Overview

Business is being disrupted by the advent of digital. Companies are racing toward transformation, but it requires leaders who think digital. David Rogers, faculty at Columbia Business School and a globally recognized leader on digital business strategy, has designed and developed this course to provide frameworks you can use to transform your company’s business model and thrive in the digital age.

The marketing paradigm has transformed with the rise of digital technologies. Companies today face a constant proliferation of social media channels, the growing power of connected customers, and an explosion of new digital tools. To succeed, marketers must be able to plan, implement, and measure the impact of digital strategies that are suited to today’s customers and integrated with their traditional marketing and business goals.

WHO IS THIS COURSE FOR?

The course is tailored to managers who would like to innovate new strategies and business models to enable their organization to thrive in the digital age. This course is best suited for professionals who want to think strategically and lead digital initiatives related to customer engagement, data analytics, channel alignment, lean innovation, product strategy and destructive competition.

Previous batches have come from:

  • Industries: Banking, Software, Consulting, Education and Healthcare.
  • Countries: United States, India, Brazil, United Kingdom, Canada, Australia, Singapore, Germany, UAE, Thailand, Switzerland.

WHAT ARE THE LEARNING OUTCOMES?

Emeritus and Columbia Business School Executive Education

Columbia Business School Executive Education is collaborating with online education provider Emeritus to offer a portfolio of high-impact online programs. These programs leverage Columbia’s thought leadership in management practice developed over years of research, teaching, and practice. By collaborating with Emeritus, we are able to broaden access beyond our on-campus offerings in a collaborative and engaging format that stays true to the quality of Columbia Business School Executive Education. You can read more about this relationship here.

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  • Starts on

    June 2, 2020

  • Duration

    3 Months, Online

    (2 - 4 hours per week)
  • Course Fees

    US$ 1,500*

Curriculum & Faculty

syllabus

    • Pre-Work
    • a) Pre-read – How Cities Score
    • Framework
    • 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, Disintermediation and Asymmetric Competitors
    • f) Data – Weather.com Example
    • g) Innovation – JC Penney Example
    • h) Innovation – Intuit Example of Indian Farmers
    • i) Value – The Metropolitan Museum of Art Example
    • Application
    • a) Individual assignment – What are the strengths and weaknesses of your firm, your industry or the industry you are seeking to work in?
  • Framework
  • 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 – Showrooming
  • f) Multichannel threat to Retailers – Part 2 – Walmart example (Omni-channel)
  • Application
  • a) Individual Assignment – Pick a recent non-impulse (high-involvement) purchase from the past year. Map out your path to purchase – research and interactions.
    • Framework
    • a) Introduction
    • b) Access Strategy
    • c) Engage Strategy - Part 1 & 2
    • d) Customize Strategy
    • e) Connect Strategy - Part 1 & 2
    • f) Collaborate Strategy
    • Application
    • a) Individual Assignment – Develop an innovative customer initiative based on the framework learned.
    • Framework
    • a) Introduction and Rise of Platforms
    • b) What is a Platform?
    • c) 4 types of Platforms
    • d) Platforms – Then and 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
    • Application
    • a) Individual Assignment: Map out the Platform Business Model map
    • Framework
    • a) Introduction
    • b) Co-opetition
    • 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
    • Application
    • a) Individual Assignment: Draw a Competitive Value Train
    • Framework
    • 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
    • Application
    • a) Individual Assignment: Self-reflective – Is your business using data as a strategic asset? Where can it improve?
    • Framework
    • 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
    • Application
    • a) Group Assignment - Develop an innovative data initiative by applying the four templates of data value.
    • Framework
    • 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 Ps: Iterative decisions in ENTERPRISE Innovation
    • q) When to use Divergent Experiments
    • Application
    • a) Group Assignment: How would you design an experiment to learn the best path with a given scenario?
    • Framework
    • 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 and Who Experiments?
    • h) Organizational Challenges – Part 2 – Building a Test and Learn Culture
    • i) Organizational Challenges – Part 3 – Planning to Fail
    • j) Organizational Challenges – Part 4 – Celebrating Failure
    • Application
    • a) Individual Assignment: Assess your own company’s barriers to innovation
    • Framework
    • 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
    • Application
    • 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.
  • Highlights of Disruption
  • a) Disruption in the Digital Age
  • b) Theories of Disruption - Schumpeter + Christensen
  • c) Theories of Disruption - Problems with Christensen’s Theory
  • d) A Business Model Theory of Disruption
  • e) Two Differentials of Disruptive Business Models
  • f) 3 Cases of Business Model Disruption – iPhone
  • g) 3 Cases of Business Model Disruption – Netflix
  • h) 3 Cases of Business Model Disruption - Warby Parker
  • i) Tool + Summary
  • Application
  • a) Group Assignment: Creating and assessing a disruptive business model
  • Framework
  • 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
  • Application
  • a) Group Assignment: You will be given a scenario to analyze the threat, and plan your response using the tool, The Disruptive Response Planner
  • Framework
  • a) Role of Leadership in Digital Era
  • b) Understanding the Organizational Issues
  • c) Balancing Incubation and Integration
  • d) Customer Value Imperative and Course Wrap-up

Faculty

David Rogers
David Rogers

Faculty of Executive Education, Columbia Business School

Learning Experience

Emeritus follows a unique online model. This model has ensured that nearly 90 percent of our learners complete their course.

  • Orientation Week

    Orientation WeekThe first week is orientation week. During this week you will be introduced to the other participants in the class from across the world. You will also learn how to use the learning platform and other learning tools provided.

  • Weekly Goals

    Weekly GoalsOn other weeks, you have learning goals set for the week. The goals would include watching the video lectures and completing the assignments. All assignments have weekly deadlines.

  • Learning Videos

    Recorded Video LecturesThe recorded video lectures are by faculty from the collaborating university.

  • Live Webinars

    Live WebinarsEvery few weeks, there are live webinars conducted by Emeritus course leaders. Course leaders are highly-experienced industry practitioners who contextualize the video lectures and assist with questions you may have regarding your assignments. Live webinars are usually conducted between 1 pm and 3 pm UTC on Tuesdays and Wednesdays.

  • Clarifying Doubts

    Clarifying DoubtsIn addition to the live webinars, for some courses, the course leaders conduct Office Hours, which are webinar sessions that are open to all learners. During Office Hours, learners ask questions and course leaders respond. These are usually conducted every alternate week to help participants clarify their doubts pertaining to the content.

  • Follow-Up

    Follow-UpThe Emeritus Program Support team members will follow up and assist over email and via phone calls with learners who are unable to submit their assignments on time.

  • Continued Course Access

    Continued Course AccessYou will continue to have access to the course videos and learning material for up to 12 months from the course start date.

 

Emeritus Program Support Team

If at any point in the course you need tech, content or academic support, you can email program support and you will typically receive a response within 24 working hours or less.

 

Device Support

You can access Emeritus courses on tablets, phones and laptops. You will require a high-speed internet connection.

 

Emeritus Network

On completing the course you join a global community of 5000+ learners on the Emeritus Network. The Network allows you to connect with Emeritus past participants across the world.

Program Highlights

Case Studies
3 Case Studies
Discussions
9 Discussions
Assignments
12 Assignments
Video Lectures
120 Video Lectures

Benefits to the Learner

Career capital

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

Social Capital

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

Brand Capital

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

Intellectual Capital

  • Global Business Education
  • Rigorous and experiential curriculum
  • World-renowned faculty
  • Globally connected classroom: peer to peer learning circles
  • Action learning: learning by doing

CERTIFICATE

Certificate Click to view certificate

ADMISSION & FEES

PAYMENT

  • You can pay for the course either with an international debit or credit card (unfortunately we are unable to accept Diners credit cards), or through a bank wire transfer. On clicking the apply now button below, you will be directed to the application form and the payment page.
  • We provide deferrals and refunds in specific cases. The deferrals and refund policy is available here.
  • You will be provided a course login within 48 hours of making a payment.

APPLICATION PROCESS

  • Please provide your work experience and your current employer via the application.
  • You can apply by clicking the Apply Now button

COURSE FAQs

We have listed two type of FAQs:

  • FAQs common to all courses. These are available at COMMON FAQs
  • Course specific FAQs

COURSE SPECIFIC FAQs

  • Digital Strategies for Business:
    This course teaches a comprehensive set of strategies and frameworks that will help you conceptualize a digital transformation strategy for your business. If your company is working on creating a digital transformation strategy or if your interest is in understanding how to approach digital transformation for a business, this course is appropriate for you.
  • Digital Marketing:
    This course teaches digital marketing from a strategic perspective. Most companies commence their digital transformation by first adopting digital marketing. If your company is exploring implementing digital marketing or has an established digital marketing function, this course is appropriate for you. The course will help you critically evaluate your company’s digital marketing strategy and discover areas of opportunity.
  • Digital Transformation:
    This course teaches you one of the most popular strategies for digital transformation: the digital platform approach. Keep in mind that the largest digital companies in the world today have adopted a digital platform strategy. Uber, Airbnb, Google, Amazon – are digital platforms. This course is appropriate for you if you want to learn how to transform your business (or start a new one) into a highly scalable, highly profitable, disruptive digital platform business.