Curso de Strategic Management

Analysing the Strategic Environment

• Exploring the competitive environment
• Strategic environment – the basics
• Degree of turbulence in the environment
• Analysing the general environment
• Analysing the stages of market growth
• Key factors for success in an industry
• Analysing the competitive industry environment – the contribution of Porter
• Analysing the co-operative environment
• Analysing one or more immediate competitors in depth
• Analysing the customer and market segmentation

Analysing Resources and Capabilities

• Why does an organisation possess any resources at all? The make-or-buy decision
• Resource analysis and adding-value
• Adding-value: the value chain and the value system – the contribution of Porter
• Resource analysis and competitive advantage
• Identifying which resources and capabilities deliver sustainable competitive advantage
• Resource and capability analysis – improving competitive advantage
• Analysing other important company resources: especially human resources

Strategy Dynamics

• Developing a dynamic business framework
• The dynamics of an organisation’s changing and uncertain environment
• Dynamic strategies in fast-moving markets
• The dynamics of resource development
• Aggressive competitive strategies
• The dynamics of co-operation strategies
• Strategy dynamics using game theory

Prescriptive Purpose Delivered through Mission, Objectives and Ethics

• Shaping the purpose of the organisation
• Developing a strategic vision for the future
• Stakeholder power analysis
• Corporate governance and the purpose of the organisation
• Purpose shaped by ethics and corporate social responsibility
• Developing the mission
• Developing the objectives

Purpose Emerging from Knowledge, Technology and Innovation

• Understanding and measuring knowledge
• Knowledge creation and purpose
• Using technology to develop purpose and competitive advantage
• Innovation and purpose
• How to innovate: the ‘ideas’ process

Developing Business-Level Strategy Options

• Purpose and the SWOT analysis – the contribution of Andrews
• Environment-based options: generic strategies – the contribution of Porter
• Environment-based strategic options: the market options matrix
• Environment-based strategic options: the expansion method matrix
• Resource-based strategic options: the resource-based view
• Resource-based strategic options: cost reduction

Developing Corporate-Level Strategy Options

• Corporate-level strategy: the benefits and costs of diversifying
• Corporate options: degrees of diversification
• Corporate strategy and the role of the centre – the principle of parenting
• Corporate strategy: decisions about the company’s diversified portfolio of products
• The tools of corporate-level options: from acquisition to restructuring

Strategy Evaluation and Development: The Prescriptive Process

• Prescriptive strategy content: evaluation against six criteria
• Strategy evaluation: procedures and techniques
• Applying empirical evidence and guidelines
• The classic prescriptive model of strategic management: exploring the process

Finding the Strategic Route Forward

• The importance of strategy context
• The survival-based strategic route forward
• The uncertainty-based strategic route forward
• The network-based strategic route forward
• The learning-based strategic route forward

Organisational Structure, Style and People Issues

• Strategy before structure?
• Building the organisation’s structure: basic principles
• The choice of management style and culture
• Types of organisational structure
• Organisational structures for innovation
• Motivation and staffing in strategy implementation