HSE EMBA 2006

STRATEGIC MANAGEMENT & THINKING

 

  1. Course Overview

The domain of the Strategic Management & Thinking-course is to explore alternate approaches and styles needed for developing and maintaining the long-term viability of contemporary business (and other) organizations. Best possible effort will be made for presenting and exploring a selection of key issues the “strategists”, i.e. general managers, senior experts and other strategic stakeholders will need in the 21st century. Presentation of contemporary developments linked to cutting edge thoughts in strategic management and leadership aims at deeper strategic thinking. Responding to the requests by the students will be part of the tailored learning process.

The course is structured around four major building blocks (core themes): ”Competitive Strategies Amidst Hypercompetition”, “Resource-Based Strategies”, “Value-Capturing Business Models” and “Launch of Business Projects”.

 

  1. Expected Learning Results (Course Objectives)

Upon completing the course the students will

  1. Be familiar with major approaches and contemporary research streams in strategic management and thinking within the context of (hyper)competitive business arena.
  2. Be able to apply alternative modes of “strategizing” in case as well as in real business situations.
  3. Understand the logic of customer-centric, resource-based strategies and value-capturing business models.
  4. Have developed innovative ideas and accumulated energy for successful launch of business projects.

 

  1. Date and Venue

August 17 through 19, 2006, JOKO, Ruoholahti.

 

  1. Program Schedule

Thursday, August 17, 2006, Morning Session (09:00-12:15): Competitive Strategies

  1. Welcome and Orientation
  2. Strategic Management within Hypercompetitive Business Arena: Modes and Elaborations from Contemporary Businesses
  3. Thinking View of Strategy: What, Why and How? Minicase: Roche and Tamiflu
  4. Summary I: Key Drivers Molding Business Landscape
  5. Exercise: Peak Performance

Luncheon
Afternoon Session (13:15-16:30)

  1. Outside-In Strategic Thinking: Towards Customer-Centric Competitive Positioning
  2. Hardball Strategies: The CarMax Story
  3. Strategizing on the Edge: The Case of SAir Group – Swissair – Swiss
  4. Summary II: “The Strategy Diamond”

Friday, August 18, 2006, Morning Session (08:30-12:15): Resource-Based Strategies

  1. Inside-Out strategic Thinking: Resources and Competencies as Strategy Drivers
  2. Resource-Based Strategy (RBS)-Process in Practice: Metamorphosis of Vivendi Universal
  3. Summary III: Key Concepts of RBS

Luncheon
Afternoon Session (13:15-16:30)

  1. Creating New (Market) Space by Exploiting Strategic Resources: Towards Blue Oceans
  2. Exercise: Tiger Pouncing Towards Blue Oceans
  3. Summary IV: How Does Strategizing Pay Off?

      Saturday, August 19, 2006, (08:30-13:00): Value-Based Business Models

  1. Unfolding the Value Chain
  2. Exercise: The Value Curve
  3. Capturing Value Through Novel Business Models: Minicases
  4. Summary V: Business Model 
  5. Exercise Based on Prework and Lessons Learned: What Is My Take-Away for Business Projects (and Myself)?

Refreshment Break

  1. Launching Business Projects
  2. Summary VI: Making Things Happen
  3. End of Program

 

  1. Course Material and Prework

Text: Timo Santalainen, Strategic Thinking (Talentum 2006), chapters 1 through 4. This book is aimed to be a “handbook” guiding Strategy Projects.

A package of articles and cases supporting the key topics of the course has been prepared. It is strongly advisable that websites of case-organizations are visited for update. Additional materials will be recommended in class pending on special requests by students.

As a prework, participants are asked to write a 2-4 page (reflective) paper discussing exciting insights, interesting ideas or topical tools they found from the textbook and pre-readings. Based on their reflection it is advisable to conclude the paper by linking the findings to one’s personal/professional challenges.

 

  1. Facilitator(s)

Dr. Timo Santalainen, President, STRATNET (Geneva) and Adjunct Professor, Helsinki School of Economics will be responsible in teaching, facilitating, sparring and coaching during the course. He, along with Professor Bam B. Baliga from Wake Forest University (USA), will steer the Strategy Business Projects.