Crafting an organisational strategy is a complex and unending challenge. In this subject you will examine the tools and theoretical frameworks required to make decisions in dynamic and uncertain business environments. Integrating executive experience and utilising case study analysis to tackle external issues and internal aspects of the firm, you will learn techniques to assess the competitive value of an organisation. The analysis of strategic alliances and the integration of performance measures into the strategic process are also explored. A critical aspect of this subject is the introduction of scenario planning, a foresight methodology that will enable you to assess the long-term viability of the firm amidst a changing external environment.
|Academic unit:||Bond Business School|
|Subject title:||Strategy Analysis and Design|
Delivery & attendance
|Attendance and learning activities:||Subject delivered in intensive mode (Week 4, 5 & 10). Attendance at all class sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible.|
|Prescribed resources:|| |
|[email protected] & Email:||[email protected] is the online learning environment at Bond University and is used to provide access to subject materials, lecture recordings and detailed subject information regarding the subject curriculum, assessment and timing. Both iLearn and the Student Email facility are used to provide important subject notifications. Additionally, official correspondence from the University will be forwarded to students’ Bond email account and must be monitored by the student.|
To access these services, log on to the Student Portal from the Bond University website as www.bond.edu.au
|Restrictions: ?|| This subject is not available to|
Must be admitted into an EMBA Program.
This subject is not available as a general elective. To be eligible for enrolment, the subject must be specified in the students’ program structure.
Assurance of learning
Assurance of Learning means that universities take responsibility for creating, monitoring and updating curriculum, teaching and assessment so that students graduate with the knowledge, skills and attributes they need for employability and/or further study.
At Bond University, we carefully develop subject and program outcomes to ensure that student learning in each subject contributes to the whole student experience. Students are encouraged to carefully read and consider subject and program outcomes as combined elements.
Program Learning Outcomes (PLOs)
Program Learning Outcomes provide a broad and measurable set of standards that incorporate a range of knowledge and skills that will be achieved on completion of the program. If you are undertaking this subject as part of a degree program, you should refer to the relevant degree program outcomes and graduate attributes as they relate to this subject.
Subject Learning Outcomes (SLOs)
On successful completion of this subject the learner will be able to:
- Appraise the practical and theoretical effectiveness of strategy tools for analysing the internal and external environment.
- Assess the strategic position of a firm in a complex and changing environment
- Develop scenarios to assist in the generation of innovative business level and/or corporate level solutions to complex business problems
- Explain the importance of personal and company values as well as socially responsible management practices and ethical principles.
- Develop a strategic analysis and planning document suitable for executive management.
- Present a persuasive and coherent account of strategic analysis and related recommendations suitable for an executive audience.
|Class Participation||Case study analysis and discussion||15%||Ongoing||1, 2, 4, 6.|
|Project Report §||Written report (maximum 2500 words) of key findings from the strategic consulting project (due 4 weeks after the Intensive).||20%||In Consultation||1, 2, 3, 4, 5.|
|Oral Presentation §||Presentation of scenarios at conclusion of scenario planning workshop (due at conclusion of Intensive).||10%||In Consultation||3.|
|Oral Presentation §||Presentation of strategic consulting project. A peer evaluation system will be used to assess the performance of each group member during the project (due 4 weeks after the Intensive).||20%||In Consultation||1, 2, 3, 4, 6.|
|Essay||Critical appraisal of a key issue in strategic management.||35%||Week 14*||1.|
- § Indicates group/teamwork-based assessment
- * Assessment timing is indicative of the week that the assessment is due or begins (where conducted over multiple weeks), and is based on the standard University academic calendar
- C = Students must reach a level of competency to successfully complete this assessment.
|High Distinction||85-100||Outstanding or exemplary performance in the following areas: interpretative ability; intellectual initiative in response to questions; mastery of the skills required by the subject, general levels of knowledge and analytic ability or clear thinking.|
|Distinction||75-84||Usually awarded to students whose performance goes well beyond the minimum requirements set for tasks required in assessment, and who perform well in most of the above areas.|
|Credit||65-74||Usually awarded to students whose performance is considered to go beyond the minimum requirements for work set for assessment. Assessable work is typically characterised by a strong performance in some of the capacities listed above.|
|Pass||50-64||Usually awarded to students whose performance meets the requirements set for work provided for assessment.|
|Fail||0-49||Usually awarded to students whose performance is not considered to meet the minimum requirements set for particular tasks. The fail grade may be a result of insufficient preparation, of inattention to assignment guidelines or lack of academic ability. A frequent cause of failure is lack of attention to subject or assignment guidelines.|
For the purposes of quality assurance, Bond University conducts an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
Students must check the [email protected] subject site for detailed assessment information and submission procedures.
Policy on late submission and extensions
A late penalty will be applied to all overdue assessment tasks unless an extension is granted by the subject coordinator. The standard penalty will be 10% of marks awarded to that assessment per day late with no assessment to be accepted seven days after the due date. Where a student is granted an extension, the penalty of 10% per day late starts from the new due date.
Policy on plagiarism
University’s Academic Integrity Policy defines plagiarism as the act of misrepresenting as one’s own original work: another’s ideas, interpretations, words, or creative works; and/or one’s own previous ideas, interpretations, words, or creative work without acknowledging that it was used previously (i.e., self-plagiarism). The University considers the act of plagiarising to be a breach of the Student Conduct Code and, therefore, subject to the Discipline Regulations which provide for a range of penalties including the reduction of marks or grades, fines and suspension from the University.
Feedback on assessment
Feedback on assessment will be provided to students within two weeks of the assessment submission due date, as per the Assessment Policy.
If you have a disability, illness, injury or health condition that impacts your capacity to complete studies, exams or assessment tasks, it is important you let us know your special requirements, early in the semester. Students will need to make an application for support and submit it with recent, comprehensive documentation at an appointment with a Disability Officer. Students with a disability are encouraged to contact the Disability Office at the earliest possible time, to meet staff and learn about the services available to meet your specific needs. Please note that late notification or failure to disclose your disability can be to your disadvantage as the University cannot guarantee support under such circumstances.
Additional subject information
A peer-evaluation system will be used in this subject to help determine the individual marks for all group assessments. As part of the requirements for Business School quality accreditation, the Bond Business School employs an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
What is strategy? How should we understand strategy? How should we develop strategy? An overview of strategic management, key theories, concepts, techniques and limitations.
Two aspects of external analysis are explored. First, the macro environment, which provides the overarching context, and second, the industry environment, which includes structure and competition and the conditions for profitability.
Competitive advantage is derived from both the external and internal environment. The internal analysis focuses on resources and capabilities, including the value chain. Innovation is a critical aspect of firm growth, performance, and cost; accordingly, the benefits and challenges of managing the innovation process are discussed.
Growth at the business or corporate level is achieved through a variety of ways. Traditional mergers and acquisitions offer significant integration benefits (although often accompanied with severe costs), but strategic alliances are becoming more common ways to access foreign markets and new technologies.
Implementation is the forgotten part of strategy. If an organisation’s strategic plan is well integrated, and performance measures are embedded correctly, it stands a better chance of successful implementation.
Scenario planning is used by the world’s largest companies to challenge cognition and re-perceive planning assumptions. Students will experience an abridged scenario planning workshop, learning the critical steps and methodology used to consider the business implications of alternative futures.