FTMBA2020_II Strategic Management

Strategy underpins every single element of business. It is not just part of doing business successfully, but it also part of communicating business. The tools and vocabulary of strategy are an integral part of business practice. Thus, this class focuses on the foundations of strategy, providing an integrative review of the history of business strategy and introduces a strategy-as-practice view, before moving into strategy analysis and development. In this applied module, we work through some of the core tools strategists use, discuss how these are adapted in practice, and build important strategy skills.

▪ Part One: Understanding the foundations of strategy

1. History of strategy and core strategy theories

2. New age strategy: Strategy-as-practice

▪ Part Two: Conducting analysis using core strategy tools

3. External analysis: Understanding your competitive environment

4. Internal analysis: Understanding your organizational environment

▪ Part Three: Doing strategic planning

5. Strategic options and decisions: Building and evaluating ideas

6. Strategic planning: Setting up the process

Recommended readings The course primarily draws on articles from business and management journals. While there is no required textbook, those of you wishing to consult a companion guide, may use any of the following sources:Johnson, G., Whittington, R., Angwin, D., Regnér, P. & Scholes, K. (2017). Exploring Strategy (Text and Cases): 11th edition. London: Pearson.Day 1Porter, M. (1996). What is Strategy? Harvard Business Review, Nov/Dec: 61-78.Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735.Day 2Porter, M. E. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 86(1): 79-93.Barney, J. B. (1995). Looking inside for competitive advantage. The Academy of Management Executive, 9(4): 49-61.Day 3Balogun, J. (2006). Managing change: Steering a course between intended strategies and unanticipated outcomes. Long Range Planning, 39(1): 29-49.Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review, 72(1): 107-114.

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