Arquitecto de Negocios Parte 1/2

Competitividad Organizacional, S. C.
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  • Curso
  • A distancia
  • 16 horas de estudio
  • Envío de materiales didácticos
Descripción

Objetivo del curso: Visiones y Culturas Ganadoras. Liderazgo Incluyente. 10 Reglas para Crear Negocios de Crecimiento Sustentable Por qué Arquitecto de Negocios? Definición del Arquitecto de Negocios. Responsabilidades del Arquitecto de Negocios. Como Arquitecto de Negocios Requieres Desarrollar Experiencia Multi-funcional El Proceso de Cambio 8 Etapas. Definición Componentes de un Modelo de Negocios. y más. Destinatarios del curso: Directores Generales, Directivos de todas las Areas de una Empresa, Gerentes Medios de todas las Areas de una Empresa.

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Preguntas Frecuentes

· Requisitos

Ganas de aprender, innovar y prosperar. Intencion de contribuir al crecimiento rentable de la empresa.

Programa académico

Start a business when you have a passion for something and want to create something that you can be proud of. Inspire your people with a clear vision. Define shared values and let values rule. Build your distinctive corporate capabilities to achieve competitive advantage.
Know What
Finding the right balance in your business will help you refine your goals and hasten you towards them. Organizations prosper by achieving strategy through balancing the four major factors or perspectives: Financial; Customer; Process; and Growth.
Know Where
Do you know the old joke about the car mechanic who’s called in after every other mechanic failed? He listens to the engine for a few minutes, then hauls off and gives it a big swift kick in a certain strategic spot. Lo and behold, the engine starts humming like a kitten. The mechanic turns around, gives the car owner his bill for $400 and the price breakdown: '$1 for my time, and $399 for knowing where to kick.’
Know When
Timing is everything. You have to know not only how to make a move, but when. “The value of actions lies in their timing,” said Lao Tzu. Customer value derives from timely delivery. Change is unavoidable, but if you can anticipate it and understand business cycles, you can ride with change instead of being run over.
Know Who
"In the end, all management can be reduced to three words: people, product, and profits. People come first," said Lee Iacocca Your corporate vision is worthless, strategies powerless and shared values are corrupt without the right people to execute.
Know How
Manage processes, not people. Focus not on what they do, but on how they do it. Establish a synergistic enterprise-wide and an end-to-end (cross-departmental, and often, cross-company) coordination of work activities that create and deliver ultimate value to customers.

5. Ten Rules for Building a Sustainable Growth Business
1. Believe in your vision and your business. Commit to it. If you – and your people – love what you do, you'll try to do it the best you possibly can.
2. Define shared values and let values rule. Find people who are competent and care about the company’s business.
3. Build and synergize corporate capabilities. Focus on distinctive capabilities that cannot be copied by your competitors.
4. Focus on and care about your customer. Create a customer-centric business model, stay close to your customers, listen to them and partner with them to create superior customer value.
5. Create a winning organization. Cultivate leaders. Create hot teams, inspire, energize, and empower employees. Create an adaptive organization. Build a growth culture. Search for synergies. Leverage diversity.
6. Reinvent your business continually. Work on your business. Set stretch goals. Search for new opportunities. Facilitate cross-pollination of ideas. Make brainstorming a religion.
7. Be the market leader – introduce disruptive products. Surprise markets and competitors. Encourage creativity and radical idea generation. Challenge assumptions, break rules. Insulate radical innovation projects from corporate bureaucracy. Allow experimentations. Give people freedom to fail.
8. Live speed. Build a fast company. Make fast decisions. Simplify everything. Eliminate bureaucracy. Pursue opportunities faster than your competitors.
9. Institutionalize innovation. Establish culture supporting innovation, innovation processes and metrics. Create cross-functional teams driving innovation, provide strategic alignment and necessary resources.
10. Make business fun. Business today is about passion, fun, and winning. Make fun part of your culture. Establish creative chaos environment. Celebrate success.
8. Strategic Intent Defined
Strategic intent is a high-level statement of the means by which your organization will achieve its vision. It is a statement of design for creating a desirable future (stated in present terms). Simply put, a strategic intent is your company's vision of what it wants to achieve in the long term.
In complexity science's terms, strategic intent is decomposition of exploration rules into the next level of detail, the linkages to the exploration rules and the transition rules that define how it will migrate from its current design and ecosystem to a future business design and ecosystem.
Purpose of Strategic Intent
The logic, uniqueness and discovery that make your strategic intent come to life are vitally important for employees. They have to understand, believe and live according to it.
Strategy should be a stretch exercise, not a fit exercise. Expression of strategic intent is to help individuals and organizations share the common intention to survive and continue or extend themselves through time and space. It may urge employees to move the firm beyond the constraints of current customers, current business models, and current technologies to explore growth in new directions.
Linking Creation of a Strategic Intent with its Implementation
Strategic intent must evolve on the basis of experience during its implementation. When you link creation and implementation, an effective dynamic strategy emerges and evolves.
Cases in Point: Using Strategic Intent to Inspire Radical Innovation
DuPont asked their scientists to help the corporation "invent its ways" out of the company financial malaise.
Texas Instruments exhorted their employees to "find new businesses in the white spaces" between existing business units.
Analog Devices urged their employees to get into a new industry (the automotive industry).
Otis Elevators asked their people to pursue an industry "Holy Grail" (to find a way to move people up and down a mile-high building).
Air Product urged their employees to lead the next industry-transforming breakthrough (gas separation technology).
20. The Five Critical Success Factors for New Ventures
By Peter Drucker
1. Financial foresight, especially in planning for cashflow and capital needs ahead
2. A focus on the market
3. Building a top management team long before the new venture actually needs one and long before it can actually afford one
4. A decision by the founding entrepreneur in respect of his or her own role, area of work, and relationship
5. For in-company ventures in an established business, insulating the new venture
The Four Entrepreneurial Strategies
By Peter Drucker
1. Being "the Fastest and the Mostest" - the "greatest gamble", aiming from the beginning at permanent leadership
2. "Hitting Them Where They Ain't" - either by "creative imitation"; or by "entrepreneurial judo", a Japanese concept that enables newcomers to catapult themselves into a leadership position against entrenched, established companies
3. Finding and occupying a specialized "ecological niche" - obtaining a practical monopoly in a small area
4. Changing the economic characteristics of the product, a market, or an industry - by creating utility, or pricing, or adaptation to the customer's social and economic reality, or delivering what represents true value to the customer.

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Número de alumnos por clase: 20
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Al adquirir al miasmo tiempo el Curso completo (Parte 1 y Parte 2) se ofrece un descuento del 15%


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