| Learning objectives |
The aim of the course is for the student to
develop structured problem-solving skills and be able to apply
these to various business contexts. Upon examination the top-grade
student is able to:
- Understand and explain the applied terms, models, processes and
theories from the course
- Apply the terms, models, processes and theories present within
the course in order to identify and qualify relevant business
problems and develop relevant solutions to these problems
- Discuss and evaluate the possibilities and limitations of the
applied terms, models, processes and theories and of the suggested
solutions to the identified business problems
|
| Course prerequisites |
1. Passed introductory courses in economics,
finance, accounting and marketing.
2. Send in the following to e-mail address BA210@cbs.dk no later
than Wednesday the 14th of May 2014 at 10.00 AM:
A) ½ page application arguing why you want to participate and how
you will contribute to the course through discussions and
presentations
B) 1 page CV – in attached template
C) Transcript of most recent grades (incl. GPA) achieved during
your bachelor education and from any education prior to your
bachelor education.
Se possible further details by sending an e-mail to
BA210@cbs.dk |
| Examination |
|
Strategy
problem solving in management consulting:
|
| Exam
ECTS |
7,5 |
| Examination form |
Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. |
| Individual or group exam |
Individual |
|
Individual 20 minutes oral exam based on written
mini-project of 15 pages written in groups of 3-5 students, based
on a pre-defined case |
| Size of written product |
Max. 15 pages |
| Assignment type |
Project |
| Duration |
Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
December/January |
| Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
| Course content and structure |
|
Content, structure, and teaching:
The student taking this course will explore how to solve problems
that are high on the management agenda. This is primarily done by
working with real-life cases.
The course aims at helping the student develop structured,
analytical problem-solving skills, applied to different business
contexts. Also, the student will practice such core skills as
presentation and group work, while applying both practical and
theoretical frameworks to the problem.
The course content is structured around three main pillars of
content:
-
Methods, tools and skills from the consulting toolbox.
This includes an introduction to structured problem solving tools,
from defining the problem to making recommendations, e.g., by the
use of issue trees and hypothesis-driven problem solving, as well
as training in core consulting skills, such as interview
techniques, feedback, and work planning
- Theoretical and functional deep-dives within the field of
strategy. The course will explore how value generation can be
broken down using a structured problem solving approach and
practical strategic frameworks from the consulting toolbox. The
course also draws upon the Structure-Conduct-Performance framework
in providing understanding of how organizations interact with the
external environment. The course introduces the notion of how
organizations generate and pursue value for their shareholders.
Founded in the value generation logic the course henceforth
deepdives into select areas of value generation. We review the
concept of granularity of growth and how growth can be decomposed
in order to solve corporations’ strategic challenges. We also focus
on the corporation itself and how the internal capabilities and
functioning of the corporation influences the ability to generate
competitive advantage. Lastly, we combine all elements in the
creation of corporate strategies and discuss how to successfully
manage portfolio of strategies.
-
Cases, exemplifying the above theoretical content by
including real-life case examples
The learnings from the course content are broadly applicable
across multiple business functions and industries. Hence the
learnings apply both to:
- Students who are interested in mgmt. consulting and how to
serve and help clients with their strategic challenges
- Students, not particularly interested in mgmt. consulting, who
want to acquire skills and learnings that enable them to best
tackle strategic challenges for their future employer or within
their own entrepreneurial business
The course’s development of personal competences:
The student taking this course will:
- Develop structured problem solving skills, and how to apply
these to various real-life business cases
- Develop analytical skills across multiple functional and
industry-areas
- Learn to navigate among core frameworks, especially within
strategy, and choose when these are suitable for different problems
and across industries
- Improve the skills to synthesize analysis into crisp
recommendations
- Learn communication, presentation and influencing skills that
are key to deliver impactful recommendations
- Learn how to engage in teamwork
|
| Teaching methods |
Overview and dialogue lectures, guest speakers,
case assignments, group work, student presentations, plenary
discussions and summaries of the lesson
Teachers:
1 . Partners, consultants and experts from McKinsey
2. Guest speakers
3. Stig Hartmann |
| Further Information |
|
The course is limited to 60 students because of the applied
pedagogical form and the exam format.
Schedule: Friday 13.30 - 17.55 week
37-41,43-45.
Changes in schedule may occur.
|
| Expected literature |
|
(Indicative; pending final course plan and lecturers)
Selected chapters from books (~450 pages):
- Baghai, M., Smit, S. and Viguerie, P., (2010), The Granularity
of Growth, Marshall Cavendish, paperback
- Keller, S., and Price, C., (2011) Beyond Performance, McKinsey
& Company
- Koller, Goedhart & Wessels (2010), Valuation,
5th Edition, Wiley & Sons,
- Minto, B., (2009), The Pyramid Principle, Prentice Hall
- Slatter, S., Lovett, D., and Barlow, L., (2006) Leading
Corporate Turnaround, Jossey Bass
Articles (~75 pages) :
McKinsey Quarterly and other materials published by McKinsey
- Benson-Armer, R., et al. (2004) Putting value back in value
based management, McKinsey Quarterly
- Bisson, P., et al. (2010) What happens next? - Five crucibles
of innovation that will shape the coming decade, McKinsey & Co.
Special Report
- Bradley, C., Hirt, M. and Smit, S., (2011), Have you Tested
your Strategy lately?, McKinsey Quarterly
- Gluck, F., et al. (2000), Thinking Strategically, McKinsey
Quarterly, June
- Hsieh, T. and Yik, S., (2005), Leadership as the starting point
for strategy, McKinsey Quarterly
- Koller, T. and Jiang, B. (2007), How to choose between growth
and ROIC, McKinsey Quarterly
- Malik, Niemeyer, Ruwadi (2011) Building the supply chain of the
future, McKinsey Quarterly
|
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