Copenhagen Business School
Public University • DK
Showing 20 courses from Copenhagen Business School
Strategy Formulation
Copenhagen Business School (via Coursera)
The purpose of this course is to present, analyze and discuss the different facets of business strategy formulation. Emphasizing that strategy can be seen as a unified theme that provides coherence and direction to the actions and decisions of a firm, we will cover a variety of business strategy topics concerned with firm positioning in the context of different markets, industries and locations. At the end of the course, you will be able to: Identify why a strong strategy is essential for the future business success Formulate a business strategy that suits the needs and visions of your organization Explain why managers too often formulate sub-optimal strategies Extrapolate measures to optimize current business strategies Workload: 2-4 hours per week.
Sustainable Fashion
Copenhagen Business School (via Coursera)
Sometimes when we say we work with sustainable fashion people look at us like... "Mmmm, is it really possible for something like fashion to be sustainable?" And let's face it, people are right being suspicious. If anything the fashion industry has become increasingly unsustainable over the last decades, using more and more natural resources and creating more and more waste. In this course, we provide an overview of business model theory and discuss business models as essential tools in the transformation towards more sustainable businesses. Throughout the course, we will use business model theory as a foundation to look at how real-world fashion brands are adopting more sustainable ways of doing business. We will provide you with a rich opportunity to examine their efforts and consider strategies for your own organisation. Hopefully, you can also enlighten us with some local examples in your own countries for us to discover together new ways of dealing with sustainability. By the end of the course, you have an understanding of the overall challenges and potential solutions for businesses to become more sustainable. You will learn about the challenges and opportunities of implementing circular business models and we will introduce various tools that companies use to measure and report about sustainability. You will be able to think about business model theory in new ways and apply strategies to manage business model innovation towards sustainable practices. This is a very exciting time to be working in the fashion industry, so let's get started!
Business Models For Sustainability
Copenhagen Business School (via Coursera)
We can no longer ignore humans’ negative impact on the planet. While some parts of the world still can close their eyes to shared and global sustainability challenges, the negative consequences of human activity in other parts of the world have increasingly detrimental effects on the planet and people’s lives. For example, in recent years, global warming is leading to heavy rainfall at unusual times of the year. As a result, in India, some farmers have lost their entire cotton harvest. We also begin to see and understand the negative impacts of global plastic use and waste on nature, animals, and the things we eat. Change towards sustainability needs to happen at many levels of our societies. Global business activities are one of the major causes of the current situation. However, businesses also holds great potential to take the lead in creating more sustainable organizations and practices. In this course, we explore the role that businesses can play in actively transforming their operations and society as a whole towards sustainability and prosperity for all. This course was created by some of the leading researchers on business model theory and social entrepreneurship in Europe in collaboration with both small and large companies across various sectors investing in sustainable business model innovation. This course provides an overview of sustainable business model theory and innovation and discusses business models as essential tools in transforming to more sustainable businesses. Throughout the course, we will use the theory of sustainable business models and sustainable business model innovation as a foundation to investigate how companies can implement more sustainable business practices. We will provide you with a rich opportunity to examine their efforts and consider strategies for your organization. We would greatly appreciate if you would also enlighten us with business examples from your countries to discover new ways of dealing with sustainability t...
Sustainable Vikings: Sustainability & Corporate Social Responsibility in Scandinavia
Copenhagen Business School (via Coursera)
This course gives you immediate access to the world leading sustainability and corporate social responsibility (CSR) practices. Scandinavian firms dominate the major sustainability and CSR performance indicators including the Dow Jones Sustainability Index (DJSI). In this course we explore the concepts of sustainability and CSR and focus attention on how Scandinavian firms, like Novo Nordisk, have achieved superior sustainability and CSR performances. We consider what lessons can be drawn by managers and firms irrespective of where they may be located in the world. Through this course, participants will: • Gain appreciation of the concepts of sustainability and corporate social responsibility (CSR) and be able to situate these concepts within the broader debates about the role of business in society • Understand the sustainability and CSR approaches by leading Scandinavian companies • Describe how partnerships between companies, NGOs, and government are fundamental to the sustainability and CSR by Scandinavian companies • Be able to describe the characterization of the “Scandinavian management” and the role Scandinavian management plays in sustainability and CSR approaches by Scandinavian firms • Become familiarized with concept of “Scandinavian Cooperative Advantage” and understand how it challenges the dominant view of strategic management.
Strategy Implementation
Copenhagen Business School (via Coursera)
Even a thoroughly developed business strategy may fail if you don't pay enough attention to its implementation. This rings particularly true with strategies based on innovation or implemented in complex or fast-changing environments. In the 20th century successful implementation leveraged stability and typically proceeded through hierarchy and control. Today the key is to stay vibrant and able to quickly respond to trends in competition and technology while not losing sight of the strategic objective. In this course we'll build a toolbox of techniques to execute today's business strategies to help them succeed. After completing this course, you'll be able to: Create objectives and goals to guide strategy implementation Identify organizational structures that fit particular strategies Understand how to leverage company culture in implementation Describe how to communicate the strategy so that the organization "gets" it Detect and mitigate risks to implementation
Identifying Social Entrepreneurship Opportunities
Copenhagen Business School (via Coursera)
This Course will clarify the definition and meaning of Social Entrepreneurship and will focus on the need to learn about the source and root of a social problem. You will be introduced to different perspectives about Social Entrepreneurship and you will learn about complementary and opportunistic assets which will help you to detect an opportunity and develop an idea of how to create a business for social change. From a practical perspective you will be asked to initiate a team formation process and start to think about a problem topic that you want to address with your social venture in the future. You will work in a team to research this topic and will gradually start to think about a particular opportunity and identify a purpose for your social venture project.
An Introduction to Consumer Neuroscience & Neuromarketing
Copenhagen Business School (via Coursera)
How do we make decisions as consumers? What do we pay attention to, and how do our initial responses predict our final choices? To what extent are these processes unconscious and cannot be reflected in overt reports? This course will provide you with an introduction to some of the most basic methods in the emerging fields of consumer neuroscience and neuromarketing. You will learn about the methods employed and what they mean. You will learn about the basic brain mechanisms in consumer choice, and how to stay updated on these topics. The course will give an overview of the current and future uses of neuroscience in business.
Unleashing the Impact of your Social Enterprise
Copenhagen Business School (via Coursera)
In Course 3 of this Specialization you will first of all learn about Social Impact Assessment. Hence you will be able to develop a method to evaluate the social mission that you achieve while implementing your business plan. Next you will outline an appropriate communication strategy for your social enterprise and will demonstrate how to market your products and services to beneficiaries and other customers. Here you will employ an adaptable communication strategy as you move from early adopters to a broader market share. Furthermore you will determine growth strategies and how you can scale or replicate your business plan internationally in order to reach a larger number of beneficiaries. In particular you will discuss organic growth, social franchising, and an open source approach. Finally, you will evaluate exit strategies. Thus you will review options social enterprises have when they need to finance their growth but the original funders can not or do not want to finance the expansion. Course 3 will be completed by your Capstone project, which will ask you to submit the final business plan of your social venture. Note: It is highly recommended to have completed Course 1 & 2 of the Social Entrepreneurship Specialization before starting this Course!
Sustainability and Stakeholders: Tensions and Balances
Copenhagen Business School (via Coursera)
Many companies struggle to manage corporate sustainability effectively. Some overstate their ambitions, engaging in greenwashing, while others treat sustainability as a peripheral add-on disconnected from core operations. Initiatives may lack employee support or fail to resonate with customers, resulting in frustration, inefficiency, and missed opportunities. This course starts from the premise that weak sustainability implementation often stems from imbalanced stakeholder relationships. When managers fail to balance the needs and expectations of different stakeholders, tensions and conflicts arise. Learning to understand and manage these tensions is central to effective corporate sustainability. We introduce stakeholder theory as a central framework for the course, including an interview with its founder, R. Edward Freeman. Throughout the course, stakeholder theory serves as our lens for examining how real-world organisations address both the challenges and opportunities involved in integrating sustainability into organisational practice. We explore sustainability in relation to key stakeholder groups, including across functions and roles within organisations. You will have rich opportunities to analyse organisational efforts, reflect critically on different sustainability strategies, and consider how these insights apply to an organisation of your own choice. We also invite you to contribute examples from your own context and country, so that together we can broaden our understanding and discover new approaches to sustainability. By the end of the course, you will have developed a clear understanding of the challenges and opportunities involved in integrating sustainability into organisational practices. You will gain a solid grounding in stakeholder theory and balancing practices, and we will introduce a range of approaches that organisations use in their transition towards sustainability. Most importantly, you will be equipped to think about corporate sustai...
Innovation Strategy: Developing Your Fintech strategy
Copenhagen Business School (via Coursera)
Welcome to Innovation strategy: Developing your Fintech Strategy! As you probably know, this is the third course in a three-part specialization focused on the digital transformation of finance. In this course, we'll aim to bring you insights about how business strategy intersects with innovation in finance. I'm excited to have you in the class and look forward to helping you learn more about this important topic. To begin, I recommend taking a few minutes to explore the course site. A good place to start is the navigation bar on the left. Click Course Content to see what material we’ll cover each week, as well preview the assignments you’ll need to complete to pass the course. Click Discussions to see forums where you can discuss the course material with fellow students taking the class. Be sure to introduce yourself to everyone in the Meet and Greet forum! This course should take about four weeks to complete. You can check out the recommended course schedule below to see a quick overview of the lessons and assignments you’ll complete each week. By the time you finish this course, you’ll have understood the job your Fintech innovation strategy should solve and mastered both internal and external innovation tools to solve the problem. You will also have been exposed to how some of the world’s leading financial companies work with innovation and seen inspirational examples from the digital masters, such as Google, Apple and Amazon. You'll be introduced to the Capstone Project for the specialization and have a chance to form some preliminary solutions for a financial company that needs to re-think its Fintech innovation strategy. The course has a primary focus on the banking sector, with insurance as a secondary area of concern. Most examples are rooted in the North American and European financial markets. Good luck as you get started. I look forward to seeing you in class!
FinTech and the Transformation in Financial Services
Copenhagen Business School (via Coursera)
The FinTech revolution is rapidly transforming the financial industry. The use of digital technologies is the norm, and together with regulatory and market changes it is creating a revolution. After completion of the module, you'll be able to: describe the changes that influence the financial sector, understand the complexity of the payment infrastructure, identify and explain the key payment instruments and how they function, understand the types of money that exits, and recognize changes in the regulatory frameworks and how they inhibit or promote innovation. To begin, I recommend taking a few minutes to explore the course site. A good place to start is the navigation bar on the left. Click Course Content to see what material we’ll cover each week, as well preview the assignments you’ll need to complete to pass the course. Click Discussions to see forums where you can discuss the course material with fellow students taking the class. Be sure to introduce yourself to everyone in the Meet and Greet forum! This course should take about four weeks to complete. You can check out the recommended course schedule below to see a quick overview of the lessons and assignments you’ll complete each week. By the time you finish this course, you’ll have mastered mastered the transformational forces of digitalization and the new competitive dynamics it gives rise to, learned from leading financial companies and seen inspirational examples from the digital masters. Good luck as you get started. I look forward to seeing you in class!
Art and the Digital Transformation
Copenhagen Business School (via Coursera)
More than two decades into the new millennium, it is difficult to envision a future in which digital technologies do not play a significant role. Digital technologies frequently make a lot of promises. However, in recent years, we have seen an increasing number of artists address fundamental issues of the Digital Transformation, such as surveillance, lack of representation, and digital illiteracy. Artists have demonstrated that, while digital technologies have the potential to support processes leading to greater equality, they are frequently viewed as perpetuating and even exacerbating inequalities. This course is primarily aimed at changemakers who want to build a better digital future with the help of the arts. This course will teach you how the arts can influence technology development through art and enterprise collaborations; how the arts can assist citizens and civil society in making sense of and overcoming the challenges brought on by the Digital Transformation; and how the arts can influence the processes of regulation, policy-making, and legislation within the Digital Transformation. The course also provides insights into arts organisation, reflecting on issues of funding and community building that many engaged artists face. Building on theoretical concepts, questions about the arts and technology will be elaborated and explored through conversations with brilliant artists, makers, curators, and others working at the intersection of the arts and technology, who will generously share their knowledge and experiences with us. If you are an artist or an organisation interested in learning more about the power of the arts to influence digital transformation, this is the place to start. This course will provide you with the foundation and inspiration to begin or continue work on investigating, promoting, and facilitating more equal, inclusive, and democratic digital futures. It will provide you with an understanding of the challenges and opportunities of th...
Leadership in 21st Century Organizations
Copenhagen Business School (via Coursera)
Meet Jim Barton, the new CEO of Santa Monica Aerospace. Jim's job won't be easy: the company's hemorrhaging cash, struggling to regain investors' trust after an accounting scandal, and striving to transform its culture to become a more global competitor. In this course, you’ll travel with Jim as he takes on leadership challenges ranging from strategy execution, to inspiring people, to maintaining an ethical approach. Experts agree that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present. This provocative course equips you with the insights you'll need to rise with the occasion of a rapidly shifting business landscape. The course is based on a book, Harder Than I Thought: Adventures of a 21st Century Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O'Donnell, published by Harvard Business Review Press. Purchase of the book is optional. If you want more information about the book or wish to buy it, see https://hbr.org/product/harder-than-i-thought-adventures-of-a-twenty-first/an/10332-HBK-ENG or http://www.amazon.com/Harder-Than-Thought-Adventures-Twenty-First/dp/1422162591 After taking the course, you'll be able to: o Enact your own personal leadership approach, derived from your ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks; o Avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st century world; o Navigate treacherous new 21st century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more); o Avoid "slippery slope" ethical failures, and think more clearly about the separation between public and private life for a 21st century leader.
AI and the Illusion of Intelligence
Copenhagen Business School (via Coursera)
Will ArtificiaI Intelligence soon be surpassing humans? This is rapidly becoming one of the central questions of our time -- but it is the wrong question. In this course, we will provide a non-technical look at where AI has come from, and where it is going. We will see that there is no reason to expect that AI will be surpassing humans. Instead, what we are learning to create with AI is the illusion of intelligence. AI has actually been discussed for centuries, in fields like philosophy, linguistics and cognitive science. We will show that these perspectives help to shed light on current developments in AI, including impressive recent systems like GPT-3.
Digital Competition in Financial Services
Copenhagen Business School (via Coursera)
Welcome to Digital Transformation Strategy! As you probably know, this is the first course in a three part specialization focused on the digital transformation of finance. We'll aim to bring you insights about how digitalization intersects with finance, culled from one of the world's top regions for digital innovation. I'm excited to have you in the class and look forward to helping you learn more about this important topic. To begin, I recommend taking a few minutes to explore the course site. A good place to start is the navigation bar on the left. Click Course Content to see what material we’ll cover each week, as well preview the assignments you’ll need to complete to pass the course. Click Discussions to see forums where you can discuss the course material with fellow students taking the class. Be sure to introduce yourself to everyone in the Meet and Greet forum! This course should take about four weeks to complete. You can check out the recommended course schedule below to see a quick overview of the lessons and assignments you’ll complete each week. By the time you finish this course, you’ll have mastered the transformational forces of digitalization and the new competitive dynamics it gives rise to, learned from leading financial companies and seen inspirational examples from the digital masters. You'll be introduced to the Capstone Project for the specialization and have a chance to form some preliminary solutions for a financial company seeking a new strategy for the digital age of finance. Good luck as you get started. I look forward to seeing you in class!
Social Business Model and Planning for Social Innovation
Copenhagen Business School (via Coursera)
In this course we will take the social business opportunity that you have identified in the first course to a higher level. Specifically, you will develop a business model using the Business Model Canvas. Gradually you will also start writing your business plan. Moreover, you will be able to assess different organizational forms and select the one that is appropriate for your developed business model. By the end of the course you will be able to compare different social impact investment methods and choose the right funding strategy for your social venture. Note: It is highly recommended to have completed Course 1: 'Identifying Social Entrepreneurship Opportunities' before you start with this Course!
Strategic Management - Capstone Project
Copenhagen Business School (via Coursera)
In this capstone project course, we revisit the strategy controversy at e-Types, introduced in the first course in this specialization, Strategic Management, and further analysed in each of the subsequent courses, Strategy Formulation and Strategy Implementation. After revealing, examining, and analyzing what happened at e-Types, we turn to a new set of strategy cases that range in terms of company size, geography, and focus. For your final project, we ask YOU to apply everything you have learned in this specialization to analyze your choice of one of these four situations.
Strategic Management
Copenhagen Business School (via Coursera)
The world of business strategy is in transition. What used to work doesn't anymore -- not necessarily. This course prepares you to think strategically in an age when companies like Apple, Google, and Microsoft have become more valuable (in market cap terms) than companies like Exxon. Today, business value and competitive advantage arise more often from consumer perceptions of what is "cool" than from physical assets or economies of scale. In this course -- the first of a three-course specialization tailored specifically for the age of creativity and innovation -- you will gear up for the challenges of strategy formulation and implementation in a 21st century business. After taking the course, you'll be able to: Explain why "doing" strategy is considered "the high point of managerial activity" (Mintzberg); Recognize and avoid the old, tired ideas about strategy that are still out there, so you can adopt fresher, better ideas; Point out how doing strategy has changed because of advancing technology and globalization; Prepare for the Capstone Project for the Strategic Management and Innovation Specialization
The Neuromarketing Toolbox
Copenhagen Business School (via Coursera)
Doing marketing research by asking people has been a common method and does still have advantages. On the other hand, if you want insights into the non-conscious interpretations of a consumer’s decision, then you need other research tools in your research toolbox. Neuromarketing makes use of such an extended toolbox, containing both technical equipment and ways of doing experimental research. The goal for this course is to give you an overview of this fast developing toolbox ranging from simple web-camera, to eye-tracking, and to complicated brain-scanners. The course guides you through a contemporary literature review, giving you insights into the last decades of development within this field of research.
Digital Transformation of Financial Services - Capstone Project
Copenhagen Business School (via Coursera)
In this capstone project course, we ask YOU to apply everything you have learned in this specialization to analyze a real world company and to develop a digital transformation strategy for this company. You will have the possibility to choose between four different case companies, that varies in size (from small start-up to large financial service providers), industry (banking, financial trading, insurance) and geographical location. For one of these -- only one -- you will create a concise recommendation of a strategy to leverage the digital transformation of financial services. To do this well, you will need to summon ideas appropriately from the earlier three courses in the specialization.