Chevron Left
Strategic Organization Design に戻る

ルートヴィヒ・マクシミリアン大学ミュンヘン(Ludwig-Maximilians-Universität München(LMU)) による Strategic Organization Design の受講者のレビューおよびフィードバック

4.6
128件の評価
29件のレビュー

コースについて

Strategic Organization Design will introduce new topics and modules with even more real world examples and opportunities for student interaction than its predecessors Competitive Strategy (https://www.coursera.org/learn/competitive-strategy) and Advanced Competitive Strategy (https://www.coursera.org/learn/advanced-competitive-strategy). The final course in the Competitive Strategy and Organization Design specialization covers the internal workings of an organization and its interactions with the outside world. Where the first two courses mainly covered the way firms interact with the outside world, in particular competitors and complementors, the third course looks at the way a firm’s organization should be designed to compete effectively....

人気のレビュー

RG

Jan 12, 2018

Excellent course that is fully applicable in real world. The theory explained is demonstrable in real life companies.

VV

May 06, 2018

The course was very wonderful. I Am sure that it will be very useful for me on my job. Thanks a lot.

フィルター:

Strategic Organization Design: 26 - 27 / 27 レビュー

by Jorge O

Jun 04, 2017

Interesting but not as much as the previous ones of the strategy specialisation. In some aspects it is no so clear or doesn't go too deep.

by Robert S

Feb 12, 2020

Given that I didnt pay for the course, I have to say that it was successfull in giving me a decent amount of information and an introduction into thought processes underlying strategic design. Furthermore it has a nice choice of filming locations. Yet there is two reasons for my low rating: 1) lack of a systematic approach and 2) lack of detail going beyond the obvious and sometimes lack of arguments for certain claims.

More specficially things that could be improved on would be:

* red line is sometimes missing (or at least not very obvious), concepts just seem to pop up semi randomly, which may be similiar to my second critique point:

* often the scope of concepts wasnt clear, i.e. one slide deals with capabilities, the next one deals with shared activities such as capital, is the latter now a capability? the heading in the slides suggests its an entirely different subtopic, but there is no other sign of such a transition, neighter in slides nor in the oral presentation; this happens quite alot of times, so please make the relationship between the different parts of the presentation and concepts clearer

* often, a real example would help: how does concept A look in a specific company (titles, organization trees and procedures), how does a centralized vs decentralized company strcuture look like, which capabilities are where; maybe use the companies where you film the lectures at as examples, this would make the choice of location also seem less random

* not much beyond the slides is explained: refinancing is mentioned as a way of improving performance; what debt is refinanced here, how does this pertain to company everyday workings (i.e. does a company buy another random company and makes somehow money? -> please detail more and give a clear example)

* maybe add a little bit of readings (i.e. including examples if there is no space in the presentation for this)

* discussions dont receive any replys nor any moderation (but that seems more like the usual case on coursera; and the separation into different forums for each course period leads to only a sinlge post per thread per period which doesnt encourage peer discussion); yet as this seems to be a coursera wide applicable critique this didnt factor into my rating

As it is, this course can be finished rather very quickly, and i think people would be willing to spend more time on the course to gain actual depth knowledge (as is often said but not achieved in the class unfortunately)