Lecture II–
Strategic Management
Dr. Hauke Laackmann
Jacobs University Bremen
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Course Outline I
• 09/02/2019 – Lecture 19:15 / 22:00: Foundations of Strategic Management
• 09/16/2019 – Lecture 19:15 / 22:00: Strategy Maps / Workshop Strategy Development
• 09/30/2019 – Lecture 19:15 / 22:00: Corporate Strategy Process
• 10/07/2019 – Lecture 19:15 / 22:00: rescheduled*
• 10/14/2019 – Lecture 19:15 / 22:00: rescheduled*
• 10/21/2019 – Lecture 19:15 / 22:00: Corporate Parenting Strategy and Organization
• 10/28/2019 – Lecture 19:15 / 22:00: Corporate Financial Strategy
*If the course is willing to have an excursion to a SME and its view on strategy development in
dynamic and disruptive markets, a fitting date needs to be deliberately found.
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Course Outline II
• 11/04/2019 – Lecture 19:15 / 22:00: Strategic Management Tools & Concepts (I)
• 11/11/2019 – Lecture 19:15 / 22:00: Strategic Management Tools & Concepts (II)
• 11/18/2019 – Lecture 19:15 / 22:00: rescheduled
• 11/25/2019 – Lecture 19:15 / 22:00: Case Studies**
• 12/02/2019 – Lecture 19:15 / 22:00: Exam preparations
• 12/09/2019 – 12/21/2019 Exam (final date needs to be defined)*
• 01/20/2020 – 01/31/2020 Make up exam (final date needs to be defined)*
*60% of the grade composition
**40% of the grade composition
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Case Study
• Scenario: C-Level application process
• A group presentation of the company strategy to the (fictional) supervisory board of the company
• Mandatory components of the pitch deck:
Business Model Canvas for the certain product
SWOT-Analysis (several?)
Vision & mission statement
Strategy Map
• Presentation date: Lecture on 11/25/2019
• Paper: each group shall hand in 20-30 pages per group. The paper shall comprehensively
describe the strategic framework as well as the used instruments. The paper standard is the
scientific standard (rules (citation, etc.) due to HSG can be found at Campus-Net).
• Submission deadline for the group paper: 11/20/2019 end of day (23:59:59)
• Group size: 2 pers. Min / 5 pers. Max
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Contact details:
Dr. Hauke Laackmann
Mail: [email protected]
Mobile (in urgent cases): 0049 172 189 24 24
Time schedule:
7:15 pm – start
8:45 pm – 9:00 pm break
10:00 pm - end
Please vote/select a course speaker…
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Course User Story:
As Jacobs Students we want to learn
more about how to apply and
actively use strategic approaches, so
that we can successfully contribute
to the organizations growth.
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Takeaways from past session
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Clarification of open issues
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Clarification of open issues
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Clarification of open issues
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Strategy Development
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Kaplan/Nortons approach on Strategy
Development
• 1. What business are we in and why? (Mission, vision, and values)
• 2. Where are we going? (Strategic goals)
• 3. What are the key issues that our strategy must address? (Strategic analysis)
• 4. How can we best compete? (Strategy formulation)
Source: Focusing Your Organization on Strategy--with the Balanced Scorecard, 3rd
Edition (HBR Article Collection)
ARTICLE COLLECTION Robert S. KaplanDavid P. Norton
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Excurse: Strategy
Maps
Lecture II- 09/02/2019 19:15 / 22:00
Jacobs University
Dr. Hauke Laackmann
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Where do Strategy Maps come from?
Stratgy Map by Kaplan/Norton
Established in 2004 as a logical enrichment step of the balanced scorecard tool with
intangible values -> balanced scorecards operationalize intangible values to
measurable targets, strategy maps lift them to the higher level of strategy development
and therewith provide more stringency to the company and its strategy.
Sources:
[1] Kaplan, Robert S. and David P. Norton. "Having Trouble with Your Strategy?
Then Map It." Harvard Business Review. Sept-Oct 2000. This article is available
from either www.amazon.com or from the HBR site: www.hbr.com
[2] Kaplan and Norton's previous book is The Strategy Focused Organization
which was published by the Harvard Business School press in 2001.
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Examples
(randomly taken from the internet)
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TenneT TSO
TenneT 2014
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Pixar
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Banking
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Manufacturing
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Airline
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Hospital
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Scenario-based Strategy Maps
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Scenario-based Strategy Maps
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Scenario-based Strategy Maps
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Scenario-based Strategy Maps
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Use Case - Titleist
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Your tasks
• Define a Business Modell Canvas for your innovative product
• Follow the four steps:
1. What business are we in and why? (Mission, vision, and values)
-> Define a vision-, mission-statement and some core values for the company
2. What are the key issues that our strategy must address? (Strategic analysis)
-> Analyze the relevant dimensions roughly by using your familiar tools
3. Where are we going? (Strategic goals)
-> Define strategic goals for your company
4. How can we best compete? (Strategy formulation)
-> Define and create a Strategy Map for your company which provides stringency and
follows the scenario your have defined as most suitable to your situation
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• Vision:Revolutionize the
Golfing Industry
• Mission
Statement: Bringing Golf
Sports into the technologically
advanced era of digitization
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Revolutionize the Golfing Industry
Bringing Golf Sports into the technologically advanced era of digitization
Financial Perspective
Customer Perspective / Marketing
Internal Perspective / Operations
Theme one Theme Two Theme Three
Company Core Value Statement
Learning and Growth Perspective / HR
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