22.5 h + 7.5 h
The material covered in the corporate strategy course of bachelor in Business engineering. More generally, in terms of competencies, the students are expected to have knowledge of the basic concepts of strategic management.
The design and implementation of innovation-based strategies by corporations.
At the end of this learning unit, the student is able to :
|1||The purpose of the course is to develop students’ knowledge in corporate strategy with a specific focus on the strategic issues raised by IT innovations and, more generally, the rise of the knowledge economy. The course is a level II course in corporate strategy. It means we expect that the students have already attended an introductory course in strategic management and have acquired the fundamentals of strategic management (e.g.: external and internal analysis; generic strategies; portfolio analysis).
The study of corporate strategy is thus based on a synthetic approach that must look at the company as a whole and look at it from the perspective of its future, while expectations are becoming more and more uncertain.
The learning objectives are the following:
The main topics of the course are developed to introduce students to innovation strategies, open systems and new forms of organizations and market structures, like the multi-sided platforms. A complementary objective of the course is to help students adopt the perspective of CEOs within the company. At this level, top managers must make decisions for the company on a whole. It thus matters to adopt a bird’s eye view on the challenges the company meets. For that reason, the course puts the emphasis on the practical dimension of strategy, based on the extensive use of a strategy simulation, on business cases and on conferences by speakers from the business community.
The course is an eight-week course, including the final evaluation week. Details of each week are provided at the end of the note. The course is based on the following pillars:
- Practice-oriented experience sharing
The continuous involvement of the students throughout the semester is a key criteria for their final grade. The continuous involvement represents therefore an important weight in the final grade. More precisely, the final grade includes a collective and an individual part.
60% for a final written exam
60% for a final written exam
- 25% for BOSS simulation
- Only one evaluation in the collective part, 40% for the company cases
Additional information on calendaring and group work methods will be provided during the course.
All interactions on teaching materials, references and processing of case works and presentations is managed on Moodle.
- Gailly B. (2018) Navigating Innovations, chap. 2, Palgrave.
- Christensen, CM; Raynor, M; McDonald, R. What is disruptive innovation? Harvard Business Review. 93, 12, 44-53, Dec. 2015.
- Linda A. Hill, Greg Brandeau, Emily Truelove, Kent Lineback, The Capabilities Your Organization Needs to Sustain Innovation, Harvard Business Review, Jan. 2015.
- Michael Schrage, How Innovation Ecosystems Turn Outsiders into Collaborators, Harvard Business Review, Apr. 2014.
- Kim W, Mauborgne R. Red Ocean Traps. Harvard Business Review. March 2015; 93(3):68-73.
- Kim, W.C. and Mauborgne, R.A., 2014. Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Harvard business review Press. PART 1 & 2 (p.1 – 146).
- Hagiu, Andrei, and Elizabeth J. Altman. "Finding the Platform in Your Product: Four Strategies That Can Reveal Hidden Value." Harvard Business Review 95, no. 4 (July–August 2017): 94–100.
- Belleflamme P. and Neysen N. (2017), The Rise and Fall of Take Eat Easy or Why Markets are not Easy to Take in the Sharing Economy. Digiworld Economic Journal, 4th q., no. 108, pp. 59-76.
- Curchod, C., Patriotta, G., Cohen, L., & Neysen, N. (2019). Working for an Algorithm: Power Asymmetries and Agency in Online Work Settings. Administrative Science Quarterly
- Managing in a Post-Covid19 Era, ESCP Impact Papers, especially
- Covid-19 and the scale-up of the platform revolution. R. Coeurderoy & U. Wiszniowska
- A perspective on impact of covid-19 on European business: The risks of de-globalization and the promises of regionalization. R. Coeurderoy & X. Yang
Faculty or entity