Strategy Implementation

General characterization

Prerequisites

Available soon

Bibliography

1.    The Execution Premium – Linking Strategy to Operations for Competitive Advantage, Kaplan & Norton, HBSP 2008
2.    Making Strategy Work – Lawrence Hrebiniak, Pearson Education, 2013

Teaching method

The course will have 6 sessions of 2x1h20mn each and will be a mix of theory and case studies. A “Hands- on/Board Decision Making” approach to the subject will be used as a basis of class participation. Likewise, the course will count heavily on the students’ active participation, both in class and in its preparation. Students will be required to form teams according to MCO group affiliation list.

In the first session, “the rules of the game” will be set up and the recommended session readings will be communicated.

Evaluation method

The Final Exam is mandatory and must cover the entire span of the course. Its weight in the final grade can be between 30 to 70%. The remainder of the evaluation can consist of class participation, midterm exams, in class tests, etc. Overall, written in class assessment (final exam, midterm) must have a weight of at least 50%.

Group Grade: 30% - Group Work
Individual Class Grade: 20% - 1 Individual Write-up. Final Exam: 50% (mandatory)

After individual write-ups and group work grades’ delivery, students that wish to receive feedback on their work must ask, by mail in the following 48h, a special office hour slot to the class Teaching Assistant. The students’ work is subject to the Code of Conduct of the school and the degree of
 
plagiarism in the Group and Individual assignments will be assessed through the TurnitIn software. Individual and Group Assignments must be submitted only once in .pdf format and the students must accept the “User License Agreement”

Subject matter

This course is designed to focus the students in:

a)    The strategy field from a process perspective aiming at building the conditions to excel on the execution of the formulated strategy.
b)    The methodologies for structuring and disseminating strategic thinking within the firm through strategic planning, covering generation, selection and programming of strategic options within organizations.
c)    Organizational design for ambidexterity and how to design organizational structures for exploitation and exploration.
d)    The Balanced Scorecard of KPI’s management system as a tool to program and monitor organizational strategy implementation and its link to reward individual contribution through variable compensation.

Programs

Programs where the course is taught: