Strategic Management SeminarStrategic Management SeminarCalifornia State University, NorthridgeCollege of Business and EconomicsDr. Daniel DegravelDr. Daniel Degravel

Strategic Management SeminarFall 2008MGT693Class 12497 T 7:00pm-9:45pmJH1236August to December 2008

August 26, 20081

Day OutlineDay Outline

I. Professor: introduction

II. Course Objectives

III. Course Structure and Schedule

IV. Evaluation

V. Teaching Method

VI. Work for students

VII. Contents

VIII. Students: presentation

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ProfessorProfessor

1- Internal consultant

2- Project manager

3- Faculty

4- External consultant

Four perspectives

Daniel Degravel, Ph.D.Daniel Degravel, Ph.D.daniel.degravel@csun.edu

Office Phone (818) 677-2402Office Phone (818) 677-2402

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ProfessorProfessor

1- Internal consultant

2- Project manager

Advisor, “Implementor”Study and make recommendationsPreparation of Material for DecisionFollow-up of Solutions Implementation

“Constructor”, Pilot and Teamwork AnimatorChange ManagementConstruction of Method, Tool, ProcessFirst Cycle and Preparation of Resources to run it after start

CompanyElectricité de France

Gaz de FranceHR Department, Paris, France

Topics• Strategic Integration of core competences towards individual and collective competences•Link Strategy - HRM• Job Evaluation and Classification• Integration of new hired people• HR Performance

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ProfessorProfessor

3- Faculty

4- External consultant

Professor and Communicator Constructor of KnowledgeKnowledge “Tranferor”Knowledge Builder (Searcher)Class and Groups Animator

School USC, Los Angeles, CA., USAPepperdine University, Malibu, CA., USALoyola Marymount University, Los Angeles, CA., USACal Lutheran University, Thousand Oaks, CA., USACSU Northridge, CA., USACSU Pomona, CA., USACSU Fullerton, CA., USAParis Créteil University, FranceParis Dauphine University, France

Topics•Strategic Management•Change Management•HR Management

Fields of interestResource-Based ViewTop managers’ cognition and mental processes related to the RBV and to Strategy

ConsultantDiagnosis builder as a generalistProblem-solverRecommendation makerSolution implementor

MarketSmall-BusinessesPublishing and Advertising industriesGeneral strategic and organizational diagnosis

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Course Fundamental ObjectivesCourse Fundamental Objectives

Make students able to deal with Make students able to deal with strategic topics: understand, build, strategic topics: understand, build, market and implement a strategic planmarket and implement a strategic plan

But also…But also…Allowing students to build for their Allowing students to build for their future career good Performance and future career good Performance and Behavior as managers…Behavior as managers…

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Course Fundamental ObjectivesCourse Fundamental Objectives

2- Strategic 2- Strategic recommendationsrecommendations

3- Understanding of key 3- Understanding of key implementationimplementation issues issues

Implied Objectives:Implied Objectives:4-Communication4-Communication5-Develop classic but critical 5-Develop classic but critical skillsskills for for managersmanagers (group (group animation, teamwork and leadership)animation, teamwork and leadership)6-High level vision and understanding of organization’ strategic 6-High level vision and understanding of organization’ strategic situation, challenges and solutionssituation, challenges and solutions

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1- Identify 1- Identify critical critical issuesissues

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ScheduleSchedule

15 Sessions

2:45h

17 Chapters17 ChaptersDiscussions and

exercises

Case study presentation Case study presentation and discussion and discussion

7-9 case studies related to a topic: a presenting team per case

ExamsExams3 + ?

Final Team ProjectFinal Team ProjectPresentation by each team of their study of

firm’s R&C (session at the end of semester)

Dialogue with Dialogue with ProfessorProfessor

Validation of proposalsEvaluation of students

Individual ReportIndividual ReportReport about actual use of strategy in real

organization

MGT693 classes taught jointly with Prof. Rex Mitchell

ContentsContents

1- Strategic Management Overview1- Strategic Management Overview

2- Tools for SM (Goals, Environmental 2- Tools for SM (Goals, Environmental analysis, Competition, Structure and analysis, Competition, Structure and R&C )R&C )

3- Competitive advantage (Business-level 3- Competitive advantage (Business-level Strategy)Strategy)

4- Corporate-level Strategy4- Corporate-level Strategy

5- Contextualization of Strategy (different 5- Contextualization of Strategy (different types of industries)types of industries)

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Case studiesCase studies10

INDUSTRY ANALYSIS1- De Beers2- Coors

CORPORATE STRATEGY and COMPETITIVE STRATEGY

INSIDE THE FIRM2- Core competences at GTE and NEC8- Cirque du Soleil

3- Airborne Express4- Caterpillar6- News Corp.7- Google, Inc.9- ZISCo.ALLIANCES, NETWORKS and

INTERNATIONAL5- Jollibee Foods

EvaluationEvaluation

Participation (Individual) 20%Individual Report (Short report, Individual) 15% Exams (Individual) 20 %

Case study (Team) 20%Final Team Project (Large report, Team) 25%

Total 100%

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EvaluationEvaluation12

A- Excellent

B- Regular

C-

D-

F-

EvaluationEvaluation

Several criteria that apply to the different types of exercises:

Substance and pertinenceSubstance and pertinenceClarityClarityRelevance to topicRelevance to topicQuality of oral presentationQuality of oral presentationProportion and cohesionProportion and cohesionPrecisionPrecisionHelp for practical workHelp for practical workGeneration of discussionGeneration of discussionOriginalityOriginality

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Teaching MethodTeaching Method14

ChaptersClass DiscussionSpecific parts or questions as neededIllustration on companiesLarge contribution from studentsEach student provides one question per chapter

Case studies1- A “Presenting team” discusses case in front-of the class (15 mn)2- Global discussion and challenging with whole classPresenting team has provided Instructor with their slidesInstructor guides discussion if necessary and adds materialPeer evaluation

Each team-member evaluates at the end his/her teammates

Reports1- Individual Report (short report): Usefulness and use of Strategy in organization (2-3 pages)

2- Final Team Project (large report): R&C study and short powerpoint presentation at the end of semester (15-20 pages)

Exams

Firm Z, Inc.

1- Preparation of chapters and one 1- Preparation of chapters and one question (team)question (team)2- Preparation of one case study in depth 2- Preparation of one case study in depth and of the other case studies (team)and of the other case studies (team)3- Individual report3- Individual report4- Final team project (RBV) (team)4- Final team project (RBV) (team)

Students’ contributionStudents’ contribution15

1- Contemporary Strategy Analysis, Robert M. Grant, Balckwell Publishing, Laden MA., USA, 2008, 482p., 6th Ed.ISBN 978-1-4051-6309-5ISBN 978-1-4051-6309-5

2- Set of HBS case studies (HBS, Hong-Kong Univ.)2- Set of HBS case studies (HBS, Hong-Kong Univ.)

3- Regular readings of Business Magazines (at least one of 3- Regular readings of Business Magazines (at least one of them):them):

- Business WeekBusiness Week- LA Times BusinessLA Times Business- FortuneFortune- Barron’sBarron’s- Wall Street JournalWall Street Journal- ForbesForbes

4- Professor’s website www.csun.edu/~degravel4- Professor’s website www.csun.edu/~degravel

ContentsContents16

I. Education

II. Professional Experience / Position /

Current Organization

III. « Contacts » with Strategy

IV. Career orientation

V. Specific Expectations for the Course

Students: IntroductionStudents: Introduction17

Strategy?Strategy?

1-Comprehensive alignment of 1-Comprehensive alignment of Organization with its future Organization with its future EnvironmentEnvironment2- Allocation of critical 2- Allocation of critical Resources over long periods of Resources over long periods of time in pursuit of specific time in pursuit of specific goals and objectivesgoals and objectives3- Vision + Road3- Vision + Road

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19ContentsContents

Context and Environment of the Organization

D AD

I

DefinitionDefinition AnalysisAnalysis

DesignDesign

ImplementationImplementation

Define Strategic Management and the way it works (actors and processes)

Understand the external and internal environment as determinants of your strategic choice

Choose your strategy and define it precisely, founding it on the outcomes of the Analytical step

Put your strategic orientations and decisions into the real life of the Organization