Various traditionnal strategic models are covered. Methodological tools for diagnosis, analysis, choice and strategic deployment are also taught. The role of consultant and strategic manager, good communication and relational practices in a negotiation framework, case studies of strategic successes and failures, the concepts of culture, identity and organizational image, the notion of leadership (principles of psychodynamic leadership), the notions of limited rationality, action and sensemaking are some of the other topics also discussed in this course.
Classical "ex-cathedra" sessions in which key concepts of strategic management are presented, and practical cases are discussed. More practical sessions are also organized, where students are central actors of in the classroom and are invited to participate proactively with the professor. These sessions are also an opportunity for students to exchange their observations, to advance on their group work or to ask the teacher some probing questions.
The grade is based at 100% on a strategic decision making project assignment. In a first part of the assignment, students are invited to develop a full strategic analysis of a company, ranging for the strategic diagnosis and problem statement to the proposition of a new/revised strategy. In a second part, students are invited to pee-review the work of the other groups, applying the concepts seen in class.
| Training | Study programme | Block | Credits | Mandatory |
|---|---|---|---|---|
| Master in Business Engineering, Professional focus in Sustainable & Digital Management | Standard | 0 | 3 | |
| Master in Business Engineering, Professional focus in Sustainable & Digital Management | Standard | 1 | 3 |