Exam question input by Nico Portefée Hjortsø https://padlet.com/carsten_hjortso/6cx4g7lwptlf Inspiration to which topic could be relevant to discuss during the exam en-us 2018-03-22 06:37:31 UTC 2025-12-20 06:11:41 UTC hello@padlet.com 10. Strategy in action carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849605 * 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) 
]]> 2018-03-22 06:40:22 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849605 9. Organisational change and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849649 * 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.
* 

]]> 2018-03-22 06:40:46 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849649 8. Developing and assessing strategic choices/options carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849697 * Performance measures (Economic / effectiveness)
* evolution of new initiatives : suitability, acceptability, feasibility 


]]> 2018-03-22 06:41:21 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849697 7. The business model and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849800 * Strategic options
* Porter's generic competitive strategies
* Strategy clock
* Industry life cycle]]> 2018-03-22 06:41:56 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849800 6. Innovation, innovation management and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849831 * 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 

]]> 2018-03-22 06:42:14 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849831 5. Organisational culture and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849853  | 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]]> 2018-03-22 06:42:25 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849853 4. Business-level development and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849867  | 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]]> 2018-03-22 06:42:32 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849867 3. Strategic purpose carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849878   | 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]]> 2018-03-22 06:42:39 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849878 2. Strategic capabilities and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849893 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 

]]> 2018-03-22 06:42:48 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849893 1. The business environment and strategy carsten_hjortso https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849912 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 ]]> 2018-03-22 06:42:56 UTC https://padlet.com/carsten_hjortso/6cx4g7lwptlf/wish/244849912