Digital Strategies for Business: Leading the Next-Generation Enterprise

This course is based on Columbia Business School’s course on Digital Strategies for Business taught by Prof. David Rogers.

This course focuses on how managers can innovate new strategies and business models to enable their organization to thrive in the digital age. Case studies will feature both digital trailblazers as well as traditional enterprises that are adapting to the digital age.

Key learning themes of the course include:

– Understanding Digital Customer Behaviors

– Platform Business Models

– Big Data & How to Build Data as a Strategic Asset

– Innovation through Experimentation: AB Tests and Minimum Viable Products

– Translating the Lean Startup to Enterprise Scale Innovation

– Mastering Disruptive Business Models

Digital Strategies for Business: Leading the Next-Generation Enterprise

Duration and Course Fee

  • Starts 23 Jan 2019
  • 3 Months
  • 2 - 4 hours per week
  • Course Fees USD 1400


David Rogers David Rogers

Faculty at Columbia Business School

Columbia Business School

Course Highlights

  • Interactive Lecture
    120Video Lectures
  • Case Studies
    3Case Studies
  • 12Assignments
  • Discussions



a) How ready are you for the Digital Revolution – Self Assessment Survey

b) Pre-read – How Cities Score


a) 5 domains of Digital Transformation – Introduction – Part 1

b) 5 domains of Digital Transformation – Introduction – Part 2

c) 5 domains of Digital Transformation

d) Customers – Khan Academy Example

e) Competition – Co-opetition, Dis-intermediation & Asymmetric Competitors

f) Data – Example

g) Innovation – JC Penny Example

h) Innovation – Intuit Example of Indian Farmers

i) Value – The Metropolitan Museum of Art Example


a) Individual assignment – What are the strengths and weaknesses of your firm, your industry or the industry you are seeking to work in?


a) Life Church Example

b) Customer Network Paradigm – Mass Market Vs Customer network model

c) Rethinking the Marketing Funnel

d) Mapping the “Path to Purchase”

e) Multichannel threat to Retailers – Part 1 – Show rooming

f) Multichannel threat to Retailers – Part 2 – Wal-Mart example (Omni-channel)


a) Individual Assignment – Pick a recent non-impulse (high involvement) purchase from the past year. Map out your path to purchase – research and interactions.


a) Introduction

b) Access Strategy

c) Engage Strategy

– Engage Strategy – Part 1

– Engage Strategy – Part 2

d) Customize Strategy

– Connect Strategy – Part 1

– Connect Strategy – Part 2


a) Group Assignment – Develop an innovative customer initiative base on the framework learnt.


a) Introduction & Rise of Platforms

b) What is a Platform?

c) 4 types of Platforms

d) Platforms – Then & Now

e) The Power of Network Effects

f) 4 Advantages of Platforms

g) Tool – Platform Business Model Map

h) How Platforms Compete – Part 1

i) How Platforms Compete – Part 2

j) Strategic Questions for Platforms


a) Individual Assignment: Map out the Platform Business Model map


a) Introduction

b) Coopetition

c) Tool – Competitive Value Train

d) Tool – Competitive Value Train – Disintermediation and Intermediation

e) 2 Rules of Power in Value Trains

f) Changes in Strategic Assumptions


a) Individual Assignment: Draw a Competitive Value Train


a) Introduction + Data as a strategic asset – Part 1 – Google Maps/ Apple Maps

b) Data as a key strategic asset – Part 2 – Nokia, the Weather company

c) Every Business Needs a Data Strategy

d) Case Study : Coca Cola

e) Case Study : British Airways

f) Case Study : The New York Times


a) Individual Assignment: Self-reflective – is your business using data as a strategic asset, where can it improve?


a) Big Data

b) New Sources of Unstructured Data

c) Tools for Unstructured Data

d) Availability of the Tools

e) 4 Templates of Value – Insight

f) 4 Templates of Value – Targeting

g) 4 Templates of Value – Personalization

h) 4 Templates of Value – Context

i) 3 Myths of Big Data – Myth 1

j) 3 Myths of Big Data – Myths 2 & 3


a) Group Assignment: Applying the 4 Templates of data value: Pick a company and pick which of the 4 templates to use to create more value using new data.


a) Introduction

b) 2 Kinds of Experiments

c) 7 Principles of Experimentation – 1. Learn Early

d) 7 Principles of Experimentation – 2. Be Fast and Iterate

e) 7 Principles of Experimentation – 3. Fall in Love With the Problem, Not the Solution

f) 7 Principles of Experimentation – 4. Get Credible Feedback

g) 7 Principles of Experimentation – 5. Measure What Matters Now

h) 7 Principles of Experimentation – 6. Test Your Assumptions

i) 7 Principles of Experimentation – 7. Fail Smart

j) The Convergent Experimental Method

k) The Convergent Experimental Method – Petco and Obama Experiments

l) When to use Convergent Experiments

m) The Divergent Experimental Method

n) The Divergent Experimental Method – Setting Limits and More than one Solution

o) The Divergent Experimental Method – MVP – Minimum Viable Prototype (or Product)

p) 4 P’s : Iterative decisions in ENTERPRISE Innovation

q) When to use Divergent Experiments


a) Group Assignment: How would you design an experiment to learn the best path with a given scenario


a) Introduction + 4 paths for Scaling Up an Innovation

b) 4 Paths – Path 1 – MVP Roll-Out

c) 4 Paths – Path 2 – MVP Launch

d) 4 Paths – Path 3 – Polished Roll-Out

e) 4 Paths – Path 4 – Polished Launch

f) Picking the wrong path – Google Glass example

g) Organizational Challenges – Part 1 – Leading & Who Experiments?

h) Organizational Challenges – Part 2 – Building a Test & Learn Culture

i) Organizational Challenges – Part 3 – Planning to Fail

j) Organizational Challenges – Part 4 – Celebrating Failure


a) Individual Assignment: Assess your own company’s barriers to innovation


a) Adapting your value Proposition: Customer Centricity during Rapid Change – Napster/iTunes case

b) How to adapt to a Shrinking Market – 3 Routes Out of a Shrinking Market

c) 1st Route – New Customers

d) 2nd Route – New Value

e) 3rd Route – New Customers + New Value

f) The New York Times – Adapting to its value proposition – The Problem and the New Value they created

g) The New York times – Adapting to its value proposition – Organizational Shifts and Results

h) Adapt before you must

i) 5 Concepts of Market Value

j) Introduction of the Tool – Value Proposition Roadmap

k) Changes in Strategic Assumptions : Value


a) Group Assignment 1: Identify Key Customer Types by Value Received.

b) Group Assignment 2: Define Current Value for Each customer.

c) Group Assignment 3: Identify emerging threats.

d) Group Assignment 4: Assess the strength of the Current Value Elements.

e) Group Assignment 5: Generate new potential value elements.

f) Group Assignment 6: Synthesize a new Forward-Looking Value Proposition.


a) What is Disruption? Part 1 – Definition

b) What is Disruption – Part 2 – Not Every Innovation is Disruptive & Disruption Requires an Incumbent

c) Disruption in the Digital Age

d) Theories of Disruption – Schumpeter + Christensen

e) Theories of Disruption – Problems with Christensen’s Theory

f) A Business Model Theory of Disruption

g) Two differentials of Disruptive Business Models

h) 3 Cases of Business Model Disruption – iPhone

i) 3 Cases of Business Model Disruption – Netflix

j) 3 cases of business Model disruption – Warby Parker

k) Tool + Summary


a) Group Assignment: Creating and assessing a disruptive business model


a) 3 Variables of Disruptive Business Models – Customer Trajectory

b) 3 Variables of Disruptive Business Models – Scope

c) 3 Variables of Disruptive Business Models – Multiple Incumbents

d) Tool – The Disruptive Response Planner

e) Six Responses – 1. Acquire the Disrupter

f) Six Responses – 2. Launch an Independent Disrupter

g) Six Responses – 3. Split the Disrupter’s Business Model

h) Six Responses – 4. Refocus on Your Defensible Customers

i) Six Responses – 5. Diversify Your Portfolio

j) Six Responses – 6. Plan for a Fast Exit


a) Group Assignment : You will be given a scenario to analyze the threat, and plan your response – by using the tool, The Disruptive Response Planner


a) Self Assessment – Are you ready for Digital Transformation?


a) Your strategy Tool kit

b) Organizational Change

c) Incubation + Integration

d) Customer Value Imperative & Program Conclusion

e) Course Wrap up


a) Group Assignment : Creating and assessing a disruptive business model


Intellectual Capital

Intellectual Capital

  • Global Education
  • Rigorous and experiential curriculum
  • World-renowned faculty
  • Globally Connected Classroom: Peer to Peer Learning Circles
  • Action Learning: Learning by Doing


Brand Capital

  • Certificate from EMERITUS in collaboration with Columbia Business School Executive Education


Social Capital

  • Build new networks through peer
  • Benefit from diverse class profiles


Career Capital

  • Professional Acceleration through
    our enriched leadership toolkit
  • Learn while you earn
  • Get noticed. Get ahead.

Duration and Course Fee

  • Starts 23 Jan 2019
  • 3 Months
  • 2 – 4 hours per week
  • Course Fees USD 1400


David Rogers David Rogers
Faculty at Columbia Business School Columbia Business School


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The course curriculum, the tools and techniques that the course has taught me have been very helpful. Overall it gave me a new perspective of thinking.

Wruta Mayekar Manager, Accenture

Duration and Course Fee

  • Starts 23 Jan 2019
  • 3 Months
  • 2 - 4 hours per week
  • Course Fees USD 1400


David Rogers David Rogers

Faculty at Columbia Business School

Columbia Business School

Other Programs

Global Ivy Emeritus Institute of Management