This course focuses on communities and organizations in transition, and using the skills and new knowledge you have to lead change. In this course, we will discuss fundamentals of sustainability and resilience. We then go over the essentials of being a change maker. This course will provide further opportunity for skill building. We will go over asset mapping and needs assessments, two important skills that will be used for you to work with your clients so understand community and organizational needs, and have broad engagement, and use a systems-based approach to so that that the community can define its own needs and identify its own assets. This course will have three modules. Sustainability & Resilience will provide the basic principles of sustainability and resilience so that you will know the difference of these concepts and potential means of implementing them in your workplace and place of practice. In Needs Assessment & Asset Mapping, I will go over two important techniques that provide the community and organization needs front and center and allow you to engage stakeholders so that they have a voice and are involved throughout the process. Systems Thinking for Change will focus on using systems thinking principles as a changemaker, and provides tips and motivation for making change. Whether you work in a Fortune 500 company or a small non-profit, are a community organizer, it is time for you to step up and step out and put your new knowledge into practice. The road won’t always be easy and often non-liner. But real change requires radical change and true and genuine engagement with the people who will see and experience that change every day.

The capstone project consists of a case study that must be addressed to complete the specialization. In the case study, you will be asked to assume the role of the incoming chief executive officer of a fictitious privately held medical device company. From the company’s standpoint, its customers are the clinics that use and dispense its products, rather than the end-users of the company’s products. The company is currently facing a range of challenges, including obstacles to access for world-wide users of the company’s product, as well as internal conflict about the company’s priorities and a new disruptive technology. You will be asked to help the board address key changes in the industry, by developing a strategy to meet these challenges. Specifically, you will submit artifacts responding to a series of challenges related to the case. The artifacts will be peer-assessed on how effectively you applied concepts and skills explored throughout the specialization, assessed your own skills as a leader, evaluated the data to help you make an informed decision, developed a customer-facing design process, and communicated your strategy to relevant stakeholders.

How can we organise care in such a way that we optimize experience, quality and costs? What type of governance is needed? And how should healthcare organisations collaborate? These are central questions in this course. In answering them, we depart from a recognition of the impact of three crucial global shifts in health care governance: 1) the change in focus from cure to population health, 2) the increased attention to social determinants of health, and 3) the stronger involvement of non-governmental healthcare organisations in service delivery networks. The course is unique in combining the Population Health perspective with theories of healthcare system governance. It takes a ‘multi-level’ perspective: the participant will look at healthcare governance from different angles in the healthcare system as a whole: from the global and national level, to networks of organisations, to individual care organisations, and finally to the healthcare professional. All these actors should function well to optimize accessible, affordable and high quality of care. To attain these goals, specific managerial network and leadership skills are required.

The third course in this Specialization introduces you to the factors that influence how effective boards of directors will be in carrying out their roles and responsibilities and hence the impact they have in shaping the success of the organization they govern. While this course has been developed with North American culture in mind, we do appreciate that, in other parts of the world, the nature of the factors that influence the effectiveness of nonprofit boards of directors may vary. Nevertheless,it is our hope that much of the course content will still be of value to those in other parts of the world. To learn more about this course, please watch the overview video by copying and pasting the following link into your web browser: https://goo.gl/aAMIfl. Keywords: Nonprofit; Nonprofit Sector; Voluntary Sector; Nonprofit Organizations, Non-Governmental Organizations, Volunteer Organizations, Leadership, Management, Governance, Board, Board of Directors, Performance, Effectiveness Course 3 Overview: Week 1: This week's questions: What factors influence the effectiveness of board meetings? What are the formal procedures and structures within the board that impact its performance? What can a board do to intentionally improve the way it structures itself and runs its decision making meetings? Week 2: This week's questions: What do we mean by board composition and development and why is it important? Why is it difficult to change the composition of the board? How do you design the ideal mix of board members? How do you locate, recruit and develop board members? Week 3: This week's questions: What do we mean by the "culture" of the board and why is it important? How do boards develop and pass along culture? Can board cultures be intentionally changed? What is the role of leadership in shaping board culture? What do effective nonprofit leaders involved in governance do? How can leadership be managed for higher performance? Week 4: At this stage, you are asked to review the course content, submit a written assignment (known lightheartedly as a BEAR (Board Effectiveness Readiness Assessment), and take two multiple choice Readiness Assurance Tests (known similarly as RATs). One RAT will assess knowledge and reading comprehension and the other will test application of knowledge within a practical case. Week 5: We will encourage you to discuss the RATs in the discussion forums and take them again should you wish to change any of your answers based on the information exchanged.

This course is the third part of the Sales Operations/Management Specialization. In it, we will discuss some of the financial aspects involved in managing a sales force. Students will learn about the options available for sales force compensation, the different types plans you can use to manage your sales expenses, and how you can use quotas to help your salespeople achieve goals.

People are the most valuable asset of any business, but they are also the most unpredictable, and the most difficult asset to manage. And although managing people well is critical to the health of any organization, most managers don't get the training they need to make good management decisions. Now, award-winning authors and renowned management Professors Mike Useem and Peter Cappelli of the Wharton School have designed this course to introduce you to the key elements of managing people. Based on their popular course at Wharton, this course will teach you how to motivate individual performance and design reward systems, how to design jobs and organize work for high performance, how to make good and timely management decisions, and how to design and change your organization’s architecture. By the end of this course, you'll have developed the skills you need to start motivating, organizing, and rewarding people in your organization so that you can thrive as a business and as a social organization.

This course is intended for business and technical professionals involved in strategic decision-making focused on bringing AI into their enterprises. Through the use of a conceptual model called “The AI Ladder”, participants in this course will learn the requirements, terms and concepts associated with successfully developing and deploying AI solutions in their enterprises. After completing this course you will be able to explain and describe each of the steps required to ensure success when you build and deploy AI solutions in your business enterprise.

Businesses run on data, and data offers little value without analytics. The ability to process data to make predictions about the behavior of individuals or markets, to diagnose systems or situations, or to prescribe actions for people or processes drives business today. Increasingly many businesses are striving to become “data-driven”, proactively relying more on cold hard information and sophisticated algorithms than upon the gut instinct or slow reactions of humans. This course will focus on understanding key analytics concepts and the breadth of analytic possibilities. Together, the class will explore dozens of real-world analytics problems and solutions across most major industries and business functions. The course will also touch on analytic technologies, architectures, and roles from business intelligence to data science, and from data warehouses to data lakes. And the course will wrap up with a discussion of analytics trends and futures.

This course will help you to navigate ambiguity in definitions of "Smart City". You can review successful cases and practices of different approaches to transformation management, determine the potential of your city in the digital transformation, as well as find useful practical advices on search for funding of various digital projects in your city. In addition, lecturers introduce you with formation of Smart City structure and infrastructure from the officials’ point of view. If you are already an expert in the field of Smart Cities, the course will give you the opportunity to assess your strengths and to improve knowledge in this field. You will gain additional skills in managing digital transformation programs with real examples, as well as you will be acquainted with communication methods and marketing of government projects.

We will analyze the pros and cons of creating a single or multiple Esport organization and recommend an effective branding strategy for a hypothetical Esport organization based on current Esport branding considerations. You will develop a plan for recruiting funding resources for a hypothetical Esports organization and choose an Esport organization role of interest, other than Owner, and describe your reasoning.