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2013/2014 KAN-CM_J41 Strategy Execution
| English Title | |
| Strategy Execution |
Course information |
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| Language | English |
| Exam ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Full Degree Master |
| Duration | One Quarter |
| Course period | Spring, Third Quarter
Changes in course schedule may occur Thursday 12,35-14,15 week 5 Thursday 12.35-16.05, week 6-11 Thursday 12.35-16,05, week 12 |
| Time Table | Please see course schedule at e-Campus |
| Max. participants | 70 |
| Study board |
Study Board for MSc in Economics and Business
Administration
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| Course coordinator | |
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| Administration: Zahra Olsen - zo.int@cbs.dk | |
| Main academic disciplines | |
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| Last updated on 20-02-2014 | |
| Learning objectives | |||||||||||||||||||||||
To be awarded the highest grade (12),
the student, with no or just a few insignificant shortcomings, must
fulfill the following learning objectives:
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| Course content and structure | |||||||||||||||||||||||
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This course focuses on various issues in strategy execution, or implementation. It systematically reviews challenges arising in the process of executing strategy and approaches to resolving these challenges. Strategy execution in collaboration with other organizations and at the global level is also discussed. While much of the course takes place in the business settings, the body of knowledge it provides easily applies to other settings, including government and non-profit organizations. The course aims to close the gap between the formulation of strategy, for which a generous number of frameworks exists, and achieving results envisioned by strategic planning. Sound strategic plans often underperform in practice thanks to the lack of consideration put into the execution process. This course brings students’ attention to this process by putting them in the position of a manager who deals with the various dimensions of the strategy execution process. The course is targeted at students whose future career may
involve implementing decisions at the organizational,
interorganizational and team levels. It will also be useful for
those with a general interest in strategy-related issues.
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| Teaching methods | |||||||||||||||||||||||
| This course is taught in
Harvard-style case method, which involves energetic class
discussion and interaction. Case discussions are complemented by
brief lectures that summarize and provide additional insights on
the class topic. The bulk of student knowledge will develop through
in-class case discussions. Thus preparation and class participation
are essential if you want to do well in the course.
The instructor is a recipient of an Excellence in Teaching award from the FUHU Foundation. |
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| Expected literature | |||||||||||||||||||||||
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The final syllabus may contain an updated list of
readings and cases.
No case assignment. Readings Nohria, N., Joyce, W. and Roberson, B. (2003). “What really works.” Harvard Business Review, 81(7), 42—52. Week 2. Getting specific: translating strategy into goals and metrics Case Chemical Bank: Implementing the Balanced Scorecard (HBS case 195-210) Readings Kaplan , R. S. and Norton, D. P. (1996). “Using the balanced scorecard as a strategic management system.” Harvard Business Review, 74(1), 75—85. Griswold, H. M. and Prenovitz, S. C. (1993). “How to translate strategy into operational results.” Business Forum, 18(3), 5—9. Week 3. Finding fit: aligning strategy with organizational structure and culture Case Comcast New England: A Journey of Organizational Transformation (HBS case 908-405) Readings Olson, E. M., Slater, S. F. and Hult, G. T. M. (2005). “The importance of structure and process to strategy implementation.” Business Horizons, 48(1), 47—54. Week 4. Putting everyone on the same page: coordination and information sharing within the organization Case McKinsey & Co.: Managing
Knowledge and Learning (HBS case 396-357) Readings Neilson, G. L., Martin, K. L. and Powers, E. (2008). “The secrets to successful strategy execution.” Harvard Business Review, 86(6), 60—70. Malone, T. W. (1987). "Modeling coordination in organizations and markets." Management Science, 33(10), 1317—1332. Week 5. Handling dissent:
managing resistance to change Readings Dent, E. B. and Goldberg, S. G.
(1999). “Challenging 'resistance to change'.” Journal
of Applied Behavioral Science, 35(1), 25—41.
Week 6. Leading the way: the
role of leadership, influence and organizational politics in
implementation Case GE's Growth Strategy: The Immelt Initiative (HBS case 306-087) Readings Bower, J. L. and Gilbert, C. G. (2007). “How managers’ everyday decisions create or destroy your company's strategy.” Harvard Business Review, 85(2), 72—79 Pfeffer, J. (1994). “Location in the communication network.” In Managing with Power, Boston, MA, Harvard Business School Press, 111—125. Krackhardt, D. and Hanson, J. R.
(1993). “Informal networks: the company behind the chart.”
Harvard Business Review, July/August, 104—111.
Week 7. Going international:
strategy execution by a multinational firm Case Apple's iPhone: Calling Europe or Europe Calling (IESE case IES192) Readings Tallman, S. and Fladmoe-Lindquist,
K. (2002). “Internationalization, globalization and
capability-based strategy.” California Management Review,
45(1), 116—135. Week 8. Reaching beyond the
organization: coordination and information sharing with other
firms Case HP-Cisco Alliance (A) (HBS case 403-120) Readings Narayanan, V. G. and Raman, A. (2004). “Aligning incentives in supply chains.” Harvard Business Review, 82(11), 94—102 |
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