Strategic Agility in Practice | Teachers College Columbia University

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Strategic Agility in Practice: Practical Tools for Catalyzing Strategic Mindsets for Innovation, Organizational Alignment, and Sustainable Superior Performance

April 15, 2015 - April 16, 2015

Strategic Agility in Practice:
Practical Tools for Catalyzing Strategic Mindsets for Innovation, Organizational Alignment, and Sustainable Superior Performance

April 15 - 16, 2015

Registration Fee Per Attendee: $2,200

Workshop is limited to 20 attendees

Teachers College, Columbia University
New York, NY
9:00am - 5:00pm EST


This 2-day program provides participants with the tools and practices to effectively apply strategic thinking for organizational learning and creating innovative solutions that establish a sustainable advantage for their organizations. 

Click here to view the Strategic Agility in Practice Special Report.

The challenges of thinking and executing strategically have perhaps never been as pervasive as they are now.  In today's business environment characterized by intensifying change, uncertainty, and ambiguity, how do organizations create value in their rapidly changing environments?

Workshop Description
This 2-day program provides participants with the tools and practices to effectively apply strategic thinking for organizational learning and creating innovative solutions that establish a sustainable advantage for their organizations. The participants will leave with an enhanced ability and practical tools to apply these practices in their organizations.

Built around frameworks tested and applied in a range of organizational and institutional settings, this program develops participants for applying key strategic learning tools and practices for creating strategic insights, identifying the most important customer or member of the customer value chain, and fostering alignment for leading strategic change. 

DATES AND LOCATION
April 15 - 16, 2015
Teachers College, Columbia University
New York, NY

SESSION TOPICS will include:

  • The implications of complexity and ambiguity for strategic thinking and innovation
  • Problems when organizations do not think strategically
  • Overcoming the paradox of experience: Key strategic learning practices
  • Understanding the real competitive advantage
  • Strategic Visualization and Innovation
  • The importance of understanding an organization’s value chain in developing effective strategies
  • Moving from a strategic mindset to organizational innovation, alignment and  strategy execution
  • Overcoming organizational resistance to change


LEARNING OBJECTIVES
During the program you will learn and experience:

  • An improved capability for using strategic thinking tools and practices
  • Building enhanced capacity for strategic alignment
  • An approach for leading strategic conversations
  • Identifying the Most Important Customer in your organization's Value Chain
  • A method for determining your organization's Value Curve to identify your strategic Elements of Performance
  • Finding your Strategic Mindset Skills and Competencies
  • Assessing your organization's strategic innovation culture


Key Takeaways include:

  • Enhanced capacity to think strategically and to learn from experience
  • Practical tools for thinking strategically and overcoming organizational barriers to gaining alignment and    execution
  • Heightened observation and questioning capability  to reveal strategic opportunities
  • A strategic mindset for creating breakthrough innovation and proving customer value

Lyle Yorks

Associate Professor, Department of Organization and Leadership
Teachers College, Columbia University 

Lyle teaches courses in adult learning, strategy development as an organization learning process, strategic human resource development, and research. He is also a lecturer in the Executive Master of Science Program in Technology Management at the School of Continuing Education, Columbia University where he teaches a course in Strategic Advocacy. Lyle has over 30 years of experience working with organizations in diverse industries worldwide on projects involving action learning, strategic organizational change, and management development. Lyle earned his master degrees from Vanderbilt University and Columbia University and his doctorate from Columbia University.

Harold Penton

Founder and President of Innovation Insights
EMBA and Executive Education faculty at Louisiana State University College of Business

Harold is the Founder and President of Innovation Insights, a consultancy providing innovation and business strategy workshops, seminars and consulting services to corporations and institutions in the United States, Europe and Asia. He has guest lectured on innovation and strategy in Columbia’s Executive Master of Science Program in Technology Management in the School of Continuing Education, and at ESADE Business School in Barcelona. Harold has a B.S. from Florida State University and a doctorate from Georgia Institute of Technology.

AUDIENCE
This Program is for high potential executives, administrators and professionals already in positions requiring enhanced strategic thinking or are transitioning into new roles requiring them to move from making tactical to strategic decisions in an organizational environment of increasing complexity and ambiguity.

WHO SHOULD ATTEND
Leaders and Executives with titles that include:
➢    Vice President
➢    Director of Marketing
➢    Strategic Planning
➢    Product and Service Development
➢    Brand Manager
➢    Talent Management
➢    Information Technology
➢    Business Unit Leaders
➢    Senior Institutional Administrators

“ Engaging. Like balance of theory and application.”

“ I feel I came (…) with some basic frames of reference but a lot of the material came from a new perspective.”

 

Some Participant responses to “What are the biggest learning “take-aways” you received”:

“I have many resources available to me to assist in assessing and positioning my department for the future, [and] a better idea as to how to go about the process with some rigor.”

“Mapping political territory, value chains, value curves, most important customers, organizational innovations culture, the discussions and resulting insights.”

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