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2020/2021  DIP-DIBUO1003U  Strategy Implementation

English Title
Strategy Implementation

Course information
Language English
Course ECTS 10 ECTS
Type Mandatory
Level Graduate Diploma
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for Graduate Diploma in Business Administration (part 2)
Course coordinator
  • Max von Zedtwitz - Department of International Economics, Goverment and Business (EGB)
  • Nicolai Pogrebnyakov - Department of International Economics, Goverment and Business (EGB)
Main academic disciplines
  • Globalisation and international business
Teaching methods
  • Blended learning
Last updated on 14-12-2020

Relevant links
Learning objectives
After completing the course, the participants will be able to:
  • Suggest an implementation plan for a given strategic initiative
  • Evaluate strengths and weaknesses of pursuing a specific implementation initiative
  • Identify major components of strategy implementation, including leadership, communication, cultur
  • Suggest measurements for strategy implementation
  • Account for international aspects in strategy implementation
Examination
Strategy Implementation:
Exam ECTS 10
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration 2 weeks 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
Course content, structure and pedagogical approach

Sound strategic plans often underperform in practice because of the lack of consideration put into the implementation process. The course systematically reviews challenges arising in the process of executing strategy and approaches to resolving these challenges. Topics discussed in this course include formulation of goals and metrics, aligning strategy with organizational structure and culture, the role of leadership in implementation and international aspects of strategy execution. The course is taught in a combination of case discussions, lectures and group work. 
Description of the teaching methods
Course content will be delivered using the following learning approaches:

● Case studies
● Simulations
● Group work
● Lectures
Feedback during the teaching period
Participants will receive feedback throughout the course in a variety of formats. Those who actively contribute to case discussions will receive direct feedback on their input from the instructor and their peers, which is customary in case teaching. Presentations by participants will also receive feedback, as will courses of action taken during simulations. At any point in the course participants will also be welcome to solicit feedback from the instructors.
Student workload
Lectures 48 hours
Written exam 25 hours
Further Information

This course begins in week 3/2021.

 

Written exam hand-in i week 14/2021.
Expected literature

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. 


Crittenden, V. L. and Crittenden, W. F. (2008). “Building a capable organization: the eight levers of strategy implementation.” Business Horizons, 51(4), 301—309. 


Gans, J., Scott, E.L., & Stern, S. (2018). “Strategy for Startups.” Harvard Business Review, 96(3), 44-51. 


Ghemawat, P. (2001). “Distance still matters: the hard reality of global expansion.” Harvard Business Review, 79(8), 137—147. 


Immelt, J. R., Govindarajan, V., & Trimble, C. (2009). “How GE is disrupting itself.” Harvard Business Review, 87(10), 56–65. 


Kaplan , R. S. and Norton, D. P. (1996). “Using the balanced scorecard as a strategic management system.” Harvard Business Review, 74(1), 75—85. 


Neilson, G. L., Martin, K. L. and Powers, E. (2008). “The secrets to successful strategy execution.” Harvard Business Review, 86(6), 60—70. 


Nohria, N., Joyce, W. and Roberson, B. (2003). “What really works.” Harvard Business Review, 81(7), 42—52. 


Raisch, S. and Birkinshaw, J. (2008). “Organizational ambidexterity: antecedents, outcomes, and moderators.” Journal of Management, 34(3), 375—409. 


Schein, E. H. (1990). “Organizational culture.” American Psychologist, 45(2), 109—119. 


Sull, D., Homkes, R. and Sull, C. (2015). “Why strategy execution unravels — and what to do about it.” Harvard Business Review, 93(3), 57—66. 
Last updated on 14-12-2020