In collaboration with

DIGITAL STRATEGIES FOR BUSINESS:

LEADING THE NEXT-GENERATION ENTERPRISE
 Digital Strategies for Business

OVERVIEW

“ At least 40% of all

businesses will die in the
next 10 years… if they don’t
figure out how to change
their entire company to
accommodate new
“
technologies.
John Chambers
CISCO

In today’s world, almost every business is a digital
business. In every industry, processes are being
transformed by the proliferation of digital technologies
and the rise of disruptive threats. To compete,
businesses need to adapt and thrive.
Case studies will feature both digital trailblazers
as well as traditional enterprises that are
adapting to the digital age.
WHO IS THIS COURSE FOR ?

Organizations need leaders who can think
strategically and harness the digital change to create
new value for customers and opportunities for
business. This course focuses on how managers can
develop new strategies and business models to
enable their organization to thrive in the digital age.
The course is tailored for managers who would
like to innovate new strategies and business
models to enable their organization to thrive in
the digital age.

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 Digital Strategies for Business

PAST PARTICIPANTS

TOP COUNTRIES REPRESENTED

2000+ participants from over 90 countries have benefitted from this course.

United States United Kingdom

Switzerland

UAE India

Mexico

Brazil

WORK EXPERIENCE
The course has had CXOs, VPs, Directors, Business Heads, General Managers and Senior
Managers participating.

17% 22% 30% 16% 15%

5-10 Years 11-15 Years 16-20 Years 21-25 Years 26+ Years

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 Digital Strategies for Business

PARTICIPANTS’ REVIEWS

“ The frameworks and templates are most useful in understanding ways

of managing digital transformation in business. David Rogers’
explanations are simple and very insightful. I loved the content and the
course structure.
Shalu Manan
”
VP - HR Transformation, Genpact, India

“ Professor Rogers’ definition of digital disruption is the clearest and

most I have seen. All of the course was great but Mastering Disruptive
Business Models was unique to my knowledge.
Lionel Gordon
”
Group Strategy Leader, Cargill, Inc, USA

“ The highlight of the course is its diversity - from on-demand videos to

individual and group assignments, peer reviews to seminars. The
well-structured assignments helped me get a clear understanding of
how to drive and develop my business, to adapt and evolve in the
digital era. ”
Ebba Lo
Production Office Manager, Lindex, Hong Kong

Search for #EmeritusDSB on LinkedIn to read more participant stories.

of over 2000 participants Participant’s rating of the

83% successfully completed 4.7 course (based on 1228

the course 5 ratings of past participants)

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COURSE FACULTY
At Columbia Business School, David teaches
global executives as the Faculty Director of
Executive Education programs on Digital
Marketing and Digital Business Strategy. His
recent research with Columbia Business
School’s Center on Global Brand Leadership
has focused on Big Data, the Internet of Things,
in-store mobile shoppers, digital marketing ROI,
and data privacy. David is also the founder and
host of the Center’s acclaimed BRITE
conference on brands, innovation, and
technology, where global CEOs and CMOs come
together with leading technology firms, media
companies, and entrepreneurs, to address the
challenges of building strong brands in the
digital age.
Digital Strategies for Business
David Rogers
Faculty at Columbia Business School
David Rogers, a member of the faculty at
Columbia Business School, is a globally
recognized leader on brands and digital
business strategy. He is known for his
pioneering model of customer networks. He is
the author of four books, including “The
Network Is Your Customer,” and the recently
launched, “The Digital Transformation
Playbook: Rethink Your Business to Adapt and
Thrive in the Digital Age.”
Rogers advises companies and keynotes at
conferences worldwide on the ways that
technology is transforming brands and
business strategy. He has consulted on
marketing and digital strategy for startups and
global companies – including Toyota, Pernod
Ricard, Visa, SAP, Lilly, Combiphar, China
Eastern Airlines, Kohler, Saint-Gobain, and
MacMillan, among many others.
David has appeared on CNN, ABC News, CNBC,
Marketplace, Channel News Asia, and in The
Financial Times, The Wall Street Journal,
Forbes, and The Economist. He received the
2009 Award for Brand Leadership at the World
Brand Congress.
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 Digital Strategies for Business

COURSE HIGHLIGHTS

Business is being disrupted by the advent of

digital. Companies are racing to transform into 120
digital businesses. Digital transformation Video Lectures
requires leaders who think digital.

David Rogers, Faculty of Executive Education at

Columbia Business School and a globally 12
recognized leader on digital business strategy Assignments
has designed and developed this course.

The course teaches frameworks you can use to

transform your company’s business model.
3
Case Studies

9
Discussions

Live Online
Teaching Sessions

The course includes live Q&A with David Rogers,

Faculty of Executive Education, Columbia Business School

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 Digital Strategies for Business

COURSE TAKEAWAYS

Understanding Digital
Customer Behaviors

Mastering Disruptive Platform Business

Business Models Models

Key learning themes

of the course
include:

Translating the Lean Big Data & How to

Startup to Enterprise Build Data as a
Scale Innovation Strategic Asset

Innovation through
Experimentation: AB Tests and
Minimum Viable Products

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 Digital Strategies for Business

SYLLABUS

MODULE 1 - 5 DOMAINS OF DIGITAL TRANSFORMATION

Pre-Work
• Pre-read - How Cities Score

Framework
• 5 Domains of Digital Transformation - Introduction - Part 1
• 5 Domains of Digital Transformation - Introduction - Part 2
• 5 Domains of Digital Transformation
• Customers - Khan Academy Example
• Competition - Co-opetition, Dis-intermediation & Asymmetric Competitors
• Data - Weather.com Example
• Innovation - JC Penny Example
• Innovation – Intuit Example of Indian Farmers
• Value - The Metropolitan Museum of Art Example

Application
• Individual assignment - What are the strengths and weaknesses of your firm, your industry or the
industry you are seeking to work in?

MODULE 2 - CUSTOMER NETWORKS AND THE NEW PATH TO

PURCHASE
Framework
• Life Church Example
• Customer Network Paradigm - Mass Market Vs Customer Network Model
• Rethinking the Marketing Funnel
• Mapping the “Path to Purchase”
• Multichannel Threat to Retailers - Part 1 – Showrooming
• Multichannel Threat to Retailers - Part 2 - Wal-Mart example (Omni-channel)

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

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 Digital Strategies for Business

MODULE 3 - UNDERSTANDING DIGITAL CUSTOMER BEHAVIORS

Framework
• Introduction
• Access Strategy
• Engage Strategy - Part 1 & 2
• Customize Strategy
• Connect Strategy - Part 1 & 2
• Collaborate Strategy

Application
• Individual Assignment - Develop an innovative customer initiative based on the framework learned.

MODULE 4 - PLATFORM BUSINESS MODELS

Framework
• Introduction & Rise of Platforms
• What is a Platform?
• 4 types of Platforms
• Platforms - Then & Now
• The Power of Network Effects
• 4 Advantages of Platforms
• Tool - Platform Business Model Map
• How Platforms Compete - Part 1
• How Platforms Compete - Part 2
• Strategic Questions for Platforms

Application
• Individual Assignment - Map out the Platform Business Model map.

MODULE 5 - COOPETITION, DISINTERMEDIATION, AND

ASYMMETRIC COMPETITORS

Framework
• Introduction
• Coopetition
• Tool - Competitive Value Train

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 Digital Strategies for Business

• Tool - Competitive Value Train - Disintermediation and Intermediation

• 2 Rules of Power in Value Trains
• Changes in Strategic Assumptions

Application
• Individual Assignment - Draw a Competitive Value Train.

MODULE 6 - BUILDING DATA AS A STRATEGIC ASSET FOR YOUR

BUSINESS

Framework
• Introduction + Data as a Strategic Asset - Part 1 - Google Maps/ Apple Maps
• Data as a Key Strategic Asset - Part 2 - Nokia, the Weather Company.
• Every Business Needs a Data Strategy
• Case Study : Coca Cola
• Case Study : British Airways
• Case Study : The New York Times

Application
• Individual Assignment (Self-reflective) - Is your business using data as a strategic asset? Where can it
improve?

MODULE 7 - BIG DATA AT WORK: NEW DATA, NEW TOOLS, AND

TEMPLATES OF VALUE

Framework
• Big Data
• New Sources of Unstructured Data
• Tools for Unstructured Data
• Availability of the Tools
• 4 Templates of Value – Insight
• 4 Templates of Value – Targeting
• 4 Templates of Value – Personalization
• 4 Templates of Value – Context
• 3 Myths of Big Data - Myth 1
• 3 Myths of Big Data - Myths 2 & 3

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 Digital Strategies for Business

Application
• Group Assignment - Develop an innovative data initiative by applying the four templates of data value.

MODULE 8 - INNOVATION THROUGH EXPERIMENTATION:

AB TEST AND MINIMUM VIABLE PRODUCTS

Framework
• Introduction
• 2 Kinds of Experiments
• 7 Principles of Experimentation - 1. Learn Early
• 7 Principles of Experimentation - 2. Be Fast and Iterate
• 7 Principles of Experimentation - 3. Fall in Love With the Problem, Not the Solution
• 7 Principles of Experimentation - 4. Get Credible Feedback
• 7 Principles of Experimentation - 5. Measure What Matters Now
• 7 Principles of Experimentation - 6. Test Your Assumptions
• 7 Principles of Experimentation - 7. Fail Smart
• The Convergent Experimental Method
• The Convergent Experimental Method - Petco and Obama Experiments
• When to Use Convergent Experiments
• The Divergent Experimental Method
• The Divergent Experimental Method - Setting Limits and More than one Solution
• The Divergent Experimental Method - MVP - Minimum Viable Prototype (or Product)
• 4 P’s: Iterative Decisions in ENTERPRISE innovation
• When to Use Divergent Experiments

Application
• Individual Assignment - How would you design an experiment to learn the best path with a given
scenario?

MODULE 9 - TRANSLATING THE LEAN STARTUP TO ENTERPRISE

SCALE INNOVATION

Framework
• Introduction + 4 paths for Scaling Up an Innovation
• 4 Paths - Path 1 - MVP Roll-Out
• 4 Paths - Path 2 - MVP Launch
• 4 Paths - Path 3 - Polished Roll-Out

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 Digital Strategies for Business

• 4 Paths - Path 4 - Polished Launch

• Picking the wrong path - Google Glass example
• Organizational Challenges - Part 1 - Leading & Who Experiments?
• Organizational Challenges - Part 2 - Building a Test & Learn Culture
• Organizational Challenges - Part 3 - Planning to Fail
• Organizational Challenges - Part 4 - Celebrating Failure

Application
• Individual Assignment - Assess your own company’s barriers to innovation.

MODULE 10 - ADAPTING YOUR VALUE PROPOSITION

Framework
• Adapting Your Value Proposition: Customer Centricity during Rapid Change - Napster/iTunes case
• How to Adapt to a Shrinking Market - 3 Routes Out of a Shrinking Market
• 1st Route - New Customers
• 2nd Route - New Value
• 3rd Route - New Customers + New Value
• The New York Times - Adapting to its Value Proposition - The Problem and the New Value they Created
• The New York Times - Adapting to its Value Proposition - Organizational Shifts and Results
• Adapt Before you Must
• 5 Concepts of Market Value
• Introduction of the Tool - Value Proposition Roadmap
• Changes in Strategic Assumptions : Value

Application
• Group Assignment 1: Identify Key Customer Types by Value Received
• Group Assignment 2: Define Current Value for Each customer
• Group Assignment 3: Identify emerging threats
• Group Assignment 4: Assess the strength of the Current Value Elements
• Group Assignment 5: Generate new potential value elements
• Group Assignment 6: Synthesize a new Forward-Looking Value Proposition

MODULE 11 - MASTERING DISRUPTIVE BUSINESS MODELS

Highlights of Disruption
• Disruption in the Digital Age

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 Digital Strategies for Business

• Theories of Disruption - Schumpeter + Christensen

• Theories of Disruption - Problems with Christensen’s Theory
• A Business Model Theory of Disruption
• Two Differentials of Disruptive Business Models
• 3 Cases of Business Model Disruption – iPhone
• 3 Cases of Business Model Disruption – Netflix
• 3 Cases of Business Model Disruption - Warby Parker
• Tool + Summary

Application
• Individual Assignment - Create and Assess a Disruptive Business Model

MODULE 12 - SURVIVING DISRUPTION: 6 INCUMBENT RESPONSES

TO A DISRUPTIVE CHALLENGER

Framework
• 3 Variables of Disruptive Business Models - Customer Trajectory
• 3 Variables of Disruptive Business Models – Scope
• 3 Variables of Disruptive Business Models - Multiple Incumbents
• Tool - The Disruptive Response Planner
• Six Responses - 1. Acquire the Disrupter
• Six Responses - 2. Launch an Independent Disrupter
• Six Responses - 3. Split the Disrupter’s Business Model
• Six Responses - 4. Refocus on Your Defensible Customers
• Six Responses - 5. Diversify Your Portfolio
• Six Responses - 6. Plan for a Fast Exit

Application
• Individual Assignment - Analyze a threat and plan your response using the Disruptive Response Planner

MODULE 13 - LEADERSHIP AND THE CUSTOMER VALUE

IMPERATIVE FRAMEWORKS
Framework
• Role of Leadership in Digital Era
• Understanding the Organizational Issues
• Balancing Incubation and Integration
• Customer Value Imperative and Course Wrap-up

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 Digital Strategies for Business

CASE STUDIES

Coca Cola iPhone

How Coca Cola used How iPhone became a
predictive analysis to benchmark of how we
understand its think about and observe
customers. disruption in markets
today driven by digital
technologies.

British Airways Netflix

How British Airways How Netflix disrupted the
used customer data to traditional
leverage it as a core movie-watching
asset to drive more experience by measuring
value for its business. consumer behaviors and
preferences to drive
recommendations.

The New York Times Warby Parker

How The New York How Warby Parker used
Times uses data to data to manufacture,
understand subscription market, design, and
behavior and improve create a whole customer
customer retention. experience in eyewear.

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 Digital Strategies for Business

THE LEARNING EXPERIENCE

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

Orientation Week
The first week is orientation week. During this week you will be introduced to the other
participants in the class from across the world and you will learn how to use the learning
management system and other learning tools provided.

Weekly Goals
On 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.

Recorded Video Lectures

The recorded video lectures are by David Rogers, Faculty at Columbia Business School.

Live Webinars
Every 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 or Wednesdays.

Clarifying Doubts
In addition to the live webinars, the course leaders also conduct Office Hours every week or
every alternate week to help participants clarify their doubts pertaining to the content.

Follow-Up
EMERITUS Program support team follow-up over email and phone calls with learners who are
unable to submit their assignments on time.

Continuous Course Access

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

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 Digital Strategies for Business

CERTIFICATE

Upon successful completion of the course, participants will be awarded a verified digital
certificate by EMERITUS Institute of Management, in collaboration with Columbia Business
School Executive Education.

THIS IS TO CERTIFY THAT

YOUR NAME
HAS ATTENDED AND SUCCESSFULLY COMPLETED

DIGITAL STRATEGIES FOR BUSINESS: LEADING THE

NEXT-GENERATION ENTERPRISE
AUGUST 2019

Bob Halperin Janet Horan

Academic Director Vice Dean of Administration and
EMERITUS Chief Operating Officer
Columbia Business School

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 Digital Strategies for Business

COURSE FEE AND DURATION

USD 1,500
3 Months, Online

Singapore residents who wish to enroll for this course will be charged GST.

Flexible payments options available.

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 Digital Strategies for Business

BENEFITS TO THE LEARNER

Deepen Your Intellectual Capital Manage Your Brand Capital

World-class curriculum & teaching by A global business education on your

faculty from Columbia Business School resume
Executive Education

Peer-to-peer interaction learning circles,

virtual classroom discussions, and project
reviews

Selective entrance criterion ensures you

learn with the best

Enhance Your Social Capital Enhance Your Career Capital

Make new, life-long connections with Learn while you earn
experienced business people from a wide
variety of cultures, industries and Get noticed. Get ahead.
backgrounds
Understand how to manage your career
Inclusion in the EMERITUS Network and personal brand

Invitations to EMERITUS Network events

globally including career panels, CXO
speaker series, and industry interactions

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 www.emeritus.org

E-mail: info@emeritus.org
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EMERITUS Institute of Management | Council for Private Registration No. 201510637C | Period: 29 March 2018 — 28 March 2022