1. learn alternative performance trajectories of high-performing organizations
2. wonder the stories of two unusual organizations - CERN and Omega
3. craft insights in coping with the “hi-performing sick”-syndrome
4. get inspired by the power of strategic thinking.

1. peak performance – caselettes 1
2. need and power of thinking view of strategy
3. types of high-performing organizations
4. caselette 2: ‘Virtuous Visions’ at CERN
5. does strategizing pay off
6. case 3: ‘Toxic High-Flying’ at Omega
7. coping strategies in a high-performing sick organization
8. lessons learned.

1. Course Overview

2. Expected Learning Results (Course Objectives)

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.

3. Date and Venue

4. Program Schedule

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

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

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

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

16. Unfolding the Value Chain
17. Exercise: The Value Curve
18. Capturing Value Through Novel Business Models: Minicases
19. Summary V: Business Model 
20. Exercise Based on Prework and Lessons Learned: What Is My Take-Away for Business Projects (and Myself)?

21. Launching Business Projects
22. Summary VI: Making Things Happen
23. End of Program

5. Course Material and Prework

6. Facilitator(s)

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      Helsinki School of Economics and Business Administration

 

 

         PART-TIME MBA              
     STRATEGIC MANAGEMENT & THINKING

 

 

 COURSE SYLLABUS

 

October 23 – November 4, 2006

 

 

 

 
Dr. Timo J. Santalainen     
STRATNET (Geneva) &
Helsinki School of Economics
Office Hours: By Appointment
E-mail: santalainen@stratnet.org
               www.stratnet.org

 

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. The flavor of strategists’ practice will be highlighted during the company visit, which is an integral part of the course.

Presentation of contemporary developments linked to cutting edge thoughts in strategic management and thinking aims at deeper insights in strategy. Lessons to be learned from “unusual” organizations will be explored, too. One of the main thrusts of the course is that organizational failures offer as valuable learning grounds as success stories do. Responding to the professional challenges of students and reflection will be part of the tailored learning process.

The Strategic Management & Thinking-course is structured around four building blocks (modules): “Why Thinking View of Strategy” (Module I), "Managing Competition (outside-in view) and Resources (inside-out view) for Value Capture" (Module II), “Strategic Transformation and Renewal” (Module III), and Strategic Thinking in Action (Module IV).

EXPECTED LEARNING RESULTS (COURSE OBJECTIVES)

Upon completing the course the students

    
LEARNING METHODS

The main thrust of achieving the expected learning results is that students and the facilitator take a shared responsibility as strategic partners for developing each class. This means that individual students and teams, when assigned, are well prepared through reading and analyzing the assignments prior to class. Visits to websites of case companies for update are strongly recommended. In class the students should contribute by questioning and by bringing their own insights and experiences in discussion. It is advisable to gather ideas and lessons to a “personal learning log” as a vehicle for later reflection.

At best, learning from colleagues will make a major contribution in the learning process. That is why circumstances for this are created. Personal “strategizing” experiences and insights should be sparred in teams and in class. The application of a variety of learning methods and stretching the “comfort zone” will be a shared challenge.

The instructor will provide guidance through “lecturettes”, comments, by bringing contemporary strategic issues and his own business experience in discussion, and by creating a positive learning culture. The instructor is a resource person: strategy advisor, process facilitator and coach for the students. Those, who want to learn more from instructor’s professional background and areas of special interest, can do so by visiting www.stratnet.org.

COURSE REQUIREMENTS AND GRADING

Final grades will be determined on the following basis:

100%

A brief description of each will be given next.

Personal Professional/Managerial (Career) Challenges

In the beginning of the course the students will define their personal professional/managerial challenges. Finding ideas and solutions for those will form their main learning objectives. These objectives should reflect areas of intellectual curiosity and/or practical “strategizing” challenges they are facing. During the course special attention should be given to learning and contributing in topics that relate to everyone’s own challenges. “Learning partner teams” will be formed for counseling and helping each student to maximize learning on each focus area. In the end of the course each student is requested to evaluate and elaborate what result-oriented ideas (s)he has learned in relation to respective challenges. Further instructions will follow.

Mid-term “Reflective Paper”

Reflection is becoming a powerful tool in adult learning. Busy schedules in doing things often prevent us from stopping and making time for reflection. Reflection makes our mind freewheel; it brings tacit knowledge, creativity and increased emotional energy for our use. We start to see things differently (even amidst a feeling of chaos, which may occasionally prevail in our minds), and thus achieve deeper insights on the topics covered.

Based on readings and the topics covered during the first week of classes each student is asked to take time a few moments for reflection during the week-end of October 28 through 30, 2006, preferably in a convenient environment. By thinking through various ideas (written down in personal learning logs) each student is required to write a 2-3 page creative reflective paper on the lessons, insights or any other triggering ideas they have learned so far. There is no expected structure for the paper. The more creative and free-wheeling the approach is, the better. Being aware that knowledge grows as an exponential curve it is possible to categorize the reflections as follows:

 

Reflective papers should be turned in on Monday, October 30, 2006. Further instructions will follow.

Class Participation and Contribution

Learning from colleagues may contribute up to 50% of all learning in executive development. Consequently, students are strongly encouraged in building a rewarding learning atmosphere and in giving their best constructive and creative contribution in order to make the learning process both results-oriented and pleasant. The quality of class contribution is evaluated by the instructor. One absence is allowed with no impact on grading.

“ABC” Business Projects

During the second week of class “ABC” business projects will be presented. (Learning partner) teams (5-6 teams altogether) will take three different roles in three different projects: academicians (A), business practitioners (B), and consultants/strategy advisors ( C).

By taking a role of external consultants (C ) each team will prepare strategy recommendations for the case organization assigned to them. Each “C-team” has full freedom to choose the form of their written and oral presentation. On November 3 and 4, 2006 each “C-team” will “sell” their ideas to another team, which takes the role of practitioners (B), i.e. management of the same organization. A major “B-responsibility” is to challenge the “C-team” and run the meeting of 45-50 minutes by keeping up an elaborate debate with the consultants. A third team (A) and the Professor will briefly wrap up and update (visit to website is strongly recommended) the case by linking it to conceptual frames or research in Strategic Management.

To sum up: each team will be involved in three different cases in three different roles, consultant (C ), business practitioner (B), and academician (A).

The instructor gives grades to each team (C-role counts 50%, A- and B-roles 25% of the total team grade). The relative contribution of each ABC-team member will be evaluated by peers. Further instructions will follow.

Final Examination

Essay-type questions will be asked based on the materials covered in text and in class. The final examination is a closed-book individual examination. It can be taken each one of the two scheduled dates.

COURSE MATERIAL

Required text: Timo Santalainen, Strategic Thinking, Talentum 2006. ISBN 952-14-1096-5.

Recommended additional readings: Gerry Johnson & Kevan Scholes & Richard Wittington, Exploring Corporate Strategy: Text and Cases, Seventh Edition, Financial Times-Prentice Hall 2005. ISBN 0-273-68734-4.

A package of articles, cases and “strategizing” tools supporting the key topics of the course has also been prepared. Additional handouts or leads to articles will be delivered in class pending special requests of individual students.

 

 

 

 

 

CLASS SCHEDULE

The following schedule is subject to minor changes and adaptations stemming from contemporary business developments and students’ needs.

WEEK ONE                                    TOPIC                                       

I. ORIENTATION: WHY THINKING VIEW OF STRATEGY?
Mon, Oct 23: Course Overview and Objectives                                         
Unfolding Business Environment and Emerging Modes of Strategic Management    
Elaboration from Selected Industries                     
Exercise: Peak Performance                                
Why Thinking View of Strategy?
Minicase: Roche and Tamiflu          
Contexts and Practices of Strategic Management               

Assignment: Defining Personal Professional Challenges (A)
                                                                        

Sat, Oct 28: Capturing Value…(continues)
Transforming In-Between Organizations: Strategizing   
     in Parastatal and Non-Profit Organizations       
Minicase: CERN-the “Nobel Factory”         
 Exercise: Performance Trajectories                       
The Challenge of  Making Things Happen:               
Leading Change and Transformation                                            
Exercise: “Sixpack”                                                            

Case: Skopbank (A) and (B)                            
When Good Turns Bad – High-Performing Sick Organizations
Assignment: Mid-Term Reflective Paper
                 
         WEEK TWO
Mon, Oct 30: Company visit at Outokumpu Oyj hosted by Mr.Karri Kaitue, Deputy CEO and Mr. Timo Vuorio, Executive Vice President, Corporate Human
   Resources: Strategic Transformation in Practice                  

Wed, Nov 1: Strategic Leadership: Towards Individualized Corporation                                                 
Exercise: Identifying Key Strategizing Practices         

Complementary Themes of Strategy (per students’ requests)   

Introduction to Self Mastery and Management                     
Exercise: Career Anchors
Assignment (to be completed by Sat, Nov 4, 2006):
Evaluation of Personal Learning Results (B-C)

IV. STRATEGIC THINKING IN ACTION
Fri, Nov 3: ABC-Business Project Exercises. Choice of cases is the following (final selection of cases will be based on students’ preferences):

Case 1: Apple’s iTunes: Changing the Face of Music Retailing 
Case 2: BMW Automobiles
Case 3: Global Wine Wars: How Can French Wine Industry Sustain?                                            
                              
Sat, Nov 4: Case 4: Samsung Electronics
Case 5: KPN – Surviving the Crisis in the Telecommunications Industry                                          
Case 6: F.S. George V: Four Seasons in Paris                          
Case 7: The Wal-Mart Effect: How to Stay at Top?                            
Exercise: Lessons Learned                   
Self Mastery and Renewal Wrap-Up: My Agenda 2006+           

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• Final Examination can be taken either on Thursday, November 9 or on Tuesday, November 14, 2006.                                                        
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• TJS/11.09.06