STRATEGY PLANNING AND CONTROL SYSTEM - 1

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.

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: the corporate governance, the strategic mission and vision, the firm's competitive environment, business strategy and model. 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 dimensions
2. The business strategy evolution
3. The business strategy framework
3.1 Governance (& leadership)
3.2 Mission
3.3 Vision
3.4 Business strategy AS IS
3.5 Business model AS IS
3.6 Business strategy & model TO BE (business strategic plan)
3.7 Corporate strategic plan
3.8 Reporting

Materials required for the exam : Slides provided by the Teacher

Other suggested readings :
-B. De Wit, R. Meyer (2010), Strategy synthesis: resolving strategy paradoxes to create competitive advantage, International Thomson Business Press
- H. Mintzberg, B. Ahlstrand, J. Lampel (2009), Strategy Safari: The complete guide through the wilds of strategic management. Pearson Education 
- W. C. Kim, R. Mauborgne (2005), Blue Ocean Strategy. How to Create Uncontested Market Space and Make Competition Irrelevant. Boston: Harvard Business School Press
- A. Osterwalder, Y. Pigneur (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley & Sons
-C. Bagnoli, et al. (2022), Digital Business Model for Industry 4.0,Springer
- C. Bagnoli, M. Vedovato, Innovazione Strategica, Giappichelli, 2024

The assessment of learning is conducted through a final oral exam, exclusively oral, for both attending and non-attending students, It is aimed at verifying the knowledge and understanding of the topics covered in the syllabus, as well as the ability to present them appropriately

oral

As regards the gradation of the grade (how the grades will be assigned), regardless of the attending or non-attending mode:
A. scores in the 18-22 range will be awarded in the presence of:
- sufficient knowledge and ability to understand applied in relation to the programme;
- sufficient ability to apply knowledge and understanding and judgment;
- sufficient communication skills, especially in relation to the use of specific language relating to the subject;
B. scores in the 23-26 range will be awarded in the presence of:
- good knowledge and ability to understand applied in relation to the programme;
- good ability to apply knowledge and understanding and judgement;
- good communication skills, especially in relation to the use of specific language relating to the subject;
C. scores in the 27-30 range will be awarded in the presence of:
- excellent knowledge and ability to understand applied in relation to the programme;
- excellent ability to apply knowledge and understanding and judgment;
- excellent communication skills, especially in relation to the use of specific language relating to the subject.

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