MBA Plus in Strategy
A special programme designed for Henley Alumni
This programme aims to facilitate knowledge, understanding and competence in advanced strategic analysis, option evaluation, decision-making and strategic planning. First and foremost, it aims to help managers to learn to think strategically. The emphasis is on the strategic thinking process rather than on strategy models and techniques. The latter have their justification and use as well, of course, but only in support of the strategic thinking process.
Structure
MBA plus is scheduled to take a minimum of 75 study hours, including pre-workshop reading and activities, workshop, reflection and assignment preparation.
The whole programme lasts 3 months, and the workshop at Henley Business School, UK takes place on Wednesday 26th August and finishes on Friday 28th August.
Short description of the programme content
Strategy analysis
In essence, strategy analysis is about sense-making - with a bit of organisational soul-searching thrown in as well. Strategy analysis begins with revisiting the organisation's core purpose, its strategic boundary conditions and value proposition. A valid value proposition is a powerful expression of the organisation's raison d'être. It is where every strategic thought process should begin.
Strategy development
Moving forward requires identification and evaluation of the strategic options open to the organisation. This part of the module addresses the questions: 'What can we do? What should we do?'. Strategy development consists of three main activities - option generation, evaluation and selection. A thorough analysis of the organisation's competitive environment, its competitive position in that environment, and a validated value proposition provides us with the understanding we need in order to begin with the formulation, evaluation and ultimately selection of viable strategic options.
Strategy deployment
Finally, we arrive at the implementation stage of the strategy process. We have decided on a strategic option on the basis of the preceding strategy development stage, and now we have to make it happen. Here we consider how managers can evaluate the implementation options and make decisions on the ways in which the preferred strategies can be executed. This may be achieved organically through the organisation using its own resources and capabilities, through strategic alliances, or by acquisition. In this part of the module we consider the questions: 'Can we do it? How can we do it? What will be the implications for the organisation - how can we make it happen?'
For further information, please contact Jesper Nytoft - email: jesper.nytoft@henleynordic.com
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