Introductory description

From the shop-floor to the board-room the ways individuals and teams employ digital technology to execute strategy can make the difference between success and failure. Using the 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. At the end of the module, through analysis and immersion in real-life strategy situations, students will develop a toolkit to help grow as competent strategists and deal with agile transformations. These skills are essential for a career in consultancy or strategy roles.

Module web page

Module aims

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.

Indicative syllabus:

• Digital Strategy & The Next Normal
• Strategic Alignment and Core Competencies
• Creating Agile Strategies & Open Strategy
• Platform Strategies for an AI, 5G & Cloud World
• Leading Strategic Change
• Working for a Strategy Consultancy
• Team Strategy & Dealing with Politics
• Enhancing the Strategy Toolkit & Strategy Analytics
• Failure and Turnaround
• Design-led Strategies & Innovation

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate a comprehensive knowledge of the main theories around the topic of strategy as practice, digital strategy and agility
• Indentify and synthesise the strengths and weaknesses of micro level strategy theories and studies
• Demonstrate a comprehensive understanding of the complexities of real-life issues that strategy professionals are dealing with in organisations
• Critically analyse and reflect on academic papers in the area of strategy.
• 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.
Hautz, J.; Seidl, D.; Whittington, D. (2017) 'Open strategy: Dimensions, dilemmas, dynamics’ Long Range Planning, 50, 3, pp.
298-309.
Reeves, M.; Fuller, J.; Gutierrez-Lopez, G. (2018) ‘The Playful Corporation’, The Boston Consulting Group, April.
Heracleous, L., Wawarta, C., Paroutis, S. & Gonzalez, S. (2019) How a group of NASA renegades transformed mission control.
https://sloanreview.mit.edu/article/how-a-group-of-nasa-renegades-transformed-mission-control/
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.
Podcast (2018) ‘Microsoft’s Next Act’ McKinsey Quarterly, April.
Paroutis, S. (2016) Livening things up – can Twitter stay afloat through new innovations?
https://theconversation.com/profiles/sotirios-paroutis-95728/articles
Khanagha, S,Ansari, S., Paroutis, S. Oviedo., L. (2020) Mutualism and the dynamics of new platform creation: a study of Cisco
and Fog computing. Strategic Management Journal, forthcoming https://onlinelibrary.wiley.com/doi/full/10.1002/smj.3147.
van Alstyne, M.W.; Parker, G.G. and Choudary, S. P. (2016) 'Pipelines, platforms, and the new rules of strategy (https://0-searchebscohost-com.pugwash.lib.warwick.ac.uk/login.aspx?direct=true&db=bth&jid=HBR&site=bsi-live)' Harvard Business Review, 94, 4, pp. 54-62.

Subject specific skills

Analyse 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

Written communication
Problem solving and critical reflection skills
Personal reflection on group work and process