Participation

2 - Set exercises - 20

Individual Coursework

1 - Written assignment (including essay) - 40

Small Group Project

3 - Report - 40

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We will provide you with a set of perspectives (and associated tools) that contain well- articulated academic thinking on corporate strategy and the top management agenda in a globalizing environment, including the following topics: 
<ul><li>Cognitive Processes and the Mind of the Chief Executive: What are the cognitive traps in which top managers can fall when they take corporate strategy decisions? How does the mind of top managers influence decision making and resource allocation in organizations? What frameworks are currently available to identify and analyse these issues? </li></ul>
<ul><li>The Logic of Business Models and the Fit between Business Models and Strategic Thinking: What is a business model? What are the established categories of business models? How business models are designed and executed? How can top managers manage multiple business models (i.e. configurations of business models)? We will pay particular attention to the role of senior executives in business model choice.  </li></ul>
<ul><li>Managerial Action, Politics and Strategy Implementation: How do executives and middle managers move from ideas to action (and back)? We look at the practicalities of making things happen in complex organizations.  </li></ul>
You will examine each of these perspectives in the context of a changing world, where new technology (particular digital technology) is becoming vitally important. And the ways of doing business differ by locality; and from the perspectives of (a) the organization as a whole and (b) those working in the organization, especially at, or near, the apex, as well as (c) a broader social awareness. 
A key feature of the course will be showcasing leading edge research produced by Bayes faculty, along with other show case research from other leading business schools.

Feedback is provided in a number of ways throughout your module. This includes feedback you receive during teaching from both peers and lecturers and that provided for formative assessment. Following an assessment, you will be given your marks and feedback in line with the assessment regulations and policy. More information on the timing and type of feedback that will be provided for each assessment will be available from the module leader. <a href='https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations'>https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations</a>

This module will support the development of all the graduate attributes. Your module leader will provide you with information about how your learning, teaching and assessment activities support your development of these attributes. The graduate attributes are: - Always learning - Engaged in the world - Technical and digital - Connected Professional - Creating Impact

Self-directed - 

In-Person - 

The course will draw on the latest writings in the field of strategy in leading academic journals that relate to business models and strategy, that are regarded as very relevant for executives. Authors (all highly cited and highly relevant) include: Professors David Teece, Raffi Amit, Chris Zott, Ramon Casadesus-Masanell, Charles Baden-Fuller, Stefan Haefliger, Paolo Aversa, and Mary Morgan - many of whom are directly or indirectly related to Bayes.  

MBM167 - Advanced Corporate Strategy in a Globalizing World

MBM167-PRD1-PER-ALV1

You will be expected to read some important thought pieces that outline concepts (typically prior to class), and these are likely to be drawn from leading academic sources (rather than text books).  
You will be required to actively participate in class room discussion of cases and ideas and to engage in debates. Honing your skills in debating is a key element of the course.  
You will be required to undertake exercises (typically analyse written case studies with accompanying questions). 
You will be required to undertake some field work in the participants organizations (where you will be asked to take the concepts and apply them and stretch them).  
The course will make use of visiting speakers who are experts in the field of understanding and deploying novel business models in response to technological and other changes. 
A typical class session of say 1.25 hours will require 2 hours of preparation and 0.5 hour of follow on work, that involves review and assimilation. 
<ul>
<li>Student presence is expected to be in person, on-line being an exception for instance for those who might be unable to attend because they are medically unable to travel to a particular session.  </li>
</ul>
<ul>
<li>The formal individual assessment is likely to be an essay that examines how a firm (its executives) implemented (or tried to implement) business model change, relating their moves to the concepts taught in the course. </li>
</ul>
<ul>
<li>The formal group work is likely to be an essay that identifies the similarities and differences of the business models of a collection of firms, how these business models compete, and relating these to the concepts taught in the course.   </li>
</ul>

Advanced Corporate Strategy in a Globalizing World

Analyse the key concepts that lie behind successful strategic change

Knowledge

Use the different cognitive models and ways of thinking to determine the role of the chief executive 

Work within and across firm boundaries in globalizing and complex situations more effectively 

Skills

Analyse the key concept of business models, what they are, what they do, and their relevance to corporate strategy 

Reflect on the social and economic complexities of large complex organisations in a globalizing world; and to encourage them to think carefully and deeply about the implied personal and social challenges. 

Values and attitudes

Plan better in a complex, globalizing world 

Engage more successfully with senior management in larger complex organizations 

Relate key ideas to current trends in new technology, particularly digital technology 