Advanced Strategic Toolkit - Introduction

Advanced Strategic toolkit 04/10/2022
Msc Global Management
Dr. Valery Michaux – Neoma BS

Advanced Strategic Toolkit… built on
your previous background
Strategy and internationalization

1 strategic dilemmas Gerardo Serio
Msc Global Management 2021-2022
Advanced Strategic
Strategic/Industry foresight in a
Toolkit 2 digital area & innovation strategic Dr. Valery Michaux
dilemmas
Strategic foresight and
innovation strategic
dilemmas in a digital area
1 2 2
-1-
Advanced Strategic
Toolkit
The Course
Assessment
process
3 3 4
2 parts Continuous assessment breakdown
 Continuous assessment  Final exam (1h00)  Continuous assessment

– 40 % : internationalization
• 8 groups
(Gérardo Serio) • 5 students
50 % 50 %  2 Case studies +
presentations
– 60 % : industry/strategic
foresight in a digital era
(Valery Michaux)
 4 reports + final
presentation
5 6
DR. Valery Michaux, Neoma Business School

1
Final exam – same breakdown

 Continuous assessment  Final exam (1h00)
– 40 % : – 40 % : -2-
internationalization
internationalization (Gérardo Serio)
(Gérardo Serio)
– 60 % : industry/strategic
– 60 % :
industry/strategic
Foresight
foresight in a digital era
(Valery Michaux)
foresight in a digital
era (Valery Michaux) module
Valery Michaux
7 8
 Project into Corporate foresight: 3 phases + 1

the future 10-
15 years
PHASE 3 PHASE 4
PHASE 1 PHASE 2
 Scenario
Industry Company
Industry Industry
reasoning horizon future
scenarios strategic
building options
Scanning exploration
3 scenarios
Past Assumptions
2035 Consequences
Present Alternatives
 Industry
 Company INDUSTRY
COMPANY
foresight
level
9 10
Forecasting –> Short term/known model
-3-  Is a technique
that uses
historical data
Industry/strategic as inputs…
foresight in a digital era  …to make
informed
estimates…
Foresight versus  …that are
Forecasting? predictive in
determining the
direction of
future trends…
11 12

2
Forecast: short term/known system Foresight -> long term/unknown models

 Econometers, statisticians,
forecasters
 Statistics, models... from variables we
know
10-15-20 years
13 14
2020
2012 ?
The difficulty of
Forecasting in certain
unknown environments
2012
15 16
2020
17 18

3
Connected objects : Inhibitors not taken Foresight -> long term/unknown models
enough into consideration
 Technological maturity 10-15-20 years
– Compatibility between systems

– Etc.
 Telecom network capacities
– 4G -> 5G
– Etc.  Pace ?
 Societal  Nature ?
– Personal data concerns
– Etc.
 Cybersecurity issues
19 20
Media
Newspapers
1950 2000
https://www.journaldunet.com/media/publishers/revenus-presse-ecrite-us.shtml
21 22
21
2000-2009 : 9 years 2006-2009 : 4 years

Choc
Business Model Business Model
mutation mutation
https://www.journaldunet.com/media/publishers/revenus-presse-ecrite-us.shtml https://www.journaldunet.com/media/publishers/revenus-presse-ecrite-us.shtml
23 24

4
Foresight -> long term/unknown models Smartphone revolution… Beyond the

technology
10-15-20 years  Personal photography
2007 -> 2017-2022  E-Commerce
 Social networks
– on line hate, fake news,
– social mobilization
 Pace ? capacities
 Nature ?  Newspaper and media
 …
Foresight
 E-Health
=  Etc.
Understand the whole
impacts
25 26
Forecast: short term + known systems

 Econometers, statisticians,
forecasters
Foresight
 Statistics, models... from variables we
know
Understand the whole

Foresight: long-term vision of VUCA
impacts of technological systems
revolution on society and  Understanding how
industries in the future phenomena might evolve to
better understand possible
dynamics in the future
 Exploration
27 27 28
Foresight: long-term vision of VUCA

Objectives of foresight
systems -> Scenario reasoning
 Long term thinking
Past Present
Future
 Thinking outside the box
– Prisoner of our cognitive
 Hypothesis frames
 Plausible
scenarios
at 10-15
years  Make accurate decisions
 Be proactive
29 30

5
4 distinct phases and 4 reports

PHASE 1 PHASE 2 PHASE 3 PHASE 4
-4- Industry
horizon
Industry future
exploration
Industry
scenarios
Company
strategic
Scanning building reflection
(strategic options)
Advanced Strategic
Toolkit
Foresight module
INDUSTRY COMPANY
31 32
Dates Course Work assignment Dates Course Work assignment
Phase 1 Between 5/6thOct. -> Phase 1 Between 5/6th Oct. ->

5/6th “horizon scanning” : scanning of the Traditional course 2rd/3th Nov. 5/6th “horizon scanning” : scanning of the Traditional course 2rd/3th Nov.
October current industry dynamic data collection October current industry dynamic data collection
Phase 1 Asynchronous Project manager 1 Phase 1 Asynchronous Project manager 1
2/3d “horizon scanning” : scanning of the class Report 1 2rd/3th “horizon scanning” : scanning of the class -> GROUP Report 1
November current industry dynamic November current industry dynamic
8/10th Phase 2 – Distance Half traditional Project manager 2 8/10th Phase 2 – Distance Half traditional Project manager 2
November “Future exploration” through course Report 2 November “Future exploration” through course Report 2
assumptions about future potential Half group work assumptions about future potential Half group work
evolutions evolutions
16/17th Phase 3 - Distance Half traditional Project manager 3 16/17th Phase 3 - Distance Half traditional Project manager 3
November “Industry scenarios” : building and course Report 3 November “Industry scenarios” : building and course Report 3
scripting 3 industry scenarios Half group work scripting 3 industry scenarios Half group work
November “Company strategic reflexion” : course Report 4 November “Company strategic reflexion” : course Report 4
strategic options in the 4 industry Half group work strategic options in the 4 industry Half group work
7/8th Phase 5 Project manager 5 7/8th Phase 5 Project manager 5
December Final report and presentation with Students’ December Final report and presentation with Students’
advices to identify horizon scanning presentations advices to identify horizon scanning presentations
33 34
targets targets
Phase 1 Between 5/6th Oct. -> Phase 1 Between 5/6th Oct. ->
2rd/3th “horizon scanning” : scanning of the class Report 1 2rd/3th “horizon scanning” : scanning of the class Report 1
35 36
targets targets

6
Phase 1 Between 5/6th Oct. -> Phase 1 Between 5/6th Oct. ->
2rd/3th “horizon scanning” : scanning of the class Report 1 2rd/3th “horizon scanning” : scanning of the class Report 1
37 38
targets targets
Continuous learning process

Absence policy
Grade =  From 3 absences onwards, students will be

The way considered absent and they won’t receive
to refine the continuous grade.
the  The final exam will still count for 50% of the
process final grade. Continuous assessment will be
over replaced by a retake exam.
time
39 40

7

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Advanced Strategic toolkit 04/10/2022

Msc Global Management

Dr. Valery Michaux – Neoma BS

Strategy and internationalization

Msc Global Management 2021-2022

2 parts Continuous assessment breakdown

 Continuous assessment  Final exam (1h00)  Continuous assessment

DR. Valery Michaux, Neoma Business School

Final exam – same breakdown

 Project into Corporate foresight: 3 phases + 1

Forecasting –> Short term/known model

DR. Valery Michaux, Neoma Business School

Forecast: short term/known system Foresight -> long term/unknown models

DR. Valery Michaux, Neoma Business School

– Compatibility between systems

2000-2009 : 9 years 2006-2009 : 4 years

DR. Valery Michaux, Neoma Business School

Foresight -> long term/unknown models Smartphone revolution… Beyond the

Forecast: short term + known systems

Understand the whole

Foresight: long-term vision of VUCA

DR. Valery Michaux, Neoma Business School

4 distinct phases and 4 reports

Dates Course Work assignment Dates Course Work assignment

Phase 1 Between 5/6thOct. -> Phase 1 Between 5/6th Oct. ->

Dates Course Work assignment Dates Course Work assignment

DR. Valery Michaux, Neoma Business School

Dates Course Work assignment Dates Course Work assignment

Continuous learning process

Grade =  From 3 absences onwards, students will be

DR. Valery Michaux, Neoma Business School

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