Digital Strategies for Business: Leading the Next-Generation Enterprise



a) 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, Disintermediation and Asymmetric Competitors

f) Data – Example

g) Innovation – JCPenney 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 – Showrooming

f) Multichannel threat to Retailers – Part 2 – Walmart 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

e) Collaborate Strategy


a) Group Assignment: Develop an innovative customer initiative based on the 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


a) Individual Assignment: Map Out the Platform Business Model Map


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


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 Ps: 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 Rollout

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


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  using the tool, The Disruptive Response Planner


a) Self-Assessment – Are You Ready for Digital Transformation?


a) Your Strategy Toolkit

b) Organizational Change

c) Incubation + Integration

d) Customer Value Imperative and Program Conclusion

e) Course Wrap up


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


David Rogers

Faculty at Columbia Business School

David Rogers is a member of the Executive Education faculty at Columbia Business School. He is a globally-recognized leader in digital business strategy, known for his pioneering model of customer networks and his work on digital transformation. He is the author of four books, including “The Network Is Your Customer,” and his newest book, “The Digital Transformation Playbook: Rethink Your Business for the Digital Age.”

At Columbia Business School, Rogers teaches two purely online programs, and the hybrid Digital Business Leadership Program, with modules in New York, online, and in Silicon Valley. His recent research has focused on digital transformation, big data, the Internet of Things, in-store mobile shoppers, digital marketing ROI, and customer data sharing. David is the founder of Columbia’s acclaimed BRITE conference (now in its 11th year), 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.

Rogers has consulted and developed custom executive programs for Google, Unilever, GE, Toyota, HSBC, Visa, Pizza Hut, Hard Rock Café, Pernod Ricard, Cartier, SAP, Cisco, Telstra, and Merck. He has appeared on CNN, and in The New York Times, The Wall Street Journal, The Financial Times, Forbes and The Economist. He received the 2009 Award for Brand Leadership at the World Brand Congress.


Take the first step to a Global Education

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Duration and Course Fee

  • Starts 30 June 2020
  • 2 Months
  • 2 - 4 hours per week
  • Course Fees USD 1500


Geoffrey Parker

Director, Master of Engineering Management Program, Dartmouth College

Professor of Engineering, Thayer School of Engineering, Dartmouth College

Duration and Course Fee

  • Starts 17 March 2020
  • 3 Months
  • 2 – 4 hours per week
  • Course Fees: US$ 1,500



David Rogers David Rogers

Faculty at Columbia Business School Columbia Business School


Take the first step to a Global Education

Your details will not be shared with third parties. Privacy Policy

Duration and Course Fee

  • Starts 20 August 2020
  • 3 Months
  • 2 - 4 hours per week
  • Course Fees: US$ 1500


David Rogers

Faculty of Executive Education, Columbia Business School

Emeritus - Online Certificate Courses | Diploma Programs