Contents of the subject

• 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

Qualification aims of the subject

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)

Applicability of the subject

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. 

The nature of the examination / requirements for the award of credit points

Combined assessment.

Literature and learning resources

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.

Additional information

Prof. Caroline Rudzinska

Professor Caroline Rudzinska is a distinguished academic in the field of Strategic Management, currently serving at the Berlin School of Economics and Law. Her areas of expertise encompass strategy, innovation management—particularly open innovation—foresight, digitalization, and urban mobility. 

With over 15 years of experience in consulting and corporate environments, Professor Rudzinska brings a wealth of practical knowledge to her academic endeavors. She earned her PhD in Strategic Foresight and Open Innovation from the University of Witten/Herdecke in Germany. Her educational background also includes a degree in Economic Science from the same university, and a Master of Science in Business Administration and Economics from the University of Stockholm in Sweden.

Professor Rudzinska's extensive background and multifaceted expertise make her a leading figure in her field, contributing significantly to both academia and industry practices.

Teaching and learning forms

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

Participation requirements

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