Introductory description

This is an elective module available to WBS and non-WBS students, with the following aims:

To develop an understanding of the range of methods and models available to support
the development of effective strategic decisions.

To equip students with the knowledge and skills to identify, apply and reflect on the use
of a selection of methods that are appropriate for supporting the development of
effective strategic decisions.

To instil in students an appreciation of how the methods can be incorporated within the
planning process.

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.

A conceptual model of the strategic development process is introduced which identifies a set of essential elements for example:
vision development, strategy creation, strategy rehearsal and evaluation, performance measurement. Frameworks, methods and
models to support the development process include but are not limited to:

• Problem structuring methods
• Visioning approaches
• Strategy formulation approaches including SWOT / TOWS analysis
• Scenario planning
• Evaluation approaches
  The module will focus on a selection of methods; this selection may vary from year to year. The teaching style emphasises the
  practical application of techniques for strategy support through the use of case studies and group exercises.

Learning outcomes

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

• Understand the range of methods and models available to support the development of effective strategic decision making.
• Appreciate how the methods can be incorporated within the planning process.
• Work out how to analyse information and present it in an intelligible form.

Indicative reading list

Core Text:
F A O'Brien and R G Dyson, Supporting Strategy: Frameworks, Methods & Models, Wiley, 2007.

Journal article /book lists are included with each lecture eg:
MM Crawford, and G Wright, 2022. The value of mass-produced COVID-19 scenarios: A quality evaluation of development
processes and scenario content. Technological Forecasting and Social Change, 183, p.121937.
RG Dyson (2004)‘Strategic development and SWOT analysis at the University of Warwick’,European Journal of Operational
Research, 152, 2004, 631-640.
G Hindle, and R Vidgen, R (2018) ‘Developing a business analytics methodology: A case study in the foodbank sector’, European
Journal of Operational Research, 268 (3)
M Kunc. and FA O'Brien (2017). Exploring the development of a methodology for scenario use: Combining scenario and resource
mapping approaches. Technological Forecasting and Social Change, 124, pp.150-159.
D O’Connell, K Hickson, A Pillutla (2011) Organisational visioning: An integrative review. Group & Organization Management 36
(2): 103-125
G Wright & G Cairns, Scenario thinking: Practical approaches to the future, Palgrave Macmillan, 2011

Subject specific skills

Use a selection of the methods covered on the module in practical situations.

Transferable skills

Demonstrate written, analytical and verbal communication skills.
Utilise and develop analytic skills.
Convey their understanding of key concepts using different forms of communication (eg write reports, make presentations).
Use information technology(e.g. WP, www, specialist packages).
Work with others (e.g. teamwork).