BIK 2951 Strategy in Practice
BIK 2951 Strategy in Practice
A well-developed strategy is essential for a company to survive in the future. Strategy puts the company's resources and activities in a system and sharpens its competitiveness. With the rapid development of the environment, it is important to incorporate an ability to adapt to new requirements. Strategy is linked to the holistic development of an organization to ensure long-term competitive advantages.
Strategy in practice is a course that describes and discusses strategy and provides an understanding of how leadership and strategy are described and applied in today's rapid development. Through theories and analytical models in strategy, insight is given into diverse ways to work with strategy in practice.
Finally, challenges for strategy such as pervasive digitalization, changing forms of collaboration and organizational methods are discussed, also innovative industries, for example in the experience industry, the media industry, and the public sector.
The students will acquire insight into and knowledge of what lies in the concept of strategy. This lies in both knowing the theoretical basis and how strategic theory and model tools are converted into practice. This means understanding that leading or participating in strategic processes is part of a complex and holistic interaction that means that there is no easy solution to what strategy is and how it can be exercised. The strategy field requires interdisciplinary insight and understanding, and clarification of dilemmas. It will be demonstrated clearly in this course. In addition, great emphasis is placed on fact-based and systematic analysis.
The students should be able to analyze a strategic situation and apply relevant models and theories of strategy to the chosen and assigned issues/assignments and cases. Relevant theories shall be applied to real and realistic issues concerning strategy both theoretically and practically. These are sourced from the participants' own companies/enterprises for them to be as practice oriented as possible.
The students should be able to understand and reflect on the consequences of strategy in their own organization and practice with an integrated approach, which in addition to the business and interpersonal, should consider ethical dimensions such as sustainability and corporate social responsibility.
Introduction
Strategy - from long-term planning to strategic planning
The three cornerstones of the strategy - analysis, choice, and implementation.
Analysis -
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Theoretical platforms (Product/market matrix)
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Traditional and newer definitions
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Business models and value configurations
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Task and resource analysis
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Digitalization and technological understanding
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External analysis - data capture and interpretation
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Clusters and networks
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Competitive analysis - industries and competition profiles
Internal analysis and competitive advantage
Strategy choices
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Organic development
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Mergers and acquisitions
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Alliances and clusters
Risk assessments
Strategic implementation
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Good and bad strategy
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Sustainable development
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Employees' views on strategy - stakeholder analyses
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Cultural conditions and trail addiction
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Process for strategic implementation
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Digital strategy and sharing economy
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Strategy in various industries and enterprises
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Scorecards
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Strategic maps, projects, and milestones.
The course consists of several teaching methods such as webinars, lectures, literature studies, preparations, student presentations and discussions, as well as various forms of use of digital resources. There will be sessions of lectures related to the main elements of the course. Digital learning resources and supervision will be integrated into the course.
The course ends with the submission of a project assignment. This is a written assignment that in groups of up to 3 people will shed light on a strategic problem and promote a proposal for strategic development in practice.
In BI's further education programs at BI Executive, it is a mutual requirement for the student and course coordinator to involve the student's experience in planning and carrying out courses, modules, and programs. This will be that the student has the right and obligation to engage in his/her own knowledge and relevant experience.
In all BI Executive courses and programs, there is a mutual requirement for the student and the course responsible regarding the involvement of the student's experience in the planning and implementation of courses, modules and programmes. This means that the student has the right and duty to get involved with their own knowledge and practice relevance, through the active sharing of their relevant experience and knowledge.
The course is part of the SLM course series, Strategy in Practice, which consists of SLM courses SLM 5001 Strategic Analyses, SLM 5002 Strategic Choices and Business Models, and SLM 5003 Strategic Implementation. The courses are based on the course BIK 2951 Strategy in Practice, 7,5 ECTS. If you have completed three courses from the same SLM course series and meet the admission requirements for taking the exam at BI, you can take an exam within that course series, which gives a total of 7.5 credits.
Higher Education Entrance Qualification
Disclaimer
Deviations in teaching and exams may occur if external conditions or unforeseen events call for this.
Higher Education Entrance Qualification
Disclaimer
Deviations in teaching and exams may occur if external conditions or unforeseen events call for this.
| Assessments |
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Exam category: Submission Form of assessment: Written submission Weight: 100 Grouping: Group/Individual (1 - 3) Duration: 1 Semester(s) Exam code: BIK 29511 Grading scale: ECTS Resit: Examination when next scheduled course |
| Activity | Duration | Comment |
|---|---|---|
Teaching | 32 Hour(s) | |
Webinar | 16 Hour(s) | |
Examination | 72 Hour(s) | |
Prepare for teaching | 20 Hour(s) | |
Student's own work with learning resources | 60 Hour(s) |
A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 7,5 ECTS credit corresponds to a workload of at least 200 hours.