STRATEGIC PLANNING AND SUSTAINABILITY MANAGEMENT - 2

The course contributes to the educational objectives of the Master’s Degree Programme, which aims at providing students with economic and managerial knowledge with a specific focus on sustainability and long term value creation.
The course studies strategic planning from a sustainability perspective. In particular, it focuses on how corporate strategy can embed the sustainability perspective in order to generate value shared with all the stakeholders involved.

1 KNOWLEDGE AND UNDERSTANDING
- know the main pillars of sustainability;
- know the evolution of the concept of sustainability across time and space;
- know the main principles of strategic planning.
2 APPLYING KNOWLEDGE AND UNDERSTANDING
- identify the main strategic priorities of companies;
- know how to formulate strategies leading to the creation of shred value;
- know how to identify the main stakeholders of a company.
3 MAKING JUDGEMENTS
- know how to frame hypotheses concerning the consistency of corporate strategy with the sustainability principles.

A knowledge of basic business economics vocabulary or a three-year course of strategy or equivalent knowledge of the main strategic issues is highly recommended. In particular, students would benefit from reading basic strategy manuals such as:
1. R. Grant,(2010), "Contemporary strategy analysis", Wiley;
2. G. Johnson, K. Scholes, R. Whittington (2008), "Exploring corporate strategy", Prentice Hall.

1. The evolution of the concept of sustainability in corporate strategy
2. The role of sustainability in strategic planning: environmental, social, technological and regulatory scenarios
3. The direction, innovation and strategic coherence of sustainability
4. Sustainability strategies
5. Sustainable business models

- M. E. Porter, M. R. Kramer (2011), "Creating shared Value", Harvard Business Review
- Book "Sustainable Business Model" by C.Bagnoli and E. Gritti
- R. J. Orsato, "When does it pay to be Green?"
- C. Bagnoli, A. Brugnoli, Il paradox of enterprise: innovation vs. strategic coherence. Dispensa di pianificazione e innovazione strategico. A.A. 2019-2020
- Transparencies by the teacher.

Attending students will be evaluated on the basis of an individually assigned project (individual paper) which will be discussed in an interview with the teacher. The grade will also take into account the results of a teamwork project that will be developed in class based on the teacher's indications. For non-attending students there will be an oral exam that will cover the topics covered in the reference texts, transparencies and supplementary readings.
Individual report/paper: documentary research work for the reconstruction of future sustainability scenarios. Scenarization on a sector or on a dimension (normative, consumer, post Covid-19, Green new Deal, Venice...) of one of the main sectors of Made Italy.
Venisia group project: preparation of a start-up project. BM canvas of a start-up with Vision, Mission, competitive context (scenarios) and Business Model Canvas for Pitch.
Non-attendants: For students who are not attending, there is an oral exam that focuses on the topics covered in the reference text, transparencies and supplementary readings.

A good part of the course will explore business cases of strategic importance that students will be led to explore through the development of an individual paper. In addition, during the five weeks of the course, students will work in groups to research and build a start-up idea that has a sustainable value proposition. During the lessons, precise instructions will be given about deadlines and expectations around group work.

Italian

oral