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2023/2024  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)
Main academic disciplines
  • Globalisation and international business
  • Leadership
  • Strategy
Teaching methods
  • Blended learning
Last updated on 01-12-2023

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 and leverage major components of strategy implementation, including leadership, communication, culture
  • Suggest measurements for strategy implementation
  • Account for international aspects in strategy implementation
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved (see section 13 of the Programme Regulations): 1
Compulsory home assignments
Each student will work on one of eight proposed case studies, which will be discussed during the course. Students must subsequently give an individual, oral class presentation on the case study. Students are to upload their case assignment to Canvas no later than on the day of their presentation. Furthermore, the case assignment must be uploaded to Digital Exam no later than the last day of the course.

Oral presentations etc.
During the 8 weeks of the course, students must give an individual, oral class presentation based on the case study mentioned above.
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
Release of assignment The Assignment is released in Digital Exam (DE) at exam start
Duration Written product to be submitted on specified date and time.
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, operational strategies, 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 early/mid January 2024.

 

Written exam hand-in April 2024.

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. 

 

Iansiti, M., Lakhami, K.R. (2020). ”Competing in the Age of AI.” Harvard Business Review, 98(1), 61-67.


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

 

Johanson, J., Vahlne, J.E. (200). ”The Uppsala internationalization process model revisited.” Journal of International Business Studies 40, 1411-1431.


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

 

Krippendorff, K., Rivera, A. (2004). “Building creative strategies with patterns.” Harvard Business Review (Latin America), March 2004, 3-10.

 

Lafley, A.G., R.L. Martin, J.W. Rifkin, and N. Siggelkow (2012). “Bringing Science to the Art of Strategy.” Harvard Business Review, 90(9), 56-66.

 

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. 


Quackenbos, D., Ettenson, R., Roth, M.S., Auh, S. (2016). “Does Your Company Have What It Takes to Go Global?” Harvard Business Review Digital Archies (2016 April 2), 2-6.


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 01-12-2023