• Present argumentation that supports a given action-oriented conclusion based on an analysis of a given case.
• Evaluate and identify strengths and weaknesses of pursuing a specific course of action in a given situation.
• Account for concepts and frameworks discussed in class.
• Formulate and persuasively discuss a position on the case situation.

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.

The course’s development of personal competences:

At the end of this course, students will be able to:
•    Demonstrate an understanding of issues involved in successful strategy execution, taking into account processes, actors and constraints involved.
•    Suggest a plan for executing a given strategy based on the factors discussed in the class.
•    Articulate and persuasively explain and defend a position on dealing with multiple issues involved in strategy execution.
•    Demonstrate an appreciation of the impact of the interorganizational and global context on strategy execution.

 

The final syllabus may contain an updated list of readings and cases.

Week 1. The business of strategy execution. Corporate vs. business strategy

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