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Strategic Thinking Development

2019/2020
Учебный год
ENG
Обучение ведется на английском языке
3
Кредиты

Преподаватель


Осипова Ольга Сергеевна

Course Syllabus

Abstract

The course «Strategic thinking development» aims to master relevant cognitive skills, to improve the ability of self reflection of own cognitive processes and to practice a complex of basic strategic tools in business and personal spheres. It can be recommended to all interested in strategic thinking as a personal skill. During the course students work over the three fields: 1. Common approach of strategic thinking with its implementation in projects where they develop a business idea. The main used form of working - lectures, discussions, moderated strategic sessions. 2. Self-strategy project goes as a block where strategic approach and different strategic tools are used in application to personal professional or private life. 3. Additional cognitive technologies where students learn and train some non trivial ways of thinking, such as critical thinking, storytelling, visualization in cognitive processes, TRIZ model of innovative thinking. There are proposed free online courses with tasks for offline evaluation.
Learning Objectives

Learning Objectives

  • Participants will learn the principles of strategic thinking; try to use the instruments of strategic analysis, practice in additional relevant types of thinking.
  • At successful completing the course the students will: Know, what is strategic type of thinking; how we can purposefully improve it; familiarize methods and models of strategic thinking. Gain/improve skills of collecting and analyzing relevant data, making interpretations and conclusions. They also will be trained in application of analytical, critical, system, creative thinking for making decisions and developing programs of action. Realize practical value and potential of strategic thinking before acting. They will gain experience of making balanced and long-term decisions by using special instruments of strategic thinking.
Expected Learning Outcomes

Expected Learning Outcomes

  • Knows the tools of relevant assessments of the current situation and the medium term.
  • Knows and able to apply the methods of setting goals, cascading, developing strategies at various levels.
  • Uses knowledge of professional vocabulary in English
  • Knows the stages of a consulting project, is able to select relevant objectives, methods and tools of work, is interested in the professionalization of management processes
  • Has the skill of using strategic thinking in relation to personal behavior.
  • Knows the tools of relevant assessments of the current situation and the medium term. Nows aand uses a frame of vision creation.
  • Able to work in team, organize group creative process.
  • Knows and able to apply the methods of setting goals, cascading, developing strategies at various levels
  • Nows the bisiness model canvas as an instrument of thinking, designing business, communication. Able to use an insrtument.
  • Nows how to organise a strategic session.
  • Knows types of risks, able to make a risk analysis
  • Develops strategic thinking in relation to his/her own professional life and personal goal setting
  • Knows what strategic management is. Motivated to use it in professional and private life.
Course Contents

Course Contents

  • Information search and data analysis
    Strategic tools for project: Future as field where our decisions will become results and characteristics of the future as reference points and factors for making today's decisions. Value of analyzing before acting in cases. Difficulties with analysis of current and especially future situation. identification relevant data, working with heterogeneous data, its reliability rating. Data collection: sources of information and data; criteria of the quality (reliability, consistency, representativeness, validity); types of data; comparison, verification and data interpretation. Analysis of personal professional perspectives: assessing the needs for experts in chosen professional sphere, possibilities of getting job in different economic sectors, expectations of transformation of employment forms, possible demand for specific competentеs, valuation of threats and opportunities of individual professional.
  • Forecasting
    Strategic tools for project: Future as field where our decisions will become results and characteristics of the future as reference points and factors for making today's decisions. Analysis of macro-environmental factors and trends: social, technological, economical, political aspects. Application of STEP analysis technology for scenario prediction in different branches of industry and business. Porter’s generic strategies of lower costs, differentiation, and focusing for scenario predictions in particular industries. Evaluation of future opportunities and threats in SWOT methodology. Entrepreneurial opportunities and profit perspectives in different branches of industry and business.
  • Strategic opportunities creating and defining.
    Strategic tools for project: What is opportunities and strategic opportunities. Defining opportunities vs creating opportunities. The concepts of key competences and competitive advantages. Environmental factors determining opportunities and limitations. Methods of environmental analysis.. Strategic group mapping instrument for analysis of competitive environment. Variative scales and dimensions of matrix: market share, number of clients, price policy, assortment. Product-prices matrix, quality and prices scales on markets. Classical theory of strategic groups. Hybrid strategic groups Analysis of strategic groups maps: structure and conjuncture of markets, patterns and models of acting on markets. Making decision based on strategic competition map.
  • Vision
    Key points: Vision as a part of strategic thinking. Internal and external functions of vision in business and personal spheres. Sources of ideas: resources-based thinking, client’s needs based thinking, analysis of new technologies, benchmarking, limitation-based thinking, crowdsourcing, analysis of everyday practices, personal experience, values and imagination, ets. Working-up the vision according to the structure: Idea (product, clients, problem, solution, value, uniqueness), Expected Results in terms of internal and external effects, Processes in terms of client service, technologies, organisational interrelationship, Public Recognition concerning clients, employees, investors, community.
  • Strategy of action.
    A.Osterwalder’s business model canvass as a strategic instrument. Architecture of a model. Business model creating method. The 9 building blocks. Customer segments: criteria of segmentation, types of segments. Value propositions and its elements. Channels: channels functions and channel types. Customer relationships: functions and types of relationships. Revenue streams: types of streams and ways of its generation, pricing mechanisms. Key resources: categories of resources. Key activities. Key partnerships: types of partnerships, motivations for creating partnerships. Costs structure: types and characteristics. Types of business models: unbundling business models, the long tail, multi-sided platform, free model, open model.
  • Risk analysis.
    Key points: Nature and aspects of risks, risks and uncertainty, types of risks, risk analysis: significance, probability, level of a risk control; risk-management plan. Risk parameters, risk reduction decision making.
  • Risk management
    Managing strategic and operational business risks, outsourcing risks. Prevention methods in risk management. Types of reaction in a case of occurrence: compensation, neutralization, founding of new opportunities.
  • Strategic thinking. Introduction.
    What is strategy and strategic thinking. How does strategic thinking differ from alternative types of thinking. Key skills of strategic thinker. Steps of making decisions in terms of strategic attitude. Models and methods as frames for strategic thinking. Strategy in political, business, personal spheres.
Assessment Elements

Assessment Elements

  • non-blocking Homework 1
  • non-blocking Project
  • non-blocking Homework 2
  • non-blocking Homework 3
  • non-blocking Homework 4
  • non-blocking Homework 5
  • non-blocking Homework 6
Interim Assessment

Interim Assessment

  • Interim assessment (1 module)
    0.1 * Homework 1 + 0.1 * Homework 2 + 0.1 * Homework 3 + 0.1 * Homework 4 + 0.1 * Homework 5 + 0.1 * Homework 6 + 0.4 * Project
Bibliography

Bibliography

Recommended Core Bibliography

  • Ashta, A., & Biot, P. G. (2018). FinTech evolution: Strategic value management issues in a fast changing industry. Strategic Change, 27(4), 301–311. https://doi.org/10.1002/jsc.2203
  • Ben Mahmoud-Jouini, S., Midler, C., & Silberzahn, P. (2016). Contributions of Design Thinking to Project Management in an Innovation Context. Project Management Journal, 47(2), 144–156. https://doi.org/10.1002/pmj.21577
  • Chapman, C. B., & Ward, S. (2012). How to Manage Project Opportunity and Risk : Why Uncertainty Management Can Be a Much Better Approach Than Risk Management (Vol. 3rd ed). Chichester, West Sussex: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=509606
  • Dobson, M. S., Dobson, D. S., & Amacom. (2012). Project Risk and Cost Analysis. [S.l.]: AMA Self-Study. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=464879
  • Grigsby, M. (2015). Marketing Analytics : A Practical Guide to Real Marketing Science. London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1000089
  • Jeffery, M. Data-Driven Marketing: The 15 Metrics Everyone in Marketing Should Know [Электронный ресурс] / Mark Jeffery; БД ebrary. – John Wiley & Sons, Incorporated, 2010. – 323 p. – ISBN 9780470504543. – Режим доступа: https://ebookcentral.proquest.com/lib/hselibrary-ebooks/reader.action?docID=485632&query=Data-Driven+Marketing. – Загл. с экрана.
  • Kapferer, Jean-Noël. The New Strategic Brand Management: Advanced Insights and Strategic Thinking [Электронныйресурс] / Jean-Noël Kapferer; БД books24х7. – Fifth Edition. - Kogan Page, 2012. – 512 pages. – ISBN 9780749465155. –Режим доступа: https://library.books24x7.com/toc.aspx?bookid=45593. – Загл. с экрана.
  • Knaflic C.N. Storytelling with data: a data visualization guide for business professionals. New Jersey: Wiley, 2015.
  • LIEDTKA, J. (2018). Why Design Thinking Works. Harvard Business Review, 96(5), 72–79. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=131356794
  • McGrath, R. G., & MacMillan, I. C. (2005). Marketbusters : 40 Strategic Moves That Drive Exceptional Business Growth. Boston: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=675151
  • Mingers, J. (2006). Realising Systems Thinking: Knowledge and Action in Management Science. New York, NY: Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=170755
  • Ogden, Jane. Thinking Critically about Research : A Step by Step Approach, Routledge, 2018. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/hselibrary-ebooks/detail.action?docID=5611407.
  • Osterwalder, A., Clark, T., & Pigneur, Y. (2010). Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=335366
  • Provost, Foster, Fawcett, Tom. Data Science for Business: What you need to know about data mining and data-analytic thinking. – " O'Reilly Media, Inc.", 2013.
  • Vincent P. Crawford, Miguel A. Costa-Gomes, & Nagore Iriberri. (2013). Structural Models of Nonequilibrium Strategic Thinking: Theory, Evidence, and Applications. Journal of Economic Literature, (1), 5. https://doi.org/10.1257/jel.51.1.5
  • Vincent P. Crawford. (2013). Boundedly Rational versus Optimization-Based Models of Strategic Thinking and Learning in Games. Journal of Economic Literature, (2), 512. https://doi.org/10.1257/jel.51.2.512
  • Webster, T. J. (2014). Analyzing Strategic Behavior in Business and Economics : A Game Theory Primer. Lanham, MD: Lexington Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=748851
  • Wedel, M., & Kannan, P. K. (2016). Marketing Analytics for Data-Rich Environments. Journal of Marketing, 80(6), 97–121. https://doi.org/10.1509/jm.15.0413

Recommended Additional Bibliography

  • Bleikh, H. Y., & Young, W. (2013). Time Series Analysis and Adjustment : Measuring, Modelling and Forecasting for Business and Economics. Farnham: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=531761
  • Harris, E. (2009). Strategic Project Risk Appraisal and Management. Farnham, England: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=292718
  • Lam, J. (2013). Enterprise Risk Management : From Incentives to Controls (Vol. Second edition). Hoboken, New Jersey: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=686077
  • Montgomery, D. C., Jennings, C. L., & Kulahci, M. (2015). Introduction to Time Series Analysis and Forecasting (Vol. Second edition). Hoboken, New Jersey: Wiley-Interscience. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=985114
  • Rachev, S. T., Fabozzi, F. J., & Stoyanov, S. V. (2008). Advanced Stochastic Models, Risk Assessment, and Portfolio Optimization : The Ideal Risk, Uncertainty, and Performance Measures. Hoboken, N.J.: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=219812
  • Smith, Ronald D.. Strategic Planning for Public Relations, Routledge, 2017. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/hselibrary-ebooks/detail.action?docID=4862851.