STRATEGIC PLANNING AND INNOVATION

The aim of the course is to provide the student with a toolkit to develop a strategic planning process and, before of that, to formulate an incremental (strategic positioning) as well as radical (strategic innovation) business strategy. The conceptual foundations and toolkits gained during the course will be systematically used to interactively analyze real case studies and to practice formulating well-thought strategic analyses and recommendations.

The goal of the course is to provide the student with a toolkit to understand and analyze strategic issues and to fully appreciate the complexities related to strategic management in terms of strategy formulation . Through the course students will learn how to rigorously analyze a firm's competitive environment, its internal resources and its business-level as well as corporate-level strategies. The conceptual foundations and toolkits gained during the course will be systematically used to interactively analyze real case studies and to practice formulating well-thought analyses and recommendations. The course is designed so that participation and discussion enable the learning process.

A bachelor-level course in strategy - or an equivalent knowledge of main strategy topics - is strongly advised. In particular, students would benefit from reading a basic strategy handbook such as:
Whittington, Angwin, Regner, Johnson and Scholes (2019), "Exploring corporate strategy - 12th edition", Pearson.

The course focuses on the frameworks that are useful in analyzing the strategic problems and issues that firms face in their competitive contexts, on the processes of strategy formulation and on the subsequent process of strategic planning.
Structure of the course:
1. The business strategy meaning
2. The business strategy evolution
3. The business strategy dimensions
4. The business strategy framework
4.1 Governance (& leadership)
4.2 Mission
4.3 Vision
4.4 Business strategy AS IS
4.5 Business model AS IS
4.6 Business strategy & model TO BE (business strategic plan)
4.7 Corporate strategic plan
4.8 Reporting

- C. Bagnoli, A. Brugnoli, Il paradosso dell'impresa: innovazione vs coerenza strategica. Dispensa di pianificazione e innovazione strategica. A.A. 2019-2010
- Slides by the teacher.
Suggested readings:
- B. De Wit, R. Meyer (2014), "Strategy synthesis: resolving strategy paradoxes to create competitive advantage - 4th edition", Thomson Learning
- W. C. Kim, R. Mauborgne (2005), "Blue Ocean Strategy. How to Create Uncontested Market Space and Make Competition Irrelevant", Harvard Business School Press

Written exam for both attending and not attending students. The exam consists of 30 questions with multiple choice answers on the contents of the course.

The course is designed so that participation and discussion enable the learning process. Much of the course will be based on thorough discussions of case studies. We will use real business cases that provide a forum for students to apply the concepts and tools they will be exposed to. Each case discussion aims at providing students with a thorough understanding of the strategic nature of the situation, at helping them in defining the key issues and in proposing strategic alternatives and/or recommendations.

Accessibility, Disability and Inclusion
Accommodation and support services for students with disabilities and students with specific learning impairments
Ca’ Foscari abides by Italian Law (Law 17/1999; Law 170/2010) regarding support
services and accommodation available to students with disabilities. This includes students with
mobility, visual, hearing and other disabilities (Law 17/1999), and specific learning impairments (Law 170/2010). If you have a disability or impairment that requires accommodations (i.e., alternate testing, readers, note takers or interpreters) please contact the Disability and Accessibility Offices in Student Services: disabilita@unive.it.

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