2nd lecture: external analysis (part I)

Hello,

Lecture 2 examines the tools and concepts needed to conduct an external strategic-management industry analysis (sometimes called environmental scanning or external audit). An external analysis focuses on identifying and evaluating trends and events beyond the control of a single firm, such as increased foreign competition, demographic or cultural changes and, generally, macro-environment influences. An external analysis reveals key opportunities and threats confronting an organization, so managers can formulate strategies to take advantage of the opportunities and avoid or reduce the impact of threats. This lecture presents a practical framework and guidelines for gathering, assimilating, and analyzing environmental information. The Industrial Organization (I/O) view of strategic management is introduced through an original analysis of "Five Forces Framework".

• Lecture notes: Download my presentation from here (ppt file)
  
• Readings: Course Textbook Chapter 2 (The Environment) + Download (from here) a related case study entitled "The Global Pharmaceutical Industry" -- see also, Textbook/Part Case Studies: pp. 620-637
  
• Please visit frequently the Course Repository!
  

--petros

1st lecture: introduction

Hello,

The introduction lecture provides an overview of organizations purposes and strategic / process management objectives. A practical, integrative model of the strategic-management process is introduced. Basic activities and terms in organizational economics and strategic management are defined. A vocabulary of strategy is discussed (follows).

source: Course Textbook

• Lecture notes: Download my presentation from here (ppt file) or here (pdf file)
  
• Readings: Course Textbook Chapter 1 (Introducing Strategy) + Download (from here) an interview with Richard Rumelt explaining the value of strategic thinking (published in McKinsey Quarterly)

--petros

students' evaluation: contributing factors

• Class Participation (10%)
• Three (3) Tests during the semester (10% each)
• Final Exam (60%)

what you will learn in this course

A set of fundamental concepts for understanding the process of how businesses (what is this exactly?) organize to meet the objectives they fix:

• Strategy and strategic management
• Position in the competition and sustainable competitive advantage
• Integrate strategy with execution

A set of concepts and tools for understanding the process of how business coordinate the activities involved in business processes:

• Business process analysis and design
• Business Process Management (BPM)

about this course

This course focuses on some of the important current issues in strategic management and process management. It is intended to provide the students with an intellectual framework that will guide the formulation and implementation of corporate strategies - with emphasis to strategies that fit with the emerging collaborative business enviroment and leverage the potential of IT technologies.

The course utilizes lectures and independent reading. The readings (textbook chapters and papers) are primarily drawn from strategic management literature, economics of technical change, behavioral and organizational economics, and from research conducted in engineering and business schools environments. A few of the journal articles are quite difficult. The appropriation from the students of the content of these book chapters and papers will be considered as the essential part of the student evaluation process.

Course Meeting Times Lectures: Ten (10) Lectures

• One Lecture / Week
• Three Hours / Lecture

Level: Graduate