Subject description

This course focuses on corporate strategy analysis and how to build a corporate advantage. In this course we will examine the main theoretical frameworks and analytical tools that help top management to analyze, formulate strategies and make decisions at the corporate level. We will study the main decisions that define where the firm competes (e.g., diversification, vertical integration and internationalization) as well as decisions regarding the modes of entry (e.g., M&A and alliances).

Learning objectives

During the course students will be exposed to the analysis of complex management situations that require a multidisciplinary approach from the perspective of top management. Through the discussion of cases and related readings, the course focuses on corporate strategy analysis and how to build corporate advantage in our global economy. The main theories, models and tools within the field of strategy will be covered with a strong emphasis on its application to real settings. We will use the tools that help top management analyse the business environment, formulate strategies and make decisions at the corporate strategy level.

Our goal is to develop a winning strategy and to build a successful organization. This is a tough job. So let us begin with the most obvious fact: every organization is different. From this simple fact we can derive something quite useful for us as strategists:

• different firms in the same industry will have different strategies. Now let us ask why.
• A key reason is that the management teams evaluate differently the competitive environment and hence decide on different strategies. Yet success does not depend solely on selecting a winning strategy: the achievement of results depends as well on the effectiveness of management. We must ask ourselves why one firm builds a strong, adaptive organization capable of creating and responding to competitive strategy, while a second firm patches together an organization that stumbles from initiative to initiative.

To sum up, the course, which develops along five main blocks, aims at helping students:

• 1. To root the analysis of businesses in frameworks that will ease the identification of their key features. Students should be able to determine whether a business is attractive or not.
• 2. To conceive business strategies that may be applied to real life business. Students should be able to justify the merits of different strategic initiatives using the same kind of arguments that a manager would use.
• 3. To understand the sources of corporate advantage or disadvantage of a particular business. Students should be able to propose initiatives aimed at strengthening or developing resources and capabilities.

4. To understand when collaboration initiatives with other firms for specific projects can be convenient or dangerous for a company. Students should be able to implement strategic decisions, such as mergers, acquisitions and divestitures.

Subject description

“There is no alternative to digital transformation. Visionary companies will carve out new strategic options for themselves: those that don’t adapt, will fail.” Jeff Bezos, Amazon

Welcome to the transformative course, "Frontier Technologies for Strategic Change," where you will embark on a journey to gain a comprehensive understanding of the groundbreaking technologies shaping the future. This course goes beyond the surface, delving into the core principles and applications of key frontier technologies, including AI, Quantum Computing, AR/VR, Metaverse, Blockchain, and Web 3.0. Through insightful exploration, you will identify the potential impact of these technologies on diverse industries, unraveling their implications for organizational strategies.

In this dynamic learning environment, you will not only recognize strategic opportunities but also learn to critically assess the profound implications of frontier technologies. As you navigate the evolving landscape, you will evaluate the strategic implications on organizational processes, business models, and competitive landscapes. The course equips you with the skills to synthesize insights from different technologies and approaches, seamlessly integrating cybersecurity and neuroscience into your strategic toolkit. By fostering a deep understanding of these technologies, you will develop the ability to formulate comprehensive and integrated organizational strategies, or propose strategic scenarios and options, along with the rest of the courses from this Strategy and Transformation pathway.

Furthermore, strategic thinking takes center stage as you learn to align technological advancements with organizational goals, considering both short-term imperatives and long-term visions. The course takes advantage of your learnings in prior Innovation in a digital world, and Digital Transformation. Thus, it continues enhancing your knowledge on applied technology, and places a strong emphasis on leadership skills, recognizing the pivotal role of adaptive leaders in guiding organizations through the intricacies of change within the context of rapidly evolving frontier technologies. Be prepared to challenge your perspectives, engage in critical analyses, and emerge with the knowledge and skills needed to drive strategic change in the digital era.

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Learning objectives

To develop a Comprehensive Understanding of Frontier Technologies that will strategically transform companies in next years.

To identify the core principles, applications, and potential impact of these technologies on various industries and organizational strategies.

To identify and evaluate strategic opportunities presented by these technologies for innovation, efficiency, and market positioning.

To critically assess the strategic implications of frontier technologies on organizational processes, business models, and competitive landscapes.

To develop the ability to synthesize insights from different frontier technologies and capabilities (cybersecurity) to formulate comprehensive and integrated organizational strategies.

To apply strategic thinking to align technological advancements with organizational goals, considering both short-term and long-term perspectives.

to raise awareness about the social impact of technology and how it can enable a more diverse, inclusive and connected society.

To realize the needed leadership skills required to navigate organizational change in the context of rapidly evolving frontier technologies, addressing ethical, diversity and inclusion topics, along with the right governance and business decision making

Subject description

Multisided platforms, also known as two-sided or multi-sided markets, are economic structures that facilitate interactions between distinct user groups, creating value by connecting participants with complementary needs. These platforms serve as intermediaries, bringing together different parties to exchange goods, services, or information. The economic significance of multisided platforms lies in their ability to leverage network effects, where the value of the platform increases as more participants join. These dynamics foster a self-reinforcing cycle of growth, as attracting one group of users makes the platform more appealing to another. A classic example is credit card companies that connect merchants with consumers. The more merchants that accept a particular credit card, the more attractive it becomes for consumers to use that card, and vice versa. This interdependence enhances the platform's economic importance by creating a sustainable ecosystem that benefits all participants. This economic model has become integral to the complete reshaping of various industries, illustrating the power of multisided platforms in driving innovation, competition, and overall economic growth. However, getting this platform model right is not just a matter of growing eyeballs but the resulting of sophisticated and complex strategic dynamics. This course is about the strategies that affects platform value and platform competition.

Learning objectives

Managers of multisided platforms face a unique set of challenges that require strategic foresight and adaptability. The purpose of this course is to discuss the most important of these challenges including achieving and maintaining a delicate balance between the diverse user groups on the platform, managing network effects effectively, monetization, regulatory challenges and staying ahead of disruptive trends. The course also integrates issues of social impact management into the generic debate about company strategies.

Subject description

Charles Darwin made a famous quote: “It is not the strongest of species who survive, nor the most intelligent, but the ones more responsive to change.” One can argue that the same applies to global businesses, and as a result, companies increasingly have tonavigate uncertainty. Strategy is concerned with allocating resources (both human and capital) so as to maximize shareholder value. Companies also have to preserve legitimacy by satisfying a broad group of stakeholder in the markets in which they operate. For companies operating in the global business environment, this is a daunting task.

Scenarios are not ends in themselves but serve as a powerful means to envision and evaluate strategic options within a context of uncertainty. By constructing plausible future landscapes, scenarios provide a structured framework for companies to explore how they might proactively disrupt their own business models, products, or processes—before external forces compel them to do so. This self-disruption, guided by scenario thinking, enables organizations to anticipate change, experiment with new possibilities, and build resilience without resorting to disruptive actions that could alienate stakeholders or destabilize operations. The Strategic Foresight: Navigating Uncertainty course emphasizes that scenarios unlock the value of strategic flexibility—a dimension often overlooked by conventional strategy tools, which tend to focus on linear projections and static plans. Through scenario-based exploration, companies can cultivate the agility to adapt, pivot, and capture opportunities that emerge in volatile environments, ensuring they remain competitive and relevant in the face of evolving market dynamics.

Learning objectives

This course seeks to develop the following competencies:

• Gain an understanding of the frameworks, processes and methodologies used to explore the future
• Gain an understanding how companies achieve balance between being a “performance organization” and being a “learning organization” Gain practical experience in developing plausible alternative scenarios as the context for strategic option generation and resource allocation
• Gain practical experience in developing plausible alternative scenarios as the context for strategic option generation and resource allocation
• Learn how to think in systems - non-linear, feedback-rich complex systemsHow to anticipate the need for change: Explore ways to link scenario planning to strategic option generation and resource allocation (including real options)

Subject description

In this course, we will focus in particular on how to build and maintain successful organizations. We will take a close look at the most fundamental issue in management. Why does one business meet its objectives, while another, apparently equally strong, fails? Obviously, every organization is different and different firms in the same sector will choose different strategies when responding to the same competitive environment. So one question to consider is whether and how the choice of an appropriate strategy can make a difference in achieving success, particularly within a context of extreme dynamism, competitiveness and disruption.

Learning objectives

Solidify concepts around strategy definition and strategic planning as the basis for solid strategy execution, building on the foundation of earlier course work. Understand key lessons learned from both successful and unsuccessful organizations in executing strategy both in organic, as well as inorganic growth scenarios. Factors that affect strategy execution include, among others, organization structure and operating model (both present and desired), the influence of top-management and particularly the CEO, the company’s culture, its overall ability to cope with change, and mechanisms for measuring and managing performance and impact through the strategy execution lifecycle. Learn how to diagnose organizational problems in a structured fashion. Develop an understanding of methodologies and tools available to craft winning, implementable roadmaps for strategy execution.