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1. The business environment and strategy 

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1. The business environment and strategy 

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vfdvvv | Operational strategy, business-level, corporate-level strategy
| Strategic position, strategic choice, strategy in action, strategic management
| Mission, vision, goals, objectives
| Intended, unrealized, deliberate, emergent and realized strategy
| Growth-market share model (Boston consulting group) – dog, cash cow, star, question mark
| SWOT (internal strength and weaknesses, and external opportunities and threats)
| Porter’s five forces (competitive analysis) – threats of new entrants, buyer power, supplier power, substitution threats, industry competitors, entry barriers, rivalry determinants
| Stakeholders, stakeholder mapping, stakeholder analysis
|Strategy clock: price/perceived benefits

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Resources, competencies, capabilities, core competencies, distributed competences.
Threshold, distinct, strategic, dynamic capabilities.
| Strategic capabilities (VRIO): Valuable, rare, inimitable, organizational support
| Resource-based view of strategy
| Threshold, distinct, strategic, dynamic capabilities
| Maintain competitiveness: Exploitation and exploration (ambidexterity); update core competencies and distinctive capabilities; learning and innovation; avoid overinvestment and competency trap
| Value chain analysis

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| Strategic position, strategic choice, strategy in action, strategic management
| Mission, vision, goals, objectives
| Sources of strategic positioning: variety-based, need-based and access-based
| Strategic sustainability: Where (areas), who to get there (vehicles), how to win in the market place (differentiators), speed and sequence of moves (staging), how to obtain return (economic logic)
| Corporate social responsibility, different attitudes

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4. Business-level development and strategy

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4. Business-level development and strategy

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| Strategy clock: price/perceived benefits
| Business models – value creation, value configuration, value capture
| Business model canvas – nine building blocks
| Business model patterns: razor and blade, freemium, multi-sided platform
| Industry life cycle and Porter’s 5 forces – characteristics in different phases

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| Control systems: Cultural system, internal markets (indirect control systems); Planning system, performance system (direct control systems)
| Planning systems: Strategic planning, strategic control, financial control
| Corporate strategy styles: Strategic planning, strategic control, financial control (depends on need for corporate planning influence and SBU accountability)
| Cultural systems – means of managerial control
| Cultural systems mechanism: selection, socialization, rewards

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6. Innovation, innovation management and strategy

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6. Innovation, innovation management and strategy

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* Innovation dilemmas: tech push vs market pull, product/process innovation,

open/closed innovation, technological vs business model innovation
* Seven Circles of Innovation: idea, planning/evaluation, testing/prototyping,

business plan, implementation, monitoring and evaluation (the innovation process)
* Innovation diffusion: Pace of innovation (supply/demand-side determinants),

diffusion S-curve (tipping and tripping points)
* Design thinking: Inspiration, ideation, implementation

* Lean start up: hypothesis (in relation to BMC), listen to customers

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* Strategic options
* Porter's generic competitive strategies
* Strategy clock
* Industry life cycle

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8. Developing and assessing strategic choices/options

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8. Developing and assessing strategic choices/options

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* Performance measures (Economic / effectiveness)
* evolution of new initiatives : suitability, acceptability, feasibility

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* Types of change (change matrix)
* Forcefield analysis
* Organizational triggers and barriers for change.
* Hard and soft change --> magnitude of change (fine-tuning, incremental adjustment, modular transformation, corporate transformation)
* Types of change (speed and extent): Evolution, adaption, revolution, reconstruction (turnaround).
* What managers must understand about change + how to make change effective.
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* Functional structure

* Divisional structure

* Matrix structure

* Project-based structure
* McKinsey 7-C framework: Subordinate goals, strategy, structure, systems, style,

staff, skills
* Styles of leading change: Directive style, persuade, participation, collaboration

* Types of change (speed and extent):  Evolution, adaption, revolution, reconstruction (turnaround)
*  Control systems: Cultural system, internal markets (indirect control systems);

Planning system, performance system (direct control systems)