resources
1.3.5. Strategies for controlling critical resources

1.4. Technology, business model and innovation

1.4. Introduction: Technology, business model and innovation
1.4.1. Entrepreneur's idea
1.4.2. Competitive strategies
1.4.3. Strategy direction
1.4.4. Development drivers
1.4.5. Competing with innovative business models
1.4.6. Business Model example – “Creators economy”
1.4.7. Example – business model and technology in gambling industry

1.5. Structure and Systems

1.5. Introduction: Structure and Systems
1.5.1. Structure typologies
1.5.2. Parameters of organizational structure
1.5.3. From Rigid to Agile organization
1.5.4. Strategy and Structure fit
1.5.5. Systems as organizational tools

1.6. Organizational culture (Shared values)

1.6. Introduction: Organizational culture (Shared values)
1.6.1. What is a culture and how it works?
1.6.2. Culture web as an analytical tool
1.6.3. Culture typology: static approach
1.6.4. Culture typology: dynamic approach
1.6.5. Strategy and Culture fit

1.7. Stakeholders and purpose

1.7.1. Stakeholders overview
1.7.2. Stakeholders' power structure
1.7.3. Stakeholders and purpose

1.8. Financial implications on Strategy

1.8. Introduction: Financial implications on Strategy
1.8.1. Sales
1.8.2. Break-even concept
1.8.3. Net-back concept
1.8.4. Capital Employed
1.8.5. Selected KPIs
1.8.6. Value-driven manager concept
1.8.7. Financial modeling and scenario analysis

1.9. Risk appetite and resilience

1.9. Introduction: Risk appetite and resilience
1.9.1. Risk emergence
1.9.2. Risk register and mitigation measures
1.9.3. Building resilience

1.10. Leadership style

1.10. Introduction: Leadership style
1.10.1. Nature of managerial work
1.10.2. Applied leadership style
1.10.3. Leader's role at strategy process
1.10.4. Change management and politics
1.10.5. Holding company playing a leadership role

2. Approaches to strategy formation and its implementation

2. Introduction: Approaches to strategy formation and its implementation
2.1. Classic approach
2.2. Planning approach
2.3. Positioning approach
2.4. Entrepreneurial approach
2.5. Coaching approach
2.6. Learning approach
2.7. Pirate approach
2.8. Culture-based approach
2.9. Reactive approach
2.10. Configuration approach

3. Coaching conversations: frameworks and hints

3.0. Coaching conversations: frameworks and hints
3.1. Basic rules of Coaching
3.2.1. Blending “Wheel of Life” with “7S” Model
3.2.2. GROW Model
3.2.3. PRACTICE Model
3.2.4. OSKAR model
3.2.5. STEPPA model
3.3.1. Hints for dealing with “Defining Problems”
3.3.2. Hints for dealing with “Setting Goals”
3.3.3. Hints for “Developing Options / Solutions”
3.3.4. Hints for dealing with “Action Steps”
3.4. Example of a Strategy “Stress-Test” coaching questions

Conclusion

Conclusion

Screenshots

Coaching Business & Corporate Strategy: Fundamentals - Screenshot_01Coaching Business & Corporate Strategy: Fundamentals - Screenshot_02Coaching Business & Corporate Strategy: Fundamentals - Screenshot_03Coaching Business & Corporate Strategy: Fundamentals - Screenshot_04

Reviews

Colette
April 12, 2023
so far the first section covered is good. Has plenty of information and resource to get you up to speed.
Marcello
October 27, 2022
Apart from the very pleasant drawings I can say that many of the contents are practically a review of the MBA that I hope to achieve. Course nothing short of exceptional.
Predrag
December 10, 2021
Excellent course! From one perspective, it was a great refresher to my lessons in strategy learnt during my MBA, completed years ago. What is even more important – it helped me to refine my soft-skills by combining the strategy knowledge with coaching skills.
Milos
December 9, 2021
The course was incredibly comprehensive, and I learned about things I didn't think I even needed to know! Thanks to Boris and his team.

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4379378
udemy ID
11/2/2021
course created date
5/11/2022
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