MBAD631-20X (C) General non-calendar-based 2020

Innovative Business Strategy

10 points

Details:
Start Date: Monday, 28 September 2020
End Date: Sunday, 22 November 2020
Withdrawal Dates
Last Day to withdraw from this course:
  • Without financial penalty (full fee refund): Friday, 9 October 2020
  • Without academic penalty (including no fee refund): Friday, 6 November 2020

Description

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”.

Learning Outcomes

  • 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.

Pre-requisites

Subject to approval of the MBA Director

Timetable 2020

Students must attend one activity from each section.

Intensive Block Course A
Activity Day Time Location Weeks
01 Friday 09:00 - 17:00 Rehua 702 28 Sep - 4 Oct
Intensive Block Course B
Activity Day Time Location Weeks
01 Saturday 09:00 - 17:00 Rehua 702 28 Sep - 4 Oct
Intensive Block Course C
Activity Day Time Location Weeks
01 Friday 09:00 - 17:00 Rehua 702 26 Oct - 1 Nov
Intensive Block Course D
Activity Day Time Location Weeks
01 Saturday 09:00 - 17:00 Rehua 702 26 Oct - 1 Nov

Course Coordinator

Jamie Collins

Assessment

1:  Group: 25% Secondary research | Due 0800 26 October

2.A: Indiv 25% Secondary research | Due before or on 2 November 0800  

2.B: Indiv 50% Innovation strategy advice | Due 19 November 0800
This can be started early on in the course (recommnded)

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NOTE: UC General Course and Examination Regulations

Appeals and Grievances

Special Consideration

Special Consideration Application

Textbooks / Resources

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 in
the 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/9781472427816

Dudik, 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.

Course links

LEARN

Indicative Fees

Domestic fee $1,598.00

* Fees include New Zealand GST and do not include any programme level discount or additional course related expenses.

For further information see Master of Business Administration Programme on the department and colleges page.

All MBAD631 Occurrences

  • MBAD631-20X (C) General non-calendar-based 2020