Cybersecurity affects everyone, including in the delivery of basic products and services. If you or your organization want to better understand how to address your cybersecurity, this is the course for you and your colleagues to take -- from seasoned professionals to your non-technical colleagues. Your instructor, Dr. Charles Harry, has served on the front lines with the NSA (National Security Agency) and as an expert advising corporate and institutional leaders on managing cybersecurity risk. And he brings a rare and engaging perspective to help you learn cybersecurity from the ground up. Cybersecurity for Everyone lays the groundwork to understand and explore the key issues facing policy makers attempting to manage the problem of cybersecurity, from its technical foundations to the domestic and international policy considerations surrounding governance, privacy, and risk management, to applications for achieving the goals of an enterprise, an institution, or a nation. This course is designed for students with some or no background in information technology, whether a novice or active in the cybersecurity field (engineers and computer scientists will learn the broader context and business aspects of cybersecurity), and will provide the principles to understand the current debates shaping a rapidly evolving security landscape.

Welcome to RStudio for Six Sigma - Hypothesis Testing. This is a project-based course which should take approximately 2 hours to finish. Before diving into the project, please take a look at the course objectives and structure. By the end of this project, you will learn to identify data types (continuous vs discrete), understand what is Hypothesis Testing, pick the right Hypothesis Testing tool, perform various Hypothesis Tests including Correlation, Simple Regression, Logistic Regression, Chi-Square Test, T-Tests, Analysis of Variance (ANOVA), and Non-Parametric tests such as Wilcoxon Rank Sum and Kruskal Wallis.

“Ideas are easy. Execution is everything.” -John Doerr In this one-of-a-kind OKR Certification, John Doerr builds on his New York Times best-selling book, Measure What Matters. The chairman of the venture capital firm Kleiner Perkins, Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) can lead to exponential growth. This simple yet often misunderstood framework can help any organization thrive through meaningful, ambitious goal setting. After taking the course, you will be able to use the OKR system to: - clearly define and communicate your most important priorities; - align everyone's goals, from entry level to the CEO; - guarantee a commitment to excellence throughout the organization; - definitively track and measure progress for transparent accountability; - stretch for ambitious, amazing achievements; - implement a robust OKR practice within an organization. You’ll learn from real-world examples on how to turn strategies into action plans. You’ll unlock the power of the business community’s goal-setting system of choice. You’ll learn to write effective OKRs, and how to roll out the system within an organization. Ever since they were introduced at Intel by iconic CEO Andy Grove in the 1970s, OKRs have engineered the success of some of the world’s most innovative businesses. John Doerr learned the method from Grove during his time at Intel and famously taught it to founders Larry Page and Sergey Brin at Google, one of his standout investments. Doerr has continued to refine the system as he passes it on to the founders of his investment portfolio companies at Kleiner Perkins, where he serves as chairman. For the first time, he has gathered his wealth of experience and knowledge into a single educational program. This course is presented by John Doerr and Kleiner Perkins technical advisor Ryan Panchadsaram, former Deputy Chief Technology Officer of the United States.

This aims primarily at post-baccalaureate students interested in leadership theory. The course has four modules. Module 1 introduces students to agile leadership as (a) a logical sequel to adaptive and team leadership, and (b) the foundation of contemporary persuasive leadership. Topics include a working definition of agile leadership, the need for agile leadership, and characteristics of the agile leader. Module 2 answers the question, What is persuasive leadership? Topics include persuasive vs. coercive leadership, conversation as essential to persuasive leadership, types of persuasion, elements of persuasion, and principles of persuasion. Module 3 answers the question, Why persuasive leadership? Topics include setting the question, benefits to the organization, benefits, to the team, and benefits to the leader. Module 4 answers the question, Persuasive leadership: How? Topics include preparing the leader, preparing the team, engaging the team in a plan, executing the plan, and assessing and improving. To complete this course successfully students should be able to analyze college-level readings and audio/visual presentations into understandable parts, including premises and conclusions; synthesize the results of the analysis into coherent and accurate summaries; and evaluate the results for accuracy and practical applicability. This is one course in the Coursera specialization, Leadership: An Introduction. It examines current trends in leadership theory invoking several disciplines, including business, sociology, philosophy, history, and psychology. Upon successful completion of the course, students will be able to • Define persuasive leadership • Explain how adaptive leadership, team leadership, and agile leadership underlie persuasive leadership • Assess the value of persuasive leadership to contemporary organizational leadership • Apply techniques of persuasive leadership to organizational challenges

Welcome to Leading StandOut Teams: Putting Strengths to Work! This course will explore and deepen your capacity to identify and communicate where your team members do their best work. We will look at how being aware of and drawing attention to strengths -- more than weaknesses -- will work wonders for your team members' performance and engagement. And we’ll discuss how helping your team members work well with each other will go a long way toward making that their story about work a positive one. By the end of the course, you will be able to: - Collaborate with your team members to communicate where they're doing their best work. - Relate your team members' performance and engagement to their individual strengths. - Design ways your team members can work together more effectively based on where they are at their best. Modules Include: One: What They Do Best. Explore and deepen your capacity to identify and communicate where your team members do their best work. Two: Focus on Strengths. Explore how being aware of and drawing attention to strengths -- more than weaknesses -- will work wonders for your team members' performance and engagement. Three: Working with Others. Learn how to help your team members work well with each other toward making your company story a positive one. This is a beginner's course, intended for team leaders with an interest in Leading StandOut Teams. It includes lecture videos by StandOut Strengths Coaches, practice quizzes, graded quizzes, peer-reviewed assignments, discussion prompts, and activity guides to facilitate ongoing learning and provide a structure to make sense of learning so that it can be embedded into real change. To succeed in this course, you should be willing to self-reflect and open to shifting perspectives. Making the effort will result in a positive and fulfilling response. The final project in this course is a required peer review, where you are expected to review, explain in detail, and assess the learning you have obtained.

The Executive Data Science Capstone, the specialization’s culminating project, is an opportunity for people who have completed all four EDS courses to apply what they've learned to a real-world scenario developed in collaboration with Zillow, a data-driven online real estate and rental marketplace, and DataCamp, a web-based platform for data science programming. Your task will be to lead a virtual data science team and make key decisions along the way to demonstrate that you have what it takes to shepherd a complex analysis project from start to finish. For the final project, you will prepare and submit a presentation, which will be evaluated and graded by your fellow capstone participants. Course cover image by Luckey_sun. Creative Commons BY-SA https://flic.kr/p/bx1jvU

In this course, you will go in-depth to discover how Machine Learning is used to handle and interpret Big Data. You will get a detailed look at the various ways and methods to create algorithms to incorporate into your business with such tools as Teachable Machine and TensorFlow. You will also learn different ML methods, Deep Learning, as well as the limitations but also how to drive accuracy and use the best training data for your algorithms. You will then explore GANs and VAEs, using your newfound knowledge to engage with AutoML to help you start building algorithms that work to suit your needs. You will also see exclusive interviews with industry leaders, who manage Big Data for companies such as McDonald's and Visa. By the end of this course, you will have learned different ways to code, including how to use no-code tools, understand Deep Learning, how to measure and review errors in your algorithms, and how to use Big Data to not only maintain customer privacy but also how to use this data to develop different strategies that will drive your business.

This course addresses the leadership skills and competencies that are requisite for leading across cultures in a global business environment. Participants will learn from frameworks, principles, and practices regarding how to leverage their cross-cultural business experiences for greater influence and effectiveness across cultural contexts (teams, organizations, regions, countries, etc.). Participants will develop working knowledge of the Cultural Intelligence (CQ) framework, including the four CQ capabilities (CQ Drive, CQ Knowledge, CQ Strategy, & CQ Action) and their practical applications for the workplace and for global leaders. This course is designed to develop participants’ recognition and understanding of the biases and implicit assumptions about other cultures that often erode value for organizations in global business environments and undermine leadership effectiveness in such contexts. Participants will learn how implicit bias plays a key role in organizations and many decision-making processes driven by global leaders, and how the development of CQ capabilities is critical for limiting implicit bias and its negative impact across global organizations. This course will also address the strategies, practices, and policies for how employees, leaders, teams, and organizations can minimize the negative outcomes of implicit bias. As part of the course, participants will learn how to create an action plan for developing the CQ capabilities that are most critical for their organizations, teams, and personal leadership development goals.

Now that you have undergone personal information, you will be better prepared to empathize, understand, and mentor individual members of your team on a similar journey. Leading teams towards change-resilience is not as simple as knowing and understanding the psychology of individuals multiplied by a number of team members. It requires a different approach. In this course, you will learn what influences human behavior in teams by looking at social psychology. You will evaluate your team’s level of change resilience and agility, and you will be applying practical tools for building Agile teams by applying Scrum project management framework. You won’t stop there, you will learn how to be a servant leader. You will learn practical tools for organizing, leading, and facilitating a Scrum team. Parts of the content are written from a Scrum Master perspective, and even though you will not be able to use it as a Scrum Master certification, I will be sharing tools and best practices learned through my own experience of being a Scrum Master.

This course has been designed to help you apply knowledge, skills, and know-how you have developed in negotiation and in mediation, both as a result of your own practice and the follow up of the previous Courses of the ESSEC “Negotiation, Mediation, and Conflict Resolution” specialization. Before you enroll this course, we strongly recommend that you acquire the necessary pre-requisites. A number of tools, concepts, and methods are outlined in 3 MOOCS: Negotiation Fundamentals, Cross-cultural Negotiations, and Mediation & Conflict Resolution. To be more specific, the following subjects must be mastered: - Get prepared for any negotiation; - Avoid traps; - Know how to prompt value-creating partnerships; - Structure an effective negotiation sequence; - Bargain in an efficient and respectful manner; - Overcome deadlocks; - Manager cultural differences in a negotiation; - Define what a mediation is and choose when to use it; - List different types of mediation; - Identify typical challenges and difficulties that most mediators face; - Choose the adequate strategies within a repertoire of options; - Identify the do’s and don’ts in mediation. The purpose of this course is to help you to put everything together, sharpen your skills and enhance your command of negotiation techniques and behaviors. We’ve designed this MOOC in a highly interactive way. You will be engaged in a negotiation with peers. You will demonstrate your improved capacity to analyze, and therefore conduct, negotiations and mediation. This capstone project will comprise three exercises. Here is an overview. In the first exercise, you will analyse a real-life negotiation of your own choice. As an expert of negotiation dynamics, you will provide your reader with a detailed analysis of this real negotiation. Indeed as a professional, your task might not always be to conduct a negotiation - but to analyse what is going on in a given negotiation, or to help others (your boss, for instance) get ready for a high-stake negotiation. Guidelines will be provided in a separate document, to help you structure your assignment. For the second exercise, you will negotiate directly with a peer. We’ve prepared a business case inspired from a true story. The third exercise is linked to the previous one. Imagine that this negotiation is not successful, and that the relationship between the two negotiators becomes too tense. You will be asked to step into the shoes of a mediator - and to structure a mediation process. Each of these three exercises will be peer-evaluated. As a result, it is really worth your engagement! Go ahead, engage fully into the exercises - you will have fun, and you will make further progress for real-life negotiation, mediation, and conflict management.