Introductory description

This course examines the issues involved in putting strategy into practice. As such it is concerned to a large extent with the problems of implementation. How are strategies put into practice and what opportunities and obstacles might be in the way? How might we characterise the processes of implementation and what do we know about any relationships there may be with organisational performance? These are the central concepts of implementation, or “acting” strategically.
However, this course is also about thinking strategically, so it is not just concerned with implementation. When organisations and individuals think strategically, they are not simply looking at how to gain competitive advantage from efficiency gains (for example) but are also looking ahead to both the implementation of that strategy and other associated strategies in the organisation. Thinking strategically is about developing both in-sight and foresight at the same time.
In order to achieve this, we must understand what it is that managers do when they act strategically. What actions do they take and what skills and knowledge do they need to develop in-sight and foresight? In addition, we have to understand the context in which these managers operate. This ranges from the context of individual organisation to the contexts of sector, ownership and governance.
In all of these respects, Strategy and Practice emphasises the process approach to strategy, rather than the positioning approach (which examines the competitive position of a firm in relation to its competitors). Intellectually, the course draws primarily upon the sub-disciplines of strategic management, macro-organisational theory and the management of strategic change.

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.

Dealing with Crisis
Teams and Leadership in Strategic Change
Strategic Alignment
Strategic Leadership, Change and Innovation
The Ambidextrous Strategist
Open Strategy & Strategy as Serious Play
Failure and Turnaround
Creating an Agile Mindset

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
• Demonstrate a comprehensive knowledge of traditional macro level strategy theories and studies
• Demonstrate a comprehensive knowledge of the strengths and weaknesses of recent 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
• Demonstrate critical thinking and creativity through awareness of the practices utilised by strategists and by analysing complex strategic issues

Indicative reading list

Core texts:

Paroutis, S.; Heracleous, L. and Angwin, D. (2016). Practicing Strategy: Text and Cases (2nd edn). London: Sage Publications Ltd

Stadler, C. (2011). Enduring Success: What we can Learn from the History of Outstanding Corporations. Stanford CA: Stanford University Press

Sample academic journals:
Angwin, D.; Paroutis, S. and Mitson, S. (2009) ‘Connecting Up Strategy: Are Senior Strategy Directors a Missing Link?’ California Management Review, 51, 3, Spring, pp. 74–94
Charitou, C.D. and Markides, C.C. (2003) ‘Responses to Disruptive Strategic Innovation’ MIT Sloan Management Review, 44, 2, Winter, pp. 55–63
Heracleous, L. and Wirtz, J. (2010) ‘Singapore Airlines’ balancing act’ Harvard Business Review, 88, 7/8, July-August, 145–9
Un, C.A. and Cuervo-Cazurra, A. (2004) ‘Strategies for Knowledge Creation in Firms’ British Journal of Management, 15, 1, pp. S27–S41
Watkins, M.D. and Bazerman, M.H. (2003) ‘Predictable Surprises: The Disasters you Should have Seen Coming’ Harvard Business Review, 81, 3, pp. 72–85

Aghina, W.; Handscomb, C.; Salo, O. and Thaker, S. (2021)
'The impact of agility: How to shape your organization to compete'
McKinsey & Company Survey

Handscomb, C.; Jaenicke, A.; Kaur, K.; Vasquez-McCall, B. and Zaidi, A. (2018)
'How to mess up your agile transformation in seven easy (mis)steps'
McKinsey Quarterly, April

Messenböck, R., Eddington R.I., Grice, A., McCabe, G., and Lutz, M. (2019)
'The four traits of successful chief transformation officers'
Boston Consulting Group online

Reeves, M.; Fuller, J. and Gutierrez-Lopez, G. (2018)
'The playful corporation'
BCG Henderson Institute, April

Stadler, C.; Hautz, J.; Matzler, K. and von den Eichen, S.F. (2021)
'A user's guide to open strategy'
Harvard Business Review Digital, November
Click on the link and search for: AN 153807453

Khanagha, S.; Ansari, S.; Paroutis, S. and Oviedo, L. (2022)
'Mutualism and the Dynamics of New Platform Creation: A Study of Cisco and Fog Computing'
Strategic Management Journal, 43, 3, pp. 476-506
(Special issue on strategies for platform ecosystems)

Appio, F.P.; Lima, M. and Paroutis, S. (2018)
'Understanding smart cities : innovation ecosystems, technological advancements, and societal challenges'
Technological Forecasting and Social Change, 142, pp. 1-14

Paroutis, S.; Bennett, M. and Heracleous, L.T. (2014)
'A strategic view on smart city technology : the case of IBM smarter cities during a recession'
Technological Forecasting and Social Change, 89, pp. 262-72

Paroutis, S. and Oviedo, L. (2020)
'Five steps to recover from disruptive innovation'
Core Insights, Warwick Business School

McGee, P (2022)
'Apple at $3tn: The enigma of Tim Cook'
Financial Times, January

Heracleous, L.; Terrier, D. and Gonzalez, S. (2018)
'The reinvention of NASA'
Harvard Business Review, April, pp. 2-6
Click on the link above and 'search within this publication' for: AN 129356471

Heracleous, L.; Wawarta, C.; Paroutis, S. and Gonzalez, S. (2019)
'How a group of NASA renegades transformed mission control'
The Sloan Review, April

Research element

Critically analyse and reflect on academic papers in the area of strategy

Subject specific skills

Analyse, evaluate and discuss cases in order to learn how to develop appropriate action plans

Transferable skills

Written communication skills
Problem solving and critical reflection skills