Inhalte des Fachs

• Dimensions and principles of strategy and strategic thinking in management: 
  
  • What is strategy?
  • What dimensions does strategy have? 
  •  What are differences of strategy schools?
• Implementing strategic transformation 
• Strategy Formulation
• Platform Strategy 
• Deep Dive Strategy Tools

Qualifikationsziele des Fachs

After completing the course, students will 

• Have developed competence in strategy and adjacent fields such as business policy, finance, operations management, marketing and sale (goal 4k)
• Know and understand key frameworks and tools of strategic management (goals 1a, 2b, 4k)
• Have an understanding of global business aspects of strategy (goals 1a, 2b, 3e)
• Be able to apply strategic management skills in changing business environments (goals 1b, 1c, 2a, 2b, 3a-d, 4k, 4i)

Verwendbarkeit des Fachs

This module is exclusively offered for the MBA Master of Business Administration. The module is taught in the second study phase which provides fundamental cross-sector and cross-functional skills and knowledge in management and international management. 

Art der Prüfung/ Voraussetzung für die Vergabe von Leistungspunkten

Combined assessment.

Literaturangaben und Lernressourcen

The following recommendations refer to well-known publications in the field of study:

• Alstyne, Marshall W. et al (2016): Pipelines, Platforms, and the New Rules of Strategy – Scale Now Trumps Differentiation. In: Harvard Business Review, April
• Kotter, John P. (1995): Leading Change: Why Transformation Efforts fail. Harvard Business Review, May-June 1995.
• Kotter, J. P. (2012): Accelerate! Harvard Business Review, Nov. 2012.
• March, James G. (1991): Exploration and Exploitation in Organizational Learning. In: Organization Science, Vol. 2, No. 1, Special Issue: Organizational Learning: Papers in Honor of (and by) James G. March (1991) (INFORMS). S. 71-87.
• Mintzberg H. (1987): The Strategy Concept I: Five Ps for Strategy.
• Laloux, Frederic (2015): The future of management is Teal. Strategy & Business, Issue 80, Autumn 2015.
• Porter, M. E. (1996): What is strategy? In: Harvard Business Review (74), No. 6, pp. 61-80. 
• Stiles, P./Uhl, A. (2012): Meta Management – Connection the parts of Business Transformation. In: 360° The Business Transformation Journal, Vol 3, Febr. 2012, pp. 24-29.
• van der Heijden, Kees (1997): Scenarios, Strategy, and the Strategy Process. In: Nijenrode Research Paper Series. Centre for Organisational Learning and Change. No. 1997-01.
• Zhu, Feng and Marco Iansiti (2019): Why Some Platforms Thrive …and Others Don’t. In Harvard Business Review. January-February

Information on core readings and recommendations regarding additional readings will be given by the lecturer at the beginning of the course.

Zusätzliche Informationen

Prof. Caroline Rudzinska

Lehr- und Lernformen

Seminar, Workshop, (Group) Project, and Self-Study.

Voraussetzungen für die Teilnahme

Competencies acquired in the first study phase will be a prerequisite for this cap stone module.