English   Danish

2019/2020  KAN-CCMVV1641U  Strategy Execution

English Title
Strategy Execution

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 70
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Nicolai Pogrebnyakov - Department of International Economics, Governance and Business (EGB)
Main academic disciplines
  • Management
  • Organisation
  • Strategy
Teaching methods
  • Blended learning
Last updated on 11-02-2019

Relevant links
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: To be awarded the highest grade (12), the student, with no or just a few insignificant shortcomings, must fulfill the following learning objectives:
  • 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
Course prerequisites
enrollment in full master degree master
Examination
Strategy Execution:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Case based assignment
Duration 48 hours to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Spring
Make-up exam/re-exam
Same examination form as the ordinary exam
* if the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Danish:
*Har en studerende ikke bestået den ordinære eksamen, skal fagansvarlig bestemme om den studerende skal indlevere et revideret produkt eller et nyt produkt.
Description of the exam procedure

For the exam, students will be provided with a case similar to the ones discussed during the course
Course content, structure and pedagogical approach
 

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. 

 
Description of the teaching methods
This course is taught in Harvard-style case method, which involves energetic class discussion and interaction.

In addition to case discussions, video lectures from the online course "Strategy Implementation" will be used: https:/​​/​​www.coursera.org/​​learn/​​strategy-implementation and complemented by occasional in-class lectures.

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.
Feedback during the teaching period
In in-class case discussions, which take up the bulk of the course, feedback is provided continuously during the case analysis, partly by the instructor and partly by peers with the instructor facilitating peer-to-peer discussion. The course also includes a mock exam where feedback is provided both by peers and the instructor.
Student workload
class teaching 33 hours
preparation for class and preparation for exam 170 hours
Expected literature
Expected literature

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

 



 

 
Last updated on 11-02-2019