MASTER ELECTIVE INFORMATION SESSION

Transcription

1 MSC STRATEGIC MANAGEMENT MASTER ELECTIVE INFORMATION SESSION RAYMOND VAN WIJK

2 2 ELECTIVE OVERVIEW MASTER ELECTIVES III MASTER ELECTIVES IV MASTER ELECTIVES V Strategic management consulting Strategies for building an effective managerial skill set Strategic execution & management control Sustainable strategies Strategic management consulting Competitive strategies in networked markets Strategic leadership & corporate governance Escaping the iron cage: Responses to institutional pressures P Psychology of consequential strategic events: Case of M&As Organizational identity: Managing strategic change Managing innovation with alliances and M&As Non market competition: Winning political & social arena Venture Capital Investments 6 ECTS/5 weeks 6 ECTS/5 weeks 6 ECTS/5 weeks Honors Course in Strategic Management 10 ECTS/15 weeks THESIS Deliver thesis proposal Data collection & writing thesis Feb Mar Apr Jun

3 3 WHAT? WHEN? November 23 27, 2015 Choose 2 program electives In 2 different blocks December 7 13, 2015 Choose 1 free elective In the block that is still open Free elective can be an MScSM elective or from other MSc program

4 4 ELECTIVES BLOCK 3 Strategic Management Consulting BMME081 3 DR. MARC BAAIJ Strategies for Building an Effective Managerial Skillset BMME083 DR. MAGDALENA CHOLAKOVA Strategic Execution & Management Control BMME084 DR. SEBASTIAN FOURNÉ Sustainable Strategies BMME085 DR. FRANK WIJEN RUXI WANG

5 5 ELECTIVES BLOCK 4 Strategic Management Consulting BMME081 4 DR. MARC BAAIJ Competitive Strategies in Platforms and Networked Markets BMME086 DR. JOOST RIETVELD Strategic Leadership and Corporate Governance BMME087 DR. MIRKO BENISCHKE Escaping the Iron Cage: Strategic Responses to Institutional Pressures BMME088 RON MAAS The Curious Psychology behind Consequential Strategic Events: The Case of Mergers & Acquisitions BMME089 PROF. TACO REUS

6 6 ELECTIVES BLOCK 5 Organizational Identity: Managing Strategic Change and Company Image BMME090 DR. JATINDER SIDHU Managing Innovation with Alliances and Acquisitions BMME091 DR. KORCAN KAVUSAN Dancing between the Supply and Demand of Capital: Venture Capital Investments BMME092 (shared with MSCSE) Non market Competition: Winning the Political and Social Arena BMME093 PENGFEI WANG OMAR EL NAYA:

7 Strategic Management Consulting STRATEGIC MANAGEMENT CONSULTING LEARN TO THINK AS THE WORLD S TOP STRATEGY CONSULTANTS DR MARC BAAIJ

8 YOUR LECTURER IS MARC BAAIJ 2002 present: associate professor strategic management, Erasmus University : consultant, manager of research, The Boston Consulting Group (BCG) 8 Marc Baaij 11 Nov 2015

9 AGENDA Purpose of the elective Overview of the elective Format and grading 9 Marc Baaij 11 Nov 2015

10 WHAT WILL YOU DO WHEN YOU ARE CONFRONTED WITH REAL WORLD STRATEGIC ISSUES? New entrants take our market. What should we do? Our market is no longer growing? What to do? Is online a viable option for us? Shall we take over this firm? Financial markets want a break up of our corporation. What should we do? Our prices are under pressure. What should we do? 10 Marc Baaij 11 Nov 2015

11 YOU HAVE ALREADY LEARNED A LOT ABOUT STRATEGIC MANAGEMENT: THEORIES, CONCEPTS AND FRAMEWORKS Ambidexterity Globalization Dynamic capabilities Business eco systems Industry disruption Business model innovation Source of design school model: Learned, Christensen, Andrews and Guth (1965). Business Policy: Text and Cases. 11 Marc Baaij 11 Nov 2015

12 IN THIS ELECTIVE YOU WILL LEARN THE PROVEN EFFECTIVE METHODS AND TECHNIQUES OF THE WORLD S TOP STRATEGY CONSULTANTS 12 Marc Baaij 11 Nov 2015

13 AGENDA Purpose of the elective Overview of the elective Format and grading 13 Marc Baaij 11 Nov 2015

14 COURSE OVERVIEW: METHOD AND TECHNIQUES FOR DEVELOPING EFFECTIVE STRATEGIES IN PRACTICE Strategy consulting as a social process? Strategy Strategy development Structuring the issue Explaining the issue Exploring options Testing options 14 Marc Baaij 11 Nov 2015

15 COURSE OVERVIEW 2: CONSULTANCY PROJECT, FIRM AND INDUSTRY 15 Marc Baaij 11 Nov 2015

16 YOU WILL ALSO DEEPEN YOUR UNDERSTANDING OF THE CONSULTING CONTEXT AT THREE LEVELS Origin & evolution of the consultancy industry Business models of consulting firms Hiring & careers in consulting firms Industry level Firm level Project level Impact of consulting on firms, industries & society Disruption of the consultancy industry Business development & project management Clients and stakeholders 16 Marc Baaij 11 Nov 2015

17 AGENDA Purpose of the elective Overview of the elective Format and grading 17 Marc Baaij 11 Nov 2015

18 COURSE OBJECTIVES, FORMATS & GRADING Objectives Learning formats Grading Understand structured problem solving & communication methodology and techniques of top strategy consultants 8 Sessions & assignments (running cases) Understanding is prerequisite for exam and project Apply to real world projects Guest workshops Team consulting project Individual exam Team consulting project Understand consultancy organization and industry Sessions & assignments Individual exam 18 Marc Baaij 11 Nov 2015

19 GRADING Grading Weight Comment Individual exam Team consulting project (about 4 persons) 67% Four open questions Three about method One about firm & industry 33% Apply method to real world organization Two options Field research: select your own client Desk research: select company from Harvard Business School case studies Examples of exams and best practice reports on the Blackboard. 19 Marc Baaij 11 Nov 2015

20 QUESTIONS? 20 Marc Baaij 11 Nov 2015

21 Competitive Strategies in Platforms and Networked Markets (block 4) JOOST RIETVELD MSC. STRATEGIC MANAGEMENT KICKOFF NOVEMBER 11, 2015

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23 Relevance The platform business model is immensely popular: Platformization of the economy (The Economist, 2014) $3 trillion market cap. of public platform companies (GGE, 2015) 70 percent of unicorn companies are platform companies (CGE, 2015) Platforms have different market dynamics: Multisided-ness (e.g. game developers & consumers for consoles) Network externalities (winner-take-all effects and platform wars) Platforms as market governors Studied in multiple academic sub-pockets: Economics Management Marketing Information systems

24 Objectives You will learn: Why dominant standards arise in markets for technology platforms How network effects can be leveraged for competitive advantage Which governance tactics platforms can leverage beyond price What market structures look like within platform markets And how this affects competition between complementors A structural understanding of the role of crowds in platforms

25 Topics* Week Subject Case Week 1 Fighting the standards wars Nintendo (video game consoles) Week 2 How network effects work VCR (video cassette players) Week 3 Beyond pricing: Platform rules TopCoder Week 4 Killer-apps and the long-tail The Metropolitan Opera Week 5 Competition within platform markets Electronic Arts: Blockbuster Strategy Week 6 Platforms for the people Kickstarter * Course topics subject to changes, syllabus under development

26 Final Thoughts Assessment: Case presentation & term paper When: Block 4 (March June) Theoretical background: multi-disciplinary Practical relevance: high (we ll do some number crunching!) More about me:

27 Thank You! Joost Rietveld

28 Corporate Governance & Strategic Leadership Dr. Mirko Benischke Assistant Professor of Global Strategy Department of Strategic Management & Entrepreneurship

29 Why Good Leaders Make Bad Decisions?

30 Corporate Governance and Strategic Leadership (block 4) The conceptual foundations of strategic leadership; The critical role of top executives in firm failures; Antecedents and consequences of CEO dismissals/appointments; The conceptual foundations of the corporate governance literature (fraud); The identification of key-stakeholders for managerial decision making.

31 CEO Compensation

32 Jeff Skilling Dennis Kozlowski Bernard Ebbers Fired: Robert Annunziata Carly Fiorina Joe Nacchio Kenneth Lay

33 Diversity on boards

34 Structure Course: 5 Lectures 1 Group feedback session 1 Group presentation session Assessment: 20% class participation (in-class, online) 10% individual quizzes 70% group work (blog post, group quizzes, inclass assignments, case study, presentation)

35 Target Group If you want to become a (internal & external) consultant top executive, or entrepreneur you should take this elective! Also relevant for all those that are interested in the role of individuals in strategic decision making processes.

36 Questions

37 Escaping the iron cage: strategic responses to institutional pressures Block 4 Ron Maas

38 Classic view Organizations Industry conditions and firm-specific resources Strategic choices

39 The broader context

40 Institutions = Rules of the game

41 Institutions-based Classic view view Dynamic interaction Institutions Formal and informal constraints Organizations Industry conditions and firm-specific resources Strategic choices

42 So now what? Accomodate...?

43 What if there are conflicting rules?

44 Compromise

45 Avoid

46 Defy

47 Influence

48 Differences in institutional environments Time & Space

49 Course topics Identify what institutions are, and how they constrain firms Provide a toolbox of strategies to deal with these constraints Examine how firms are affected by institutional changes over time Explore how firms can deal with institutional differences across countries

50 Format 7 weekly meetings, from 18 March until 28 April Short lectures (possibly in the form of video lectures) Hands on course, emphasizing interaction and discussion Mainly case-based, using real world examples Assessment based on participation and take home assignments, no exam

51 NON-MARKET COMPETITION: WINNING THE POLITICAL AND SOCIAL ARENAS OMAR EL NAYAL

52 THE STATE

53 CORPORATE POLITICAL ACTIVITY

54 CORPORATE POLITICAL ACTIVITY

55 CORPORATE POLITICAL ACTIVITY

56 CORPORATE POLITICAL ACTIVITY

57 COURSE STRUCTURE Multidisciplinary content Resource dependence theory, stakeholder management, agency theory, interest group competition Corporate political activity, corporate social activity Dates Block 5 (9 th May 25 th June, 2016) 6 three-hour sessions, 1 full-day group activity Grading Final exam= 50% Delegation report= 20% Crisis simulation (in pairs)= 30%

58 Dancing between the supply and demand of capital: Venture capital investments By Pengfei Wang

59 TOPICS TODAY WHY WHAT HOW

60 WHY Engine for entrepreneurship, innovation, and national economic development: Venture Capital

61 WHAT VC industry evolution (since WW II) VC firms Distinction with other firms Types of VC firms VC firms behavior and performance Entrepreneurial financing (e.g. due diligence) Competition and collaboration (e.g. Syndication in investment) Reputation and status Internationalization (e.g. VCs in China)

62 WHAT

63 WHAT

64 HOW Theory: Classic theoretical perspectives Recent theoretical findings How: Recommended literature In-class lecturing

65 HOW Qualitative training Case study and discussion Role play on the process of VC investment (e.g. due diligence and negotiation) Expectation Be familiar with whole process Be able to systematically and critically judge the quality of start-ups

66 HOW Quantitative training Calculation Simple but useful Expectation Be able to effectively form evaluation on start-ups and make investment decision

67 THANKS FOR YOUR ATTENTION