Strategy Execution

Academic Program: 
Term: 
Fall
Credits: 
1.5
Course Description: 

This course focuses on challenges and opportunities arising from strategy execution. Strategy execution is seen in numerous contexts: intra-organizational, inter-organizational, eco-system and cross-border. The course bridges the gap between the formulation of strategy and performance outcomes. While poorly formulated strategy leads to poor outcomes, ignoring the importance of execution can also lead to failure. Key topics include:

Organizational Culture and Strategy Execution

Metrics for Strategy Execution

Strategic collaboration, eco-systems and execution

Strategy Execution across borders

Learning Outcomes: 
  1. Develop an understanding of the symbiotic relationship between strategy formulation and execution taking into account processes, actors and constraints involved.
  2. Develop the ability to incorporate quantitative and qualitativeassessments of the impact of strategy on organizational performance
  3. Appreciate the salience of organizational culture on strategic execution
  4. Construct practices for developing high performance strategy execution across borders
  5. Introduce the importance of collaborative strategic execution including eco-systems
Assessment: 

Assessment

Assignment

% of final grade

Individual in-class participation

20%

Individual take-home final exam

50%

Individual assignment

30%

1.) Class Contribution

Weighting (% of final grade):      20%

Description of Assignment:          Class Participation Assessment

Quality Indicators (how will it be graded; what constitutes a good assignment):

You will be expected to contribute in an active and constructive way to debate and discussion in class. As future leader in business, taking a view and being able to credibly defend it is an invaluable skill. Moreover, listening skills and the ability to understand your colleagues and peers will also be considered. Quality, rather than quantity of contribution is the essence of the grade you will receive.

(10/10pts)

Lateness, inconsistent attendance will be penalized on a sliding scale downwards depending on the gravity of the under-performance.

2.) Take Home Final Exam

Weighting (% of final grade):      40%

Description of Assignment:   

A take-home exam based on questions and an additional case study drawing on issues, concepts and topics drawn from the course.

Quality Indicators (how will it be graded; what constitutes a good assignment): 

  1. Capacity to synthesize and critique different perspectives on the topic covered (15/50pts)
  2. Demonstration of incorporation of readings, cases, class discussions and additional research from available and verifiable online sources (18/50pts)
  3. Ability to write in clear, concise and effective English with few grammatical and spelling errors (3/40pts)
  4. “Up to Theory, down to Practice” – bringing concepts and business practices together in analysing a topic (13/40pts)
  5. Correctly and consistently formatted referencing (APA style preferred) (2/40pts)

3.) Individual Case Write-Ups

Weighting (% of final grade): 30%

Description of Assignment:   

Choose 1 of your favourite case studies and write a 2-page summary. 

Quality Indicators (how will it be graded; what constitutes a good assignment): 

In the summary, you will be expected to highlight

  1. Justify the selection of the top three issues in the case (9/30pts)
  2. Providing analytical and creative solutions to the three issues (13/30pts)
  3. Providing relevant insights into what the case tells us about emerging market management more generally, drawing ties to the case specifics to generalizable principles (8/30pts)
Prerequisites: 

Key Dimensions of Modern Strategy