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Strategy Execution partners with Duke Corporate Education and launches the new Adaptive Strategic Execution Programme

Today’s leaders of project-based work must have the right skill sets, adaptive approach and responsive mind-set to help them and their organisations navigate an increasingly complex and collaborative environment.

Strategy Execution has partnered with Duke Corporate Education to equip project-based leaders with the skills to better manage this complexity – in which organisations need to adapt project-based work to make it smarter and faster, if they are to drive success.

Duke - TwentyEighty

The Adaptive Strategic Execution Programme (ASEP)

The Adaptive Strategic Execution Programme (ASEP) has been purposefully designed to provide project-based workers with the mind-set, tool set and skill set to execute critical projects.

In the new curriculum, each course focuses on building leaders who can master the three domains that influence and define how work gets done: Strategy, Work and People.

This partnership between Duke and Strategy Execution blends decades of academic and professional expertise, which will reach a broad audience, beyond traditional project and programme managers, with its coverage of the following eight essential topics:

1. Making Sense of Complexity

This is the foundational course of the curriculum and demonstrates how the internal and external contexts in which we work have become more complex.

It provides models, tools and practice that help participants recognise and manage the forces that create this complexity.

The course explores the mind sets and skills that leaders of project-based work must possess in order to successfully navigate complexity and get work done.

2. Influencing without Authority

This gives participants the skills to build the influence they need to lead work and direct strategy and actions without always having formal authority to make the call.

It focuses on the traits, attitudes and behaviours of leaders who get work done through informal authority, whether managing or influencing down, across and/or up in organisations.

3. Aligning Work with Strategy

This introduces multiple viewpoints on strategy and how today’s complex environment necessitates a more adaptable, responsive and fluid concept of it so that there is a tighter coupling and feedback cycle between strategy and execution.

A diagnostic framework is introduced and applied to identify the important domains that must be aligned to successfully execute strategy.

4. Design Thinking for Results

This engages participants to apply design-thinking skills and tools to drive results within an organisation.

Participants will learn how to accelerate innovation and address complex challenges by applying design thinking to product, processes and services.

5. Building Effective Teams

This focuses on how to implement practices for leading highly effective teams in unstable and often distributed situations.

Participants will learn how to build, coach and lead diverse and distributed teams that are high performing, resilient and responsive to complex work and volatile contexts.

6. Delivering Business Value

This provides an overview of the financial and business acumen and analysis skills needed to ensure that project-based work results in true value for the business.

Not only do participants gain insight and skill in financial planning while leading project-based work, they also learn how to make smarter financial decisions that lead to improved business outcomes.

7.Driving and Influencing Change

This explores the attitudes, behaviours and skills that leaders require to help organisations develop the capabilities to navigate the uncertainty caused by complex environments.

Participants learn the science behind how individuals respond to change and receive tools to reduce resistance and increase engagement in a change process.

8. Managing Critical Relationship

This teaches participants how to work with internal and external stakeholders to achieve the most optimal outcomes.

It focuses on diagnosing stakeholders and their behaviour, overcoming obstacles and conflict in relationships, negotiating for beneficial outcomes and applying techniques for maintaining resilient relationships in the face of uncertainty.

Of the eight courses within this curriculum, Aligning work with Strategy and Influencing without Authority have already been launched and the additional courses will be added shortly.

Upon successful completion of the Adaptive Strategic Execution Programme, students will receive a certificate from Duke University’s Fuqua School of Business. From the eight courses, two foundational courses and four electives must be completed to qualify for an Adaptive Strategic Execution Programme certificate.

Adaptive Strategic Execution 

Webinar event

In conjunction with the announcement of our partnership, Strategy Execution is hosting a webinar, Adaptive Strategic Execution for a Complex World, led by Vice President of Product Management, Jonathan Gilbert and Duke Corporate Education’s Global Head of Strategic Leadership Solutions, Tony O’Driscoll, which will expand on the new partnership.

The event will be held on Wednesday May 24th at 12.00-13.00 BST/ UK time. Click here to register.

 

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About Rebecca Leitch

Rebecca Leitch
Rebecca Leitch is a marketeer at TwentyEighty Strategy Execution - focused on bringing new project management content for the PM community.

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