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This is an application-focused course detailing contemporary approaches to strategy analysis and formulation that help businesses sustain an innovative orientation and respond to external challenges. The course regards strategy from its fundamental roots in the Greek "strategos"and emphasises the fundamental objective to build advantage or ensure survival. It shows that strategy is a highly iterative process of analysis, choice and action that impacts on the key result areas that are needed to achieve the organisation’s objectives. The nexus between strategy and innovation is emphasised where strategy is the "how" and innovation supplies the "what".
This is an application-focused course detailing contemporary approaches to strategy analysis and formulation that help businesses sustain an innovative orientation and respond to external challenges. The course regards strategy from its fundamental roots in the Greek “strategos” and emphasises the fundamental objective to build advantage or ensure survival. It shows that strategy is a highly iterative process of analysis, choice and action that impacts on the key result areas that are needed to achieve the organisation’s objectives. The nexus between strategy and innovation is emphasised where strategy is the “how” and innovation supplies the “what”.
To provide participants with an understanding of strategy and the knowledge and skills to develop and implement rational strategies that credible and work.Upon completion of this course, participants will be able to:Relate strategy to gaining advantage or ensure survival against competitive forces or a changing business environment.Understand the role that specific strategic competence plays in gaining advantage.Comprehend that strategy is in essence a falsifiable hypothesis, thereby contributing to the inherent difficulty to predict outcomes.Be aware of the principles of Open Strategy as a methodology in highly complex multi-stakeholder environments.Be aware, understand and apply an iterative analysis – choice – action formulation framework to formulate strategy.Be able to identify key result areas and the different action options for each to achieve a desired objective.Understand the intricacies of strategy implementation and specifically the inhibitors to successful execution.
Subject to approval of the Head of Department.
3 July 2018 – 21 August 2018 Tuesdays, 5:00 to 8:15 pm
Piet Beukman
Associate Professor Piet BeukmanDirector: Engineering Management Programme Tel 021 245 1460 H 03 351 6477 A/H any timeEmail: piet.beukman@canterbury.ac.nz
1: Group: 25% Secondary research | Due 0800 25 July2.A: Indiv 25% Secondary research | Due before or on 6 August 0800 2.B: Indiv 50% Innovation strategy advice | Due 29 August 0800------------------------------------------------------------------------NOTE: UC General Course and Examination RegulationsAppeals and GrievancesSpecial Consideration Special Consideration Application
Participants will be given a set of specially selected readings relating to the above topics.Recommended and “must read” # books if at all possible: # Vermeulen, Freek (2010), Business Exposed. The naked truth about what really goes on inthe world of business, FT Prentice Hall, Hatlow, UK.Driver, Phil (2014), Validating Strategies: Linking Projects and Results to Uses and Benefits, Gower Publishing, Burlington VT (available from Amazon or Book http://www.gowerpublishing.com/isbn/9781472427816Dudik, E, (2000) Strategic Renaissance: New Thinking and Innovative Tools to Create Great Corporate Strategies...Using Insights from History and Science, AMACOM, NY.# Hamel, G (2000), Leading the Revolution, HBS Press, Boston.# Markides, C (2000) All the right moves, a guide to crafting strategy, HBS Press, Boston# Semler, R (1993) Maverick, Warner Books - (a real classic) plus his other books# Rumelt, Richard (2011), Good Strategy/Bad Strategy: The Difference and Why it Matters, Crown Business, NY.Other recommended readings – will be placed on Learn.
LEARN
Domestic fee $1,536.00
International Postgraduate fees
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
For further information see Master of Business Administration Programme .