The challenge of Strategic management is to be able to understand complex issues facing organizations and develop capabilities for long-term organizational success. An understanding of the principles and practice of strategy is not just the concern of top managers, but essential for different levels of management. The program introduces basic concepts, frameworks and methodologies to explain competitive advantages and to reinforce this theory/practice link. The objective is to allow Managers to apply concepts and theories to practical situations and to build their own ideas in this concern.
This program allows Strategic managers to keep up to date with the developments in the Strategic management field.
I. Introduction to the Strategic management:
a. Evolution of the Strategic management,
b. Definition of the Strategic management,
c. Nature of the Strategic Decisions,
d. Different contexts of the Strategic management.
II. Overview on Schools of the strategic management (Henry Mintzberg):
a. The Design School – Strategy formation as a Process of Conception,
b. The Planning School – Strategy formation as Formal Process,
c. The Positioning School – Strategy formation as an Analytical Process,
d. The Entrepreneurial School – Strategy formation as a visionary process,
e. The Learning School – Strategy formation as an emergent process,
f. The Cultural School – Strategy formation as a collective process,
III. The external environmental scanning:
a. Macro environment (PESTEL analysis),
b. Industry environment analysis (porter’s competitive strategy ),
c. Industry matrix,
d. External factors summary analysis (EFAS).
IV. The internal environmental scanning (Organization analysis):
a. Corporate resources and capabilities,
b. Value chain analysis,
c. Organization structure,
d. Organization culture,
e. Internal factors summary analysis (IFAS).
V. Distinctive competencies:
a. Core competencies,
b. Critical success factors (SFAS).
c. SWOT analysis.
VI. Strategic alternatives:
a. Corporate level strategies,
b. Business Level Strategy, (Competitive Strategies).
c. Blue ocean strategy versus Red ocean strategy,
d. Strategy formulation.
VII. Putting the strategy into action:
a. Vision, mission, goals, objectives, programs, policies and procedures.
b. Balanced score cards.
c. Structure driven by strategy,
d. Cultural changes and change management.
VIII. Evaluation and control:
a. Five-step feedback model.
b. Balanced scorecard approach <Key performance measures >.
c. Guide for evaluating an implemented strategy.
d. Using the strategic audit tool to evaluate corporate performance.
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