Strategic Execution
Objectives
This module is designed to focus the students
in Strategizing methodologies for structuring and disseminating strategic
thinking within organizations. It covers two areas: foundations of strategic
thinking and methodologies of strategizing (“Strategic Intent-based Planning”),
with a special focus on foresight through scenario-based planning and on
implementation monitoring through the Balanced Scorecard system. It aims to
enable the recognition and articulation of, under a planning perspective, the
base models of strategy and value creation/appropriation. The main learning
outcomes are:
•The ability to read and understand the current and prospective business
environment and its impact in the creation and evaluation of strategic options.
•The ability to interpret the unique internal conditions of each organization
and its impact in the creation and evaluation of strategic options.
•The ability to implement a model of strategic execution based on the concept
of balanced scorecard system.
General characterization
Code
14208
Credits
2
Responsible teacher
Emanuel Gomes | Luís Almeida Costa
Hours
Weekly - Available soon
Total - Available soon
Teaching language
Portuguese | English
Prerequisites
Available soon
Bibliography
• “The Art of the Long View”, by Peter Schwartz,
Wiley 1996 (Reprint Oct 2007).
• “Scenarios, The Art of Strategic Conversation” by Kees van der Heidjen, Wiley
2005, 2nd edition (Reprint 2010).
• “Thinking in New Boxes, a New Paradigm for Business Creativity” by
Brabandere, Luc and Alan Iny, Random House 2013 (1st edition).
• Linking the Balanced Scorecard to Strategy, Kaplan, Robert and Norton, David,
California Management Review (Fall 1996)
• The Strategy Map as a visual representation of Organizational Strategy,
excerpted from Strategy Maps: Converting Intangible Assets into Tangible
Outcomes, Kaplan, Robert, David Norton, HBSP 1574BC
• The Strategy-Focused Organization FAQ, excerpted from The Strategy-Focused
Organization: How Balanced Scorecard Companies thrive in the New Business
Environement, Kaplan, Robert, David Norton, HBSP 1714BC
Teaching method
The course will be a mix of theory, case
studies/exercises and real-life situations’ discussion. 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 (with a maximum of 5 elements).
Evaluation method
The assessment of this CU is done together with the block of CUs of the same area of knowledge. This assessment has 3 moments, which together define the final grade of the CUs:
•Individual exam with a weighting of 50% of the total mark
•Group work with a weighting of 35% of the total grade value
•Individual reflection-action exercise carried out at the end of the CU, with a weighting of 15%. The set of individual action-reflection exercises is a journaling activity, which will constitute a learning portfolio capable of synthesising the contributions of the Executive Master for that student.
Subject matter
The main topics covered in the course are:
1) Revisiting the foundations of Strategic Thinking.
2) Strategizing methodologies for options generation and selection.
3) Strategic Intent Planning Model and Use.
4) Strategic Execution based upon the creation and use of the Balanced
Scorecard system.
Programs
Programs where the course is taught: