IB92U-15 Strategy in Practice
Introductory description
From the shop- floor to the board-room the ways individuals and teams interact to make and execute strategy can make the difference between success and failure. Using latest strategy learning techniques used in leading firms and consultancies (business simulations, interactive workshops, live video case studies, apprentice-style challenges), this module takes students on a learning journey.
Module aims
At the end of the module, through analysis and immersion in real-life strategy situations, students will develop a personal strategy toolkit to help grow as a competent strategist. These capabilities are essential for a career in consultancy or a strategy-related role.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
Leading strategic change.
Strategic alignment and core competencies.
Strategy toolkits and Strategy consultancies.
Collaborating & Dealing with Politics.
Creating an Agile Mindset.
Failure and turnaround.
Strategy creativity workshop.
Team Strategy sport simulation.
Strategies for technology ecosystems.
Learning outcomes
By the end of the module, students should be able to:
- Critically discuss a selection of current issues in strategic management.
- Enhance critical thinking and creativity in individual and group settings.
- Develop skills in analysing complex, real-life strategic problems via case studies, simulations and workshops.
- Learn how to evaluate and confront fundamental strategic issues that many corporations are and will be facing in the future.
- Demonstrate a thorough knowledge of the main theories around the topic of strategy as practice.
- Identify and synthesise the strengths and weaknesses of traditional macro level strategy theories and studies.
- Identify and synthesise the strengths and weaknesses of recent micro level strategy theories and studies.
- Demonstrate a sound understanding of the complexities of real-life issues that strategy professionals are dealing within organisations.
- Demonstrate a sound ability to critically analyse and reflect on academic papers in the area of strategy.
- Demonstrate a sound ability to analyse, evaluate and discuss cases in order to learn how to develop appropriate action plans.
Indicative reading list
The set textbook for the module is: “Practicing Strategy: Text and Cases, 2016, 2nd edition” (by Paroutis, Heracleous and Angwin).
Other Readings
Basford, T. and Schaninger, B. (2016) ‘The four building blocks of change’ McKinsey Quarterly, April.
Aiken, C.B. and Keller, S.P. (2007) 'The CEO's Role in Leading Transformation' McKinsey Quarterly, pp. 30-9.
Heracleous, L. and Werres, K. (2015) 'On the Road to Disaster: Strategic Misalignments and Corporate Failure' Long Range Planning.
Herucleous, L. and Wirtz, J. (2014) 'Sustainable Competitive Advantage at Singapore Airlines: Dual Strategy as Mastering Paradox' Journal of Applied Behavioral Science, 50, pp. 150-70.
Heracleous, L. and Wirtz, J. (2010) 'Singapore Airlines' Balancing Act' Harvard Business Review, July-August, pp. 145-49.
Angwin, D.; Paroutis, S. and Mitson, S. (2009) 'Connecting Up Strategy: Are Senior Strategy Directors a Missing Link?' California Management Review, 51, 3, pp. 74-94.
Statler M.; Roos J.;& Victor, B. (2009) ‘Ain't Misbehavin': Taking Play Seriously in Organizations’ Journal of Change Management, 9:1, 87-107.
Jacobs C.D. and Statler, M. (2006) ‘Toward a Technology of Foolishness: Developing Scenarios Through Serious Play’, International Studies of Management & Organization, 36:3, 77-92.
Subject specific skills
Develop skills in analysing complex, real-life strategic problems via case studies;
Evaluate and confront fundamental strategic issues that many corporations are and will be facing in the future.
Transferable skills
Demonstrate improvement in oral skills through participation in the class discussions, group
preparations of case studies and group presentations.
Demonstrate improvement in problem solving and critical reflection skills by participating on the plenary discussion of the cases and by working on the case presentations and the
individual assignment.
Demonstrate improvement in creativity by participating in the class discussions, group presentations and working on the individual assignments.
Demonstrate improvement in team-building and team management skills by working in syndicate teams and presenting with a group.
Study time
| Type | Required |
|---|---|
| Lectures | 9 sessions of 3 hours (18%) |
| Private study | 123 hours (82%) |
| Total | 150 hours |
Private study description
Self study is pre reading for lectures and preparation for assessment
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A1
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
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| Individual assignment | 60% | No | |
Reassessment component is the same |
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Assessment component |
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| Group strategy pitch | 20% | No | |
Reassessment component is the same |
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Assessment component |
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| Group apprentice strategy challenge | 20% | No | |
Reassessment component is the same |
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Feedback on assessment
Written feedback through myWBS
Courses
This module is Optional for:
- Year 1 of TIBS-N500 MSc in Marketing and Strategy