Strategy
Objectives
During this course, our objective will be to answer the following important (and complex) question: What should managers do to position their firm for the best performance prospects? Thus, we will focus on identifying and understanding the potential sources of (persistent) performance differences across firms. Given this challenging question, the cornerstone of this course is the introduction of an integrated process with associated tools and techniques aimed at (i) understanding (diagnosing) the strategic context, (ii) shaping a guiding policy that is best suited to that diagnosis, and (iii) planning and executing the actions that are coherent with that guiding policy. To foster student learning, students will be encouraged and required to (i) Prepare, (ii) Participate, and (iii) do Project work. Prepare includes reading (individual) and listening (in group settings). Participate includes listening and discussing in class and group settings. Project work includes constructively reviewing the contributions of others and making your own contributions to the group effort. Students should recognize that a substantial part of their learning will happen outside of the classroom, and they need to be self-directed in making this happen. Our undertaking is broad and ambitious. For that reason, students should not be discouraged and, when in need, should seek clarification in class or via appointment with the teaching assistant or course instructor.
General characterization
Code
2584
Credits
7
Responsible teacher
Wayne Borchardt
Hours
Weekly - Available soon
Total - Available soon
Teaching language
English
Prerequisites
n/a
Bibliography
A list of readings will be provided prior to the start of the course
Teaching method
Lessons (lectures and case discussions)
The main objectives of the lessons are: (i) to give students a structured and integrated overview of the strategy field; (ii) to explain the relevant analytical tools and concepts; (iii) to illustrate the application of those tools and concepts with examples. All lectures have assigned readings to broadly acquaint students with the topics discussed. For each lecture, it is strongly suggested that students read the assigned readings before class. It is further recommended that students discuss questions from the readings with their peers and/or bring those questions into class for discussion.
Case discussions: This course is not extensively case-based. There is one case (Nvidia in Good Strategy / Bad Strategy) that students will need to understand in detail and there will be some other "smaller" case discussions.
Evaluation method
The course assessment [total score possible 20 points] will have three parts:
25% [5 points] Class participation, including general class participation (e.g. questions in class), survey responses, and the debate activity (individual)
40% [8 points] H&M strategic analysis and recommendation project (group)
35% [7 points] Written exam (individual)
Subject matter
- Introduction
- Mindset
- Big Ideas
- Aspiration
- External Analysis
- Internal Analysis
- Diagnosis and Objectives
- Business Model
- Organizational Enablement
- Execution and Quality
- H&M Strategy Project
Programs
Programs where the course is taught: