The most successful hospitality managers and leaders are able to see their properties or companies from a strategic perspective. They use this skill to differentiate themselves from their competition and create value for their customers and for the organization. This course develops these skills by introducing key aspects of strategy formulation with an emphasis on the strategic management process, business direction, and an assessment of the broad external environment. The strategic management process is used as a framework to establish a clear organizational direction and set objectives. Participants use the process to monitor, forecast, and adapt to environmental forces that are difficult or costly to influence.

This course defines and distinguishes strategic decisions from operational decisions and focuses on a deliberate strategy-creating process. Participants develop the skills and techniques necessary to prepare mission and vision statements for their firm, communicate that direction internally, and strategically evaluate trends in the external environment.

Long-term success in the hospitality industry requires a competitive advantage that can be capitalized on to deliver superior results. Learn the overall process of creating value as well as how leaders can leverage that sustainable, competitive advantage by utilizing key internal resources and capabilities.

Successful hospitality managers and leaders have a thorough understanding of the process of creating value and the role that value plays in creating in creating a unique, sustainable competitive advantage. Learn how to evaluate cost advantages and differentiation strategies, as well as the strategies of competitors, including where they generate value, and their positioning. Students will learn to assess business-level strategies designed to create value at the property level, corporate strategies, which deal with the strategic direction of the firm and the markets in which it will compete, and how to manage a portfolio of properties.


The most common reasons why good strategies fail are poor execution and implementation. This course is designed to develop those skills in hospitality managers and leaders to ensure you know how to properly implement a strategy in order to achieve ongoing superior results.

This course focuses on the stage of the strategy process model devoted to putting the best strategy into action. It explores why strategies fail in their implementation and how strategic control systems can ensure that strategic objectives are being met. You will learn how to write an implementation action plan and build capabilities to manage stakeholder relationships and organizational resources to implement and manage a strategy to create competitive advantage.


If you’re in charge of developing and leading strategic organizational change, there are certain tools and concepts you must be familiar with. In this course, the emphasis is on cultivating your ability to assess the need for change. By determining why your organization or team needs change, you’ll be able to better answer questions like: what should you change and how should the change be handled? You will explore the political and complex process of introducing change, which includes motivating others, dealing with resistance and the emotional elements of change, and finally, extending change over time and sustaining it. The course is designed to give you practice so you can initiate and carry out a change effort.

In today's workforce, adaptation and responsiveness are key elements in the success for an organization. As turnaround times shorten and demands increase, organizations must leverage teams to reach strategic goals and fulfill initiatives. Based on the expertise and research of Kate Walsh, PhD, students in this course will diagnose team needs, set expectations for development, utilize conflict to augment change, and build team autonomy to support leaders in embracing a more strategic focus.

In an increasingly competitive global environment, quality is no longer considered a nice-to-have luxury. It's a requirement for successfully competing and surviving in the marketplace. While the concepts, tools, and procedures for quality and process improvement are now universally recognized and firmly placed in a large number of high-performing organizations around the world, it was not always so. The importance of quality in organizations has gone through a complete evolutionary cycle. 

In this course, you will develop measures and standards of service quality, devise practices that improve employee learning and outcomes, and evaluate different approaches to process improvement, all based on the research and expertise of Cornell University Professor Rohit Verma, PhD. Using the tools provided in this course, you will be able to relate strategic decisions to their impact on organizational performance. And with the completion of an action plan at the end of the course, you will be ready to apply what you learn to your own organization.