This document outlines the agenda and content for Module 1.1 of the MGT 603 Engineering Strategy course. It introduces the facilitator, Dr. Anthos Yannakou, and provides an overview of the subject learning outcomes and assessment requirements. The content overview summarizes key concepts around what strategy is, the strategic process, and how strategies should be structured and managed. It also outlines the expectations for student preparation and participation.

1. 10/6/2023
MGT 603 Engineering Strategy
Module 1.1
Facilitator name: Dr Anthos Yannakou
Developed by Dr Anthos Yannakou, Unit Coordinator

3. • Welcome
• Introductions
• Expectations
• Subject overview
• Assessment overview
• Module 1.1 content overview
• Next week
• Conclusion
3
Agenda

4. 4
Introduction: facilitators and students

5. • Understand and conform with Torrens policies/procedures.
• Attend sessions or listen to the recordings every week.
• Make sure to review the “Referencing” guideline provided on Blackboard and
adhere to the advised guidelines when referencing.
• Please make sure to review the Academic Integrity Policies and Procedures as
soon as possible and be in touch in case you have further questions. Make
sure you tick the ‘Academic Integrity Checklist’ for students and note the policy
regarding Artificial Intelligence).
• Be a great student and team member.
5
Expectations of students

6. 6
Netiquette for online class

8. 8
What do you need to do to be successful in this subject?
• Engage with the material/resources on Blackboard every week.
• Prepare for and attend and engage in the weekly sessions. If you cant attend, let
me know and listen to the recording
• At the weekly sessions, ask questions, take part in discussions on important topics,
share experiences, and learn from one another.
• Start your assessments early.
• Make sure to complete all the learning activities on Blackboard such as the
Discussion Forums.
• Read all the readings as well as wider reading through the university library.
• Ask for feedback on assessments and implement constructive feedback/comments.

9. 9
Subject Learning Outcomes

10. 10

11. Module Topic
1.Strategic business planning
Strategy process and structure
Business planning
2. Innovation strategy and management
Innovation strategy development
Management of innovation
3. Technology and R&D strategy and
management
Technology strategy development
Technology and R&D management

12. Module Topic
4. Intellectual property protection in an
engineering context
Intellectual property introduction
Strategic management of intellectual property
(e.g. licensing)
5. Strategic integration and partnerships for
engineering organisations.
Intra-firm engineering strategic partnerships
and integration
Strategic alliances and partnerships
6. Globalisation engineering strategy and
management
Strategic options for global expansion of
engineering companies.
Global engineering strategy development.

13. 13
Assessments overview

14. 14
Safe Assign
• From 2021, Torrens University is using ‘SafeAssign’ on Blackboard.
• SafeAssign is a plagiarism prevention tool that allows your facilitator to check the
originality of an assessment submission.
• SafeAssign automatically conducts the check by comparing your assignment against
a database of other assignment submissions.
• When you submit your assessment, it will be automatically fed through SafeAssign.
• You will be allowed to review SafeAssign findings and resubmit until the due
date/deadline.

15. Module 1.1
Key Concepts:
• What is strategy?
• Wh is strategy important?
• What is the strategic process?
• How should strategies be managed and
structured?

16. 16
Overview of strategy,
https://www.youtube.com/watch?v=VcWI3WVXmFk

17. A company’s strategy is the coordinated set of actions that its managers take in order to
outperform its competitors to achieve superior profitability.
Strategy is all about how to:
• Outcompete rivals
• Respond to economic and market conditions and growth opportunities
Manage functional pieces of the business
• Improve the firm’s financial and market performance
17
What is strategy?
Thompson, AA, Peteraf, MA, Gamble, JE, Strickland, AJ 2020, Crafting and executing strategy, 22nd
edition, McGraw Hill

18. 1. Where are we now? Understand organisation, business environment, industry,
competitive conditions
2. Where would we like to be in the future? Create a vision for the organisation’s
future direction; develop vision, mission, core values
3. How are going to get there? Craft an action plan that will get us there- what
we should and should not do; set objectives
4. Develop supporting strategies that align with and support the organisational
strategy such as HR, finance, engineering
5. Continually monitor, assess, control, and correct- manage the process in a
flexible and continuous improvement manner
18
The strategy process

19. 19
The strategy process

20. 20
Strategic vision, mission, values
Vision: ‘Where do we want to be?
Mission: “Who are we, what do we do, and why are we here?
Values: “How do we want to behave in pursuing our vision and mission?

21. • Delineates management’s future aspirations for the business to its
stakeholders
• Provides direction
• Sets out the compelling rationale (strategic soundness) for the firm’s direction.
• Uses distinctive and specific language to set the firm apart from its rivals:
• Walmart: Saving people money so they can live better
• Apple: We believe that we are on the face of the earth to make great products
and that’s not changing
21
Strategic Vision

22. • Uses specific language to give the firm its own unique identity
• Describes the firm’s current business and purpose
• Should focus on describing the company’s business, not on “making a profit”—
earning a profit is an objective not a mission
• Amazon: Our mission is to continually raise the bar of the customer experience
by using the internet and technology to help consumers find, discover and buy
anything, and empower businesses and content creators to maximise their
success. We aim to be Earth's most customer centric company.
22
Strategic mission

23. • Values are the beliefs, traits, and behavioural norms that employees are expected to display in
conducting the firm’s business and in pursuing its strategic vision and mission
• Values become an integral part of the firm’s culture and what makes it tick when strongly
espoused and supported by top management
• Values, matched with the firm’s vision, mission, and strategy, contribute to the firm’s business
success
• Apple core values include “inclusion and diversity, education, accessibility, environment,
supplier responsibility and privacy.”
23
Strategic values

24. • After finalisation of the corporate strategic plan, supporting plans are then
developed. These could be business units or functions such as engineering,
HR, operations, finance
• The functional strategy defines the 'how', after corporate strategy has defined
the 'where' and business strategy the 'what’
• Functional level strategy is characterised by a strong emphasis on detail,
metrics and practicality. As a result, functional level strategy development
involves a much greater level of communication and feedback both vertically
and horizontally than strategy development at the corporate levels. This is key
to aligning functional strategies with the broader goals of corporate strategy
24
Strategy levels

25. 25
Strategy levels

26. • Go through Module 1.1 material, including readings
• Complete discussion forums for Module 1.1 and come prepared for a
discussion
• Read Assessment 1 and come with any questions
• Research and answer the questions on the following slides and come
prepared for a discussion
26
Preparation for next Week

27. Each student to choose, research a technical, or scientific, or engineering
organisation.
Identify and share with the class the organisation’s:
• Vision
• Mission
• Core values
27
Vision, mission, and values for a technical, scientific, or
engineering organisation

28. Listen to the following video, reflect on the following question and contribute to a
discussion in Session 2: How can ethics be incorporated in strategy?
28
Strategy and Ethics, https://www.youtube.com/watch?v=2trdgy5jG4M

29. 10/6/2023
10/6/2023
Week 1
Conclusion

30. 10/6/2023
MEM 603 Engineering Strategy
Module 1.2
Facilitator name:
Developed by Dr Anthos Yannakou, Unit Coordinator

32. • Welcome
• Subject overview
• Preparation for this week
• Summary Module 1.1
• Module 1.2 content overview
• Next week
• Conclusion
3
Agenda

33. Module Topic
1.Strategic business planning
Strategy process and structure
Business planning
2. Innovation strategy and management
Innovation strategy development
Management of innovation
3. Technology and R&D strategy and
management
Technology strategy development
Technology and R&D management

34. Module Topic
4. Intellectual property protection in an
engineering context
Intellectual property introduction
Strategic management of intellectual property
(e.g. licensing)
5. Strategic integration and partnerships for
engineering organisations.
Intra-firm engineering strategic partnerships
and integration
Strategic alliances and partnerships
6. Globalisation engineering strategy and
management
Strategic options for global expansion of
engineering companies.
Global engineering strategy development.

35. • Go through Module 1.1 material, including readings
• Complete discussion forums for Module 1.1 and come prepared for a
discussion
• Read Assessment 1 and come with any questions
• Research and answer the questions on the following slide, and come prepared
for a discussion
6
Preparation for next Week

36. Each student to choose, research a technical, or scientific, or engineering
organisation.
Identify and share with the class the organisation’s:
• Vision
• Mission
• Core values
7
Vision, mission, and values for a technical, scientific, or
engineering organisation

37. Listen to the following video, reflect on the following question and contribute to a
discussion in Session 2: How can ethics be incorporated in strategy?
8
Strategy and Ethics, https://www.youtube.com/watch?v=2trdgy5jG4M

38. Summary Module 1.1
Key Concepts:
• What is strategy?
• What is the strategic process?
• How should strategies be managed and
structured?

39. A company’s strategy is the coordinated set of actions that its managers take in order to
outperform its competitors to achieve superior profitability.
Strategy is all about how to:
• Outcompete rivals
• Respond to economic and market conditions and growth opportunities
Manage functional pieces of the business
• Improve the firm’s financial and market performance
10
What is strategy?
Thompson, AA, Peteraf, MA, Gamble, JE, Strickland, AJ 2020, Crafting and executing strategy, 22nd
edition, McGraw Hill

40. 1. Where are we now? Understand organisation, business environment, industry,
competitive conditions
2. Where would we like to be in the future? Create a vision for the organisation’s
future direction; develop vision, mission, core values
3. How are going to get there? Craft an action plan that will get us there- what
we should and should not do; set objectives
4. Develop supporting strategies that align with and support the organisational
strategy such as HR, finance, engineering
5. Continually monitor, assess, control, and correct- manage the process in a
flexible and continuous improvement manner
11
The strategy process

41. 12
The strategy process

42. 13
Strategic vision, mission, values
Vision: ‘Where do we want to be?
Mission: “Who are we, what do we do, and why are we here?
Values: “How do we want to behave in pursuing our vision and mission?

43. • Delineates management’s future aspirations for the business to its
stakeholders
• Provides direction
• Sets out the compelling rationale (strategic soundness) for the firm’s direction.
• Uses distinctive and specific language to set the firm apart from its rivals:
• Walmart: Saving people money so they can live better
• Apple: We believe that we are on the face of the earth to make great products
and that’s not changing
14
Strategic Vision

44. • Uses specific language to give the firm its own unique identity
• Describes the firm’s current business and purpose
• Should focus on describing the company’s business, not on “making a profit”—
earning a profit is an objective not a mission
• Amazon: Our mission is to continually raise the bar of the customer experience
by using the internet and technology to help consumers find, discover and buy
anything, and empower businesses and content creators to maximise their
success. We aim to be Earth's most customer centric company.
15
Strategic mission

45. • Values are the beliefs, traits, and behavioural norms that employees are expected to display in
conducting the firm’s business and in pursuing its strategic vision and mission
• Values become an integral part of the firm’s culture and what makes it tick when strongly
espoused and supported by top management
• Values, matched with the firm’s vision, mission, and strategy, contribute to the firm’s business
success
• Apple core values include “inclusion and diversity, education, accessibility, environment,
supplier responsibility and privacy.”
16
Strategic values

46. Each student to choose, research a technical, or scientific, or engineering
organisation.
Identify and share with the class the organisation’s:
• Vision
• Mission
• Core values
17
Vision, mission, and values for a technical, scientific, or
engineering organisation

47. • After finalisation of the corporate strategic plan, supporting plans are then
developed. These could be business units or functions such as engineering,
HR, operations, finance
• The functional strategy defines the 'how', after corporate strategy has defined
the 'where' and business strategy the 'what’
• Functional level strategy is characterised by a strong emphasis on detail,
metrics and practicality. As a result, functional level strategy development
involves a much greater level of communication and feedback both vertically
and horizontally than strategy development at the corporate levels. This is key
to aligning functional strategies with the broader goals of corporate strategy
18
Strategy levels

48. 19
Strategy levels

49. Module 1.2
Key Concepts:
• Link between strategy and business
planning
• Business planning
• Business Plan development

50. • A strategic plan is used for implementing and managing the strategic direction of
an existing organisation. A business plan is used to obtain funding, or direct
operations such as for engineering. A strategic plan generally covers a period of 3
to 5+ years, whereas a business plan is normally for one year
• A strategic plan is critical to prioritising resources (time, money and people) to
grow the revenue and increase the return on investment. A strategic plan focuses
on building a sustainable competitive advantage and is futuristic in nature
• A business plan focuses on shorter efficient use of resources and detailed
implementation of actions required to support the strategy. A business plan
contains business goals, the methods on how these goals can be attained, and the
time frame within which these goals need to be achieved
21
Link between strategy and business planning

51. A business plan needs to provide the context of how it links with the
organisational strategy, and include sections such as:
• Business overview
• Functional plans including engineering and other technical operations such as
R&D and innovation
• Planned actions over the next 2 to 3 years
• Financial plan (budget)
22
Business Plan

52. How to develop your business plan, https://business.gov.au/Planning/Business-
plans/How-to-develop-your-business-plan
23
Developing a business plan

53. 24
Assessments overview

54. • Critically review and compare the engineering strategies of two major global
automotive manufacturing companies in 1500 words (+/-10%). Your research
from publicly available information needs to include each company’s current
and future-oriented R&D, technology and innovation strategies.
• This assessment requires you to research and assess the engineering
strategies of two major automotive companies and to compare them. The
engineering strategies need to be current and future oriented. You will be
provided with a list of major automotive companies, and you can then choose
two companies from this list.
25
Assessment 1 briefing

55. • You need to prepare for and approach this task by going through the content
and readings provided in Module 1 (Strategic business planning), Module 2
(Innovation strategy and management), and Module 3 (Technology and R&D
strategy and management), as well as doing original research from publicly
available information.
• Please note that the focus is on improvement of engineering operations via
R&D, innovation, and technology (including Intellectual Property).
26
Assessment 1 briefing

56. A suggested structure for the assessment is as follows:
1. Introduction
Summarise background information provided; Provide background to the 2 global
automotive companies
2. Literature study
Summarise the research from a literature study for each selected automotive
company
3. Findings from the literature study
Discuss and compare the strategies of the selected automotive companies from
the literature study
4. Conclusion
6. Reference List
7. Appendices
27
Assessment 1 briefing

57. 28
Assessment 1 briefing

58. • Go through Module 1.2 material, including readings
• Complete discussion forums for Module 1.2 and come prepared for a
discussion
• Start Assessment 1 and come with any questions; start by choosing 2
automotive companies
29
Preparation for next Week

59. 10/6/2023
10/6/2023
Week 2
Conclusion