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BUSI 3700 Strategic Management For Professionals
BUSI 3700 Strategic Management For Professionals
BUSI 3700 Strategic Management For Professionals
Introduction
Todays Agenda
Introduction to the instructor
Education, Research Interests, Work Experience
Introduction to the course
Course materials, Overview of course objectives,
Overview of syllabus, Class Format
Overview of Strategy
Mini Case
Introduction to the Instructor
Hamid Akbari
Core Faculty, Strategic Management
UOIT, Faculty of Business and IT
Office: UB 3036
Contact:
Please use Blackboard Message for course
related communications
After the course completed, feel free to contact
by email or add me to your LinkedIn
hamid.akbari@uoit.ca
Education & Research
BSc in Engineering, MBA
PhD, York University, Schulich School of Business
Major: Strategic Management
Research on Strategy and International Business
Innovation Strategy
Internationalization; International Strategy
Cross-border Mergers and Acquisitions
Global Tech-Startup
Work Experience
CEO & Founder, a small educational software company
30 employees and franchises in 40 cities
Consultant, Roland Berger Strategy Consultants
Manager, Investment Banking Group
Extensive teamwork
Group work may be peer assessed
Attendance
Important parts of your learning in this course will take place in the classroom.
A student who misses more than (3) classes may receive a zero towards
his/her participation grade.
A student who misses more than (5) classes may receive a failing mark
for the entire course.
Participation
Be prepared!
It is not possible to participate in a constructive fashion
without adequate preparation
Tip: See Topic Details document + slides form the previous
session before each class
Is he right?
Is his answer complete?
What Is Strategy?
Key Points form Porters Article:
Operational effectiveness is not Strategy
Unique Activities
Trade-offs
Fit
Growth Trap
concentrate on deepening a strategic position
rather than broadening and compromising it
Two Levels of Strategy
We can distinguish between 2 levels of strategy:
Corporate Strategy
What businesses should we be in?
Business Unit Strategy
How do we compete in a particular industry?
What is our source of competitive advantage in a
particular industry?
How do we earn an attractive return on investment in
a particular industry?
How do we meet our stakeholders objectives in a
particular industry?
Business
Strategy
Levels
How do firms make strategy?
The Strategy Vision/Mission
Process
Strategic Goals
Strategy Formulation
Implementation
Monitoring
The Strategy Process
Steps firms must take Vision/Mission
and implement a
Implementation
strategy.
Monitoring
Strategic Goals
Strategic Goals
Strategic Goals
Strategic Goals
Strategic Goals
Strategic Goals
Strategic Goals
formulation, implementation
can be thought of as a process
of creating fits.
The Strategy Process
Strategy Implementation
Creating Fit:
Administrative Fits:
Organization structure Implementation
Information systems
Incentive systems
Control systems
Strategic planning systems
Organizational process
Management selection and development
Corporate culture
Leadership style
The Strategy Process
Functional Fits
The management and performance of
each function in the organization must
fit the strategy.
Implementation
In order for each function to be performed in a way that fits the strategy
those performing the function must know why they are doing so - they must
know the strategy.
Again, you cant get there if you dont know where there is.
Also, motivation is enhanced if you have a view of why you are doing what
you are doing.
The Strategy Process
Vision/Mission
Strategic Goals
Strategic Goals
Strategy Formulation
Implementation
Monitoring
The results of this monitoring are continuously feedback as
inputs into other stages in the process.
Where does strategy come from?
How do you identify core
strategic problems?
Watched this movie?
What
is the
story
about?
Problem Solving
Understanding Core Problems
We go through an experiential, discovery phase
Developing Effective Solutions
Develop skills to systematically identify issues and
break down problems
Understand causality- making sense of what you see
by exploring the relations between various pieces of
the puzzle
Practice integrating various perspectives youve
already learned in order to solve business problems
Well do it together, in various cases
Group Case Analysis
Blackberry Group Analysis
Watch the second video.
1. Core Problem: What is the core problem of
Blackberry (as a company, formerly know as
Research in Motion)?
2. Recommendation: Assume that you are an
advisor to Blackberrys CEO. What is your
recommendation?
Blackberry Group Analysis
Find your team members
Discuss the case (Blackberry, formerly known
as Research in Motion)
Reorient yourselves for discussion and
debrief with entire class
Group Case Analysis (in class)
Prepare for the case analysis before coming to class
This course will often include Group Case Discussion
and Presentation
Students in attendance will be randomly divided into groups
The groups will work on the assigned case for about 40 minutes
All groups will submit their presentation slides via blackboard
Each group should select one member to handle submission
First slide must include participant names and student numbers
One or two groups will be randomly selected to present in each
class (10 minute presentation followed by a 5 minute
question/answer session)
All students are required to submit an evaluation via Blackboard
For Next Class
At the beginning of the class, there will be a quiz about the
Five Forces
Tip 1: Focus on the part of the chapter that discusses Porter Five Forces
Tip 2: Arrive on time. Quiz will be conducted at the beginning of the
class
Next class will include case teamwork, submission, and
presentation
Tip 3: Prepare Dell Case before coming to class. Read the case and think about
Five Forces for Dell.
and Have a great week!