MBA 5303 Corporate

1,722 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,722
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
22
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

MBA 5303 Corporate

  1. 1. MBA 5303 Corporate & Business Strategy Spring 2009 Professional MBA Program William S. Spears School of Business Oklahoma State University Instructor: Dr. Steven C. Griggs, Adjunct Professor of Management Contact Information: Office: 320 Business Telephone: (405) 744- 5201 Fax: (405) 744-5180 Email: steven.griggs@okstate.edu Desire2Learn: http://oc.okstate.edu Office Hours: By appointments in the Desire2Learn main chat room on Saturdays 9:00 - 12:00 pm. Administrative contact: Alvina Shearer, Program Specialist, Distance Learning at cepd@okstate.edu or call 1-866-678-3933 or 405-744-4054 Course Prerequisites Admission to MBA program or consent of the director. Key issues in formulating and implementing business and corporate strategies. The orientation of top management and diagnosis of what is critical in complex business situations and realistic solutions to strategic and organizational problems. Course Objectives This is an overview course on business strategy and competition. It is not designed to cover all of the aspects of organization that affect firm strategy and performance, but rather is designed to introduce students to some of the core concepts and analytical tools used in strategic analysis. Since strategic analysis is inherently complex decision-making under conditions of risk and uncertainty, a portion of the class will also focus on some of the pitfalls and issues in making complex and uncertain decisions. Specifically, the course will focus on three broad areas: • industry and competitive analysis • how firms develop and sustain competitive advantage over time • complex decision-making under conditions of risk and uncertainty
  2. 2. To help you achieve the above objectives, and to help hone your strategic judgement, we will use a combination of pedagogical approaches: (1) class lecture on key theoretical concepts, tools, and management approaches to strategy and their application in organizations; (2) class discussion of aforementioned topics via threaded discussion on the class Desire2Learn; (3) written analyses and discussion via Desire2Learn of complex business cases; and (4) a strategic business simulation. There is a lot of emphasis on learning by doing. The more you put into this course, the more you get out of it. Through the cases and strategic simulation you will be exposed to a variety of strategic situations, and these situations will allow you to use your knowledge, talents, judgements, and skills. By their very nature, the cases and simulation are very ambiguous. Problems are multifaceted and there are typically no “right” answers. Text and Supplemental Materials Grant, Robert M. 2007. Contemporary Strategy Analysis, 6th Edition, Blackwell Publishing: Malden, MA StratSimManagement: The business strategy simulation. Interpretive Software: Charlottesville, VA. Harvard Business School Publishing online cases http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=cp&c=c22166 HBS Online Cases to be purchased are: 1) The US Airline Industry in 1995 2) Cola Wars Continue: Coke and Pepsi in the Twenty-First Century 3) Wal-Mart Stores in 2003 4) Matching Dell 5) Apple Computer 2005 6) GE’s Two-Decade Transformation: Jack Welch’s Leadership 7) Nucor at the Crossroads 8) British Satellite Broadcasting vs. Sky Television 9) IKEA Invades America 10) Innovation Corrupted: The Rise and Fall of Enron 11) Pfizer Inc: Building an Innovation Center 12) Innovation at HP: The Role of the Innovation Program Office Class Desire2Learn online readings and business cases. Grant Cases Provided on Website 1) Harley-Davidson, Inc., February 2004 2) Richard Branson and the Virgin Group of Companies in 2004 Desire2Learn There is a class website available at http://oc.okstate.edu. Use your okey username and password Contact the IT HelpDesk at (405) 744-4357 for log-in troubleshooting
  3. 3. Desire2Learn will be the primary means of communicating outside of class. You will find the syllabus, announcements, assignments, and other information on the class website. We will also use the Desire2Learn to continue class topic discussions outside of class. Evaluation Class participation (open Desire2Learn discussions) – 10% Pre-StratSim Quiz – 0% (will be used in assessing your contribution to StratSim effort) Midterm Exam – 20% Team Activities: Case Studies – 10% StratSim – 50% StratSim performance: 50% StratSim report: 40% StratSim learning notebook: 10% Final Exam – 10% A 100-90 B 90-80 C 80-70 D 70-60 F < 60 The class policy is no makeup exams or class assignments. If for an excused reason you miss assignment due dates, consideration will be give toward your final grade. I reserve the right to adjust borderline grades in the student’s favor in exceptional circumstances. The simulation and team projects are a majority of the grade in this class. However, students failing the midterm or final will not be awarded any points for the team project. So do not treat the midterm and final lightly. Class Participation Because much of this course is based on readings and case analyses, your active participation in threaded discussions on Desire2Learn is considered very important in this class. Preparation of the assigned readings and cases are essential. Participation will be assessed both objectively (i.e. count of postings) and subjectively (quality of postings) via your postings to threaded discussions on Desire2Learn. Be aware that quantity cannot make up for quality. I will post threaded discussion questions for the cases, but it is your responsibility to raise questions and discuss the readings and lecture material. Threaded discussions are expected to last up to a week and start on the day specified in the syllabus. Some of the specific things that have an impact on effective participation and on which you will be graded include: - Are the points you make relevant to the discussion? Are they linked to the comments of others and to the themes that the class is exploring together?
  4. 4. - Do the comments add to our understanding of the situation? Are they incisive? Do they cut to the core of the problem? - Is there a willingness to challenge the ideas that are being expressed? - Is there a willingness to test new ideas, or are all comments “safe” (such as repetition of case facts without analysis or conclusions, or of a comment already made by someone). - Does the participant integrate material from past classes or the readings where appropriate? Do the comments reflect cumulative learning over the course, or does the participant merely consider each case in isolation. Team Activities and Structure You will be divided into teams for two major activities (1) Business Case Analyses and (2) Industry competitive computer game (StratSim Management). The teams will be a nominal 6 person group chosen by the instructor. All team members will participate in all group activities, mainly business case analyses. Your teammates will be grading you on your performance so participation is mandatory. Each team will be divided into two teams of three, nominally, for the StratSim Management Simulation exercise. However, you will not be competing against your teammates from the group of six. The simulation will have two universes (1) and (2). You will be assigned a different company in separate universes. As a result, you should use your other teammates from the larger group of six as consultants, especially if they have expertise in business concentrations different than your own. Each team activity will have a different group leader; see Peer Evaluations in this syllabus. There will be a leader of each car company who is responsible for leading the team of three during the simulation and for evaluating another team’s presentation for the StratSim simulation results. The four other leadership positions will be for the Business Case analyses exercises, see syllabus. It is recommended that you chose your leaders wisely. The most capable leaders should be leading the StratSim simulation. The first two Business Case analyses are more in depth than the latter two. Team Case Analyses and Case Preparation Part of your grade is participating in Business Case Analyses and reporting with your team. Harvard Business School Cases will be used in the team Business Case Analyses. You can purchase the Harvard Business Cases online and should read them prior to the beginning of the team activity. Remember your teammates will be providing feedback on your participation. The cases to be purchased for team case analyses are as follow. 1) The US Airline Industry in 1995, Harvard Case Set 2) Cola Wars Continue: Coke and Pepsi in the Twenty-First Century, Harvard Case Set 3) Wal-Mart Stores in 2003, Harvard Case Set 4) Matching Dell, Harvard Case Set 5) Apple Computer 2005, Harvard Case Set 6) Innovation at HP: The Role of the Innovation Program Office 7) GE’s Two-Decade Transformation: Jack Welch’s Leadership, Harvard Case Set 8) Pfizer Inc: Building an Innovation Center
  5. 5. These are to be no more than 5 single-spaced pages and due two weeks after assigned, see syllabus for due dates by 10:00 AM. Late cases will be penalized. These case summaries should identify the nature of the strategic situation and make brief recommendations about how the firm should react. It’s not easy to fit a rigorous analysis into such a short space but this is what executives typically demand. A good starting point is look at the case discussion questions and analysis requirements provided on the class Desire2Learn. These are general questions and analyses that should help you begin to organize your thoughts for the case, and will form the basis of the case discussion in class. Case Preparation I have provided a set of questions for each case on the class Desire2Learn. You should write out answers to the case questions and assignments in preparation for Desire2Learn discussion. Be prepared to justify your ideas in terms of solid logic, experience, frameworks, or analytical tools. You should work the case as if your job depends on it. (In some ways your current job as a student does depend on it.) Finally, don’t use sources other than the case for substantive information. Midterm Exam The midterm exam will cover the material discussed in class up until the exam date. Since you will have started the simulation, questions from the simulation are also possible. The exam is essay, although I reserve the right to change the exam format. It is open book and must be returned to the instructor by 4:00 PM on the day specified in the schedule below. Final Exam The final exam covers all material throughout the semester and concentrate on the decision making skills that you have developed while taking this course. The exam will most likely be an essay, although I reserve the right to change the exam format. The exam will open book and must be returned to the instructor by 4:00 PM on the day specified in the schedule. StratSim & StratSim Performance StratSim is a computer simulation composed of several companies competing against each other in the automobile industry. Your group will comprise the top management team of a company in this industry and will be responsible for all company business decisions. Even thou this simulation has an uneven start, any car company can be a winner with the right strategy. Make sure you have a strategy and stick with it. At the same time, realize when you have to adapt your strategy due to the uncertainties of imperfect information—you do not know what you competitors are doing. Use all the tools that are available in the simulation to assess the industry, your competitors, your product placement and freshness, inventory management, profitability, and capital structure.
  6. 6. StratSim Report Each team is required to write an end of simulation report. It will be due near the end of the semester. It should be concise and objective as to your team’s performance in managing a car company. Length of the report should be approximately 10 pages, length will vary depending on the number of decisions. Allocations should be approximately one page intro, one page each for each decision period, and one page summary, which should be a reflection of your good and bad decisions and objective reasoning behind expectations versus reality. Your final report will be written to the chairman of the board of your car company. The chairman will review it looking at the decisions you made and the performance you obtained with those decisions. He will be looking at your decisions from the beginning of the simulation until the end. Have you learned from your mistakes? Are you performing better over time? Are your decisions good ones even in an uncertain world? Are your decisions rational, integrated, traceable, and defendable? The report should be concise and, just like we covering in class, you should approach each decision with the following process. (1) Analysis of the economy (2) Industry analysis (3) Competitor analysis (4) Resource analysis (5) Opportunity analysis (market research, gut feeling, ….) (6) Strategy to capitalize on opportunity (Segmentation, low cost, differentiation) (7) Decisions that support strategy a. Product center usage b. Models upgrades & new c. Market research d. Production levels e. B2B or not f. Dealerships relationships g. Advertising h. Technology (8) Pro-forma analysis (9) Real performance analysis Learning Notebook Once the strategic simulation begins, your team should begin keeping a learning notebook after each decision. The notebook is a place for you to record your thoughts about the concepts we are discussing and is a place for you to keep track of your decisions and why you made them. The notebook should contain your impressions of what we discuss in class and how it pertains to the simulation. The best notebook entries are those in which a team applies class concepts to the strategy formulation process as it unfolds in the strategic simulation. DO NOT SIMPLY RESTATE THE DECISIONS YOU MADE. Each notebook entry will be evaluated based upon the clarity, thoroughness, insight, and relevance of the entries.
  7. 7. Your learning notebook is to help you save all of your decisions over time and learn from them. It also should contain the rational, integrated, traceable, and defendable decision making process. It is your performance plus decision making that determines your final grade for the simulation. Lucky guessing does not count. Justify your decisions. Peer Evaluations Each Team will select a team leader for each team assignment. All team members must be a team leader at least once. The group will evaluate the leadership capabilities of the team leader for each team assignment. I would recommend that your group strategize the leadership positions and select your best leader candidate for the leadership role of the simulation. Your individual grade on all group assignments will be adjusted based upon your group’s evaluation of your contribution. In other words, your grade will be the group grade plus or minus the peer adjustment. The evaluation is a zero-sum exercise –all members of the group cannot get grades above the group grade. However, if people generally pull their weight or there is broad agreement about who put in time in effort, all group members will get the same grade. Evaluation forms for per review and leadership review will be posted on the Desire2Learn Class site. Individuals receiving an overall evaluation of “0” will automatically receive a failing grade for the assignment. University Policy Drop Policy See the most recent OSU catalog at: http://www.okstate.edu/registrar/AcademicCalendarSpring06.html Academic Integrity As a reminder, the University has a policy on academic honesty. You are expected to abide by the procedures set forth in the document in all matters pertaining to this course. For more information, please go to: http://www.okstate.edu/ucs/integritystudent.html Special Accommodations for Students Any student in this course who has a disability that may prevent him or her from fully demonstrating his or her abilities should contact the instructor as soon as possible, so we can discuss accommodations necessary to ensure full participation and facilitate your educational opportunity. For more information about OSU Student Disability Services, please go to: http://www.okstate.edu/ucs/stdis/
  8. 8. Schedule and Assignments This schedule should not be viewed as absolute. I reserve the right to add or delete from this schedule. Changes may be necessary to accommodate time and other constraints. You will receive additional scheduling information with regard to the StratSim simulation at a later date. Discussion questions for each case can be found on the class Desire2Learn. The chapter and Desire2Learn reading assignments should be viewed as supplemental to the class lecture materials and online discussions. Time constraints also make it impossible to cover each topic in every chapter in great detail. You are, nonetheless, responsible for the material. If you have questions about material not covered, please post them to a threaded discussion on Desire2Learn. Note: Supplemental readings are not required for this course, but are provide for students that desire to delve further into the subject. January 13 Lecture: 1 ⇒ Introduction ⇒ Essential Team Behaviors (PAEI Theory) ⇒ Chapter 1: Introduction “What is Strategy” ⇒ Writing to Win Reading Material: ⇒ Text Chapters 1: Introduction “What is Strategy” ⇒ Desire2Learn readings: “Crafting Strategy”, HBR Jul-Aug 1987 “What is Strategy”, HBR Nov-Dec 1996 “Is Strategy a Bad Word”, MIT Sloan Winter 2006 “Moments of Greatness”, HBR Jul-Aug 2005 Assignments: ⇒ Complete “Group Expectations” form by next week’s class date. Group Assignments are on Desire2Learn ⇒ Purchase StratSim Management ASAP, Read the Student Manual Supplemental Reading Material (for those interested in learning more): “How To Lead a Self-Managed Team”, MIT Sloan Summer 2004 “The Elements of a Clear Decision”, MIT Sloan Winter 2006 January 20 Lecture: 2 ⇒ Chapter 2: Goals, Values, and Performance ⇒ Introduction to Real Options ⇒ Chapters 3: Analysis of Industry and Competition Reading Material: ⇒ Chapters 2: Goals, Values, and Performance ⇒ Chapters 3: Analysis of Industry and Competition ⇒ Desire2Learn readings: “Investment Opportunities as Real Options: Getting Started on the Numbers”, HBR Jul-Aug 1998
  9. 9. “How Real Options Theory Can Improve Your Decision Making”, Harvard Management Update Jan 2001 Assignments: ⇒ Desire2Learn Open Threaded Discussion: Nucor at the Crossroads, Harvard Case Set ⇒ Team Case Study (1): due in two weeks (both cases are required for this assignment) The US Airline Industry in 1995, Harvard Case Set Cola Wars Continue: Coke and Pepsi in the Twenty-First Century, Harvard Case Set Due: ⇒ Completed “Group Expectations” form January 27 Lecture: 3 ⇒ Chapters 4: Analysis of Industry and Competition ⇒ Introduction to Game Theory ⇒ Having a Strategy Reading Material: ⇒ Chapters 4: Analysis of Industry and Competition ⇒ Desire2Learn reading: “How to Map Your Industry’s Profit Pools”, HBR May-Jun 1998 “The Right Game: Use Game Theory to Shape Strategy”, HBR Jul- Aug 1995 “Competitive Cognition”, MIT Sloan Sum 2005 “Making Judgment Calls”, HBR Oct 2007 Assignments: ⇒ Pre-StratSim Management Quiz due 2/2 ⇒ Your Teams StratSim Strategy due 2/2 February 3 Lecture: 4 ⇒ Chapter 5: Analyzing Resources and Capabilities ⇒ Introduction to StratSim Management Reading Material: ⇒ Chapter 5: Analyzing Resources and Capabilities ⇒ Desire2Learn reading: “Competing on Resources”, HBR Jul-Aug 1995 “Rapid-Response Capability in Value-Chain Design”, MIT Sloan Win 2002 “Introduction to StratSim Management”, Interpretive Simulations Assignments: ⇒ Desire2Learn Open Threaded Discussion: British Satellite Broadcasting vs. Sky Television, Harvard Case Set ⇒ StratSim Management Decision 2 due 2/9 by 11:00 AM The reason we are starting with Decision 2 is that StratSim has to be run for one decision to give you a history (this has already been done). You can tell which decision it is by looking in the header banner of the window when you are in the software.
  10. 10. Due: ⇒ Team Case Study (1) February 10 Lecture: 5 ⇒ Chapters 7 and 8: The Nature and Sources of Competitive Advantage; and Cost Advantage Reading Material: ⇒ Chapters 7: The Nature and Sources of Competitive Advantage ⇒ Chapters 8: Cost Advantage ⇒ Desire2Learn readings: “The 12 Different Ways for Companies to Innovate”, MIT Sloan Spring 2006 “With Friends Like These; the Art if Managing Complimentors”, HBR Sept 2006 “The Past and Future of Competitive Advantage”, MIT Sloan Winter 2001 Assignments: ⇒ StratSim Management Decision 3 due 2/16 by 11:00 AM Supplemental Reading Material (for those interested in learning more): “Achieving Full-Cycle Cost Management”, MIT Sloan Fall 2004 February 17 Lecture: 6 ⇒ Chapters 9: Differentiation Advantage Reading Material: ⇒ Chapters 9: Differentiation Advantage ⇒ Desire2Learn readings: “Creating New Market Space”, HBR Jan-Feb 1999 “Value Innovation: The Strategic Logic of High Growth”, HBR Jul- Aug 2004 Assignments: ⇒ Desire2Learn Threaded Discussions: Case: IKEA Invades America, Harvard Case Set ⇒ Team Case Study (2): due in two weeks (both cases are required for this assignment) Wal-Mart Stores in 2003, Harvard Case Set Matching Dell, Harvard Case Set ⇒ StratSim Management Decision 4 due 2/23 by 11:00 AM February 24 Lecture: 7 ⇒ Chapter 6: Organization Structure and Management Systems ⇒ Theory of Constraints for Organizational Process Improvement Reading Material: ⇒ Chapter 6: Organization Structure and Management Systems ⇒ Desire2Learn readings: “The Leaders New Work: Building Learning Organizations”, MIT Sloan Fall 1990 “The Limits of Structural Change”, MIT Sloan Fall 2003 Assignments:
  11. 11. ⇒ StratSim Management Decision 5 due 3/2 by 11:00 AM Supplemental Reading Material (for those interested in learning more): “Building an Effective Global Business Team”, MIT Sloan Sum 2001 March 3 Mid-term Exam due March 10 @ 4:00 PM Due: ⇒ Team Case Study (2) March 10 Lecture: 8 ⇒ Chapter 10: Industry Evolution ⇒ Chapter 12: Competitive Advantage in Mature Industries ⇒ Economic Cycle Fundamentals Reading Material: ⇒ Chapter 10: Industry Evolution ⇒ Chapter 12: Competitive Advantage in Mature Industries ⇒ Desire2Learn readings: “How Industries Change”, HBR Oct 2004 “The Art of Making Smart Big Moves”, MIT Sloan Win 2006 Assignments: ⇒ Desire2Learn Threaded Discussions: Harley-Davidson, Inc., February 2004, Grant ⇒ StratSim Management Decision 6 due 3/23 by 11:00 AM March 17 SPRING BREAK March 24 Lecture: 9 ⇒ Chapter 11: Technology-Based Industries and the Management of Innovation ⇒ Management of Innovation Fundamentals (Corp Entrepreneurship) Reading Material: ⇒ Chapter 11: Technology-based Industries and the Management of Innovation ⇒ Desire2Learn readings: “Disruptive Technologies: Catching the Wave”, HBR Jan-Feb 1995 “The Challenges of Innovating for Sustainable Development”, MIT Sloan Fall 2003 “Beyond Better Products: Capturing Value in Customer Interactions”, MIT Sloan Sum 2002 “Reducing the Risks of New Product Development”, MIT Sloan Winter 2006 Assignments: ⇒ Team Case Study (3): due in two weeks (both cases are required for this assignment) Apple Computer, 2005, Harvard Case Set Innovation at HP: The Role of the Innovation Program Office, Harvard Case Set ⇒ StratSim Management Decision 7 due 3/30 by 11:00 AM Supplemental Reading Material (for those interested in learning more): “Strategic Management of Intellectual Property”, MIT Sloan Spring 2004
  12. 12. “Capturing the Real Value of Innovation Tools”, MIT Sloan Winter 2006 March 31 Lecture: 10 ⇒ Chapter 13: Vertical Integration and the Scope of the Firm ⇒ Chapter 14: Global Strategies and the Multinational Corporation ⇒ Globalization Fundamentals Reading Material: ⇒ Chapter 13: Vertical Integration and the Scope of the Firm ⇒ Chapter 14: Global Strategies and the Multinational Corporation ⇒ Desire2Learn readings: “The Competitive Advantage of Nations”, HBR Mar-Apr 1990 “Emerging Giants; Building World-Class Companies in Developing Countries”, HBR Oct 2006 “Managing the Differences: The Central Challenge of Global Strategy”, HBR March 2007 Assignments: ⇒ Desire2Learn Threaded Discussions: Richard Branson and the Virgin Group of Companies in 2004, Grant ⇒ StratSim Management Decision 8 due 4/6 by 11:00 AM Supplemental Reading Material (for those interested in learning more): “Achieving Excellence In Global Sourcing”, MIT Sloan Fall 2005 “Avoiding Lemons in M&A Deals”, MIT Sloan Spring 2005 April 7 Lecture: 11 ⇒ Chapters 15 and 16: Diversification Strategy and Managing the Multibusiness Corporation Reading Material: ⇒ Chapters 15 and 16: Diversification Strategy and Managing the Multibusiness Corporation ⇒ Desire2Learn readings: “Is It Real? Can We Win? Is It Worth Doing”, HBR Dec 2007 “10 Ways to Create Shareholder Value”, HBR Sept 2006 “To Diversify or Not to Diversify”, HBR Nov-Dec 1997 “From Competitive Advantage to Corporate Strategy”, HBR May- June 1987 Assignments: ⇒ Team Case Study (4): due in two weeks (both cases are required for this assignment) GE’s Two-Decade Transformation: Jack Welch’s Leadership, Harvard Case Set Pfizer Inc: Building an Innovation Center, Harvard Case Set ⇒ StratSim Management Decision 9 due 4/13 by 11:00 AM Due: ⇒ Team Case Study (3) Supplemental Reading Material (for those interested in learning more): “Lead from the Center: How to Manage Divisions Dynamically”,
  13. 13. HBR May 2001 April 14 Lecture: 12 ⇒ Chapter 17: Current Trends in Strategic Management ⇒ Innovation Driven Business Reading Material: ⇒ Chapter 17: Current Trends in Strategic Management ⇒ Desire2Learn readings: “Feed R&D – or Farm It Out”, HBR Jul-Aug 2005 “Managing Project Uncertainty: From Variation to Chaos”, MIT Sloan Winter 2002 “Charting a Path Toward Integrated Solutions”, MIT Sloan Spring 2006 Assignments: ⇒ StratSim Management Decision 10 due 4/20 by 11:00 AM Supplemental Reading Material (for those interested in learning more): “Keeping Trade Secrets Secret”, MIT Sloan Spring 2006 April 21 Lecture: 13 ⇒ Sustainability ⇒ Pitfalls in decision-making: Why strategies fail Reading Material: ⇒ Desire2Learn readings: “The Four Principles of Enduring Success”, HBR Jul-Aug 2007 “Leading Change: Why Transformation Efforts Fail”, HBR Jan 2007 “The Fundamental Dimensions of Strategy”, MIT Sloan Fall 2006 “Curveball: Strategies to Fool the Competition”, HBR Sept 2006 “The Tools of Cooperation and Change”, HBR Oct 2006 “Why Good Companies Go Bad”, HBR Jul-Aug 1999 “When a Turn Around Stalls”, HBR Feb 2002 Assignments: ⇒ Desire2Learn Threaded Discussions: Innovation Corrupted: The Rise and Fall of Enron, Harvard Case Set ⇒ StratSim Management Decision 11 due 4/27 by 11:00 AM Due: ⇒ Team Case Study (4) Supplemental Reading Material (for those interested in learning more): “Strategic Renewal for Business Units”, HBR Jul-Aug 1996 “The Art of Making Change Initiatives Stick”, MIT Sloan Sum 2005 April 28 Lecture: 14 ⇒ Summary of Semester Assignments: ⇒ Final Due by May 5 by 4:00 PM Due: ⇒ StratSim Report and Learning Notebook May 5 Final Due Rest of Life Think Strategically
  14. 14. Format for Case Summaries The case summaries should be 2 pages, with 12 point fonts, single-spaced. It is not easy to fit a rigorous analysis into such a short space. Graphics, tables, and bullets may help you to make points in the most concise way. In terms of content, your analyses should focus on identifying a specific problem in the case, undertaking an analysis of the problem, and making specific recommendations. I will be looking for you to emphasize the use of frameworks discussed in class as the basis for your analysis. Please do not simply restate the facts of the case. A case summary generally has three parts: 1. State the problem briefly and/or an overview of what you will be doing. Some cases do not have specific problems but rather are designed to have you apply specific frameworks or tools to understand the situation. 2. Cover major points from analysis that lead to your conclusions a. Little or no background needed. Try to imagine if you were doing this analysis for a client. The clients don’t need to read generic background on their own company. b. Overarching framework: Some problems involve complex analyses. If so, you should outline your analysis using the appropriate framework if one applies. Tables are often helpful to convey your analyses. 3. Recommendations a. Benefits and drawbacks: You should present the benefits and drawbacks for each recommendation. No recommendations are perfect. b. Don’t focus on the past: Your recommendations should examine what to do now (at the end of the case) and not what they should have done. Introduce each section with a brief statement telling the reader exactly what you will be doing so that the sections flow. Your case analyses must follow this format. Submitted cases that do not follow this format will be returned and not graded (i. e. a score of "0" will be recorded for the case).
  15. 15. Student Participation Summary Sheet This activity summary sheet identifies all other the deliverables that each student must provide the instructor in order to meet the requirements of this course. See above for details on each. Exams: Pre-StratSim Quiz Mid-Term (passing score) Final (passing score) Peer Review Evaluations Leader Rating of Team Members (for the project you are the leader of) Team Member Evaluation of Leader (evaluation of the leader for each project you are a participant) Team Rating of Other Team Members (evaluation upon completion of team projects) Team Evaluation Form (evaluation upon completion of team projects) Individual Projects Participation in Desire2Learn Discussions Team Projects StratSim Management Report & Learning Notebook StratSim Management Learning Notebook Group Case Studies

×