Organizational Strategy Formulation & Execution
| Level of Study | Master Level |
| Duration | 2 days (7 hours per day) |
| Intakes | Rolling Intake |
| Course Code in HRD Corp | 1000173600 |
| Course Cost | RM 1400 Online RM 2600 Offline |
| Entry Requirement | SPM/MCE/SPVM/O Level |
| Awarded Certificate | A course-based certificate will be issued after completion of each course. A Master of Business Skills Program certificate will be issued on completion of all subjects. |
Organizational Strategy Formulation & Execution Abstract & Subject Outline of the Course
This course equips managers and professionals with the concepts, frameworks, and techniques needed to make better strategic decisions. The goal is a strategic course that reflects the dynamism and intellectual rigor of this fast-developing field of management and takes account of the strategic management practices of leading-edge companies.
This course endeavors to be both rigorous and relevant. While embodying the latest thinking in the strategy field, it aims to be accessible to professionals from different backgrounds and with varying levels of experience.
It achieves this accessibility by combining clarity of exposition, concentration on the fundamentals of value creation, and an emphasis on practicality.
This curse also focuses on the essential tasks of strategy: identifying the sources of superior business performance and formulating and implementing a strategy that exploits these sources of superior performance. At the same time, this course reflects recent developments in the business environment and in strategy research and to take account of feedback from instructors.
Two Days Program (Advanced)
Concept of Strategy
The role of strategy in success
The basic framework for strategy analysis
A brief history of business strategy
Strategy today
Goals, Values and Performance
Strategy as a quest for value
Profit maximization
Shareholder value maximization
Putting performance analysis into practice
Appraising the organization’s performance
Diagnosing the sources of poor performance
Selecting strategies and setting performance targets
Beyond profit: Values and social responsibility
Strategy and real options
Industry Analysis: The Fundamentals
From environmental analysis to industry analysis
Industry analysis: Porter’s five forces of competition framework
Competition from substitutes
Threat of entry
Rivalry between established competitors
Bargaining power of buyers and suppliers
Applying industry analysis
Using industry analysis for forecasting industry profitability
Using industry analysis to develop strategy
Defining industries
From industry attractiveness to competitive advantage
Further Topics in Industry Analysis
Extending the five forces framework
A missing force in the Porter model?
Dynamic competition
The contribution of game theory
Extending the five forces framework
Segmentation analysis
Strategic groups
Analyzing and Developing Resources and Capabilities
The role of resources and capabilities in strategy formulation
Basing strategy on resources and capabilities
Resources and capabilities as sources of profit
Identifying resources and capabilities
The resources of the firm
Organizational capabilities
Creating capabilities
Appraising resources and capabilities
Exploiting key strengths
Managing key weaknesses
What about superfluous strengths?
Choosing the industry context
Organization Structure and Management Systems: The Fundamentals of Strategy Implementation
Strategy implementation
The strategic planning system
The content of strategic plans
Operating plans
Organizational design: The fundamentals of organizing
Specialization and division of labor
Organization design
The Nature and Sources of Competitive Advantage
The emergence of competitive advantage
External sources of change
Internal sources of change
Sustaining competitive advantage
Isolating mechanisms
Competitive advantage in different market settings
Types of competitive advantage
Cost advantage
Sources of cost advantage
Using the value chain to analyze costs
Differentiation advantage
Nature of differentiation
Differentiation and segmentation
Analyzing differentiation
The demand side
The supply side
Product integrity
Branding and reputation
The value chain in differentiation analysis
Implementing cost and differentiation strategies
Business Strategies in Different Industry Contexts
Industry evolution and strategic change
The industry life cycle
Organizational adaptation and change
Organizational adaptation and change
Organizational adaptation and industry evolution
Coping with technological change
Managing strategic change
Tools of strategic change management
An alternative view
Scenario analysis
Capability
Competitive advantage in mature industries
Strategies for declining industries
Strategy alternatives for declining industries
Vertical Integration and the Scope of the Firm
Transaction costs and the scope of the firm
The benefits and costs of vertical integration
The sources of transaction costs in vertical exchanges
The costs of vertical integration
Designing vertical relationships
Recent trends
Strategic Issues in International Business
Patterns in internationalization
Types of MNC
Market Entry Strategies
Export based
Non-equity based
Equity based
Porter
Value chain and global synergies
Types of international business strategies
Intercultural strategies
Implementing Corporate Strategy: Management of the Multi-business Firm
The role of corporate management
Managing the corporate portfolio
Managing individual businesses
Performance management and financial control
Managing linkages across businesses
Managing change in the multi-business corporation
Governance of multi-business corporations
External growth strategies: Mergers, acquisitions, and alliances
Mergers and acquisitions: Causes and consequences
Strategic alliances
Current Trends in Strategic Management
The new external environment of business
Unpredictable or ‘Black Swan’ events
New directions in strategic thinking
Redesigning the organization
New modes of leadership