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Paper 13: Strategic Management
By Traction SGB
Categories: Certified Secretaries
About Course
The Professional courses are administered at Foundation, Intermediate and Advanced Levels. Each level requires an average of one year, though candidates are advised to provide for an additional one year to meet requirements for internship/ practical experience.
A student must book for a minimum of three papers in a level in any order unless is exempted or has credits.
This course is aimed at persons who wish to qualify and work or practice as corporate secretaries, policy formulators, and consultants in governance, governance and compliance auditors and administrators at county and national levels and in the private sector.
Course Content
online class link
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ONLINE CLASS LINK
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WEEK 1 Overview of Strategic Management
Concept of strategy
Purpose of strategy
Characteristics of strategy
Advantages and disadvantages of strategic planning
Strategy approaches
Strategic versus tactical decisions
Patterns of strategy development
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WEEK 1 Overview of Strategic Management Part 1
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WEEK 1 Overview of Strategic Management Part 2
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class recording 15 may 23
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Class recording 17may 23
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Class recording 13 sept 23
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class recording 16 sept 2023
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WEEK 2 History of the Organisation and Culture
History of the Organisation
Importance of history
Path dependency
History as a resource
Historical analysis
Mission: stated and perceived
Organisational culture
Influence of culture on strategy
Undertaking cultural analysis
Hofstede’s Cultural Dimensions Theory
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History of The Organisation and Culture Part 1
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History Of The Organisation and Culture Part 2
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class recording 24 may23
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class recording 22 may 23
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class recording 20 sept 23
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WEEK 3 Strategy Levels and Intent
Corporate strategy
Business strategy
Operational strategy
Functional strategy
Vision statement
Mission statement
Strategic objectives
Statement of corporate values
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Strategy Levels and Intent
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class recording 5 /6/23
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class recording 27 sept 23
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class recording 4 oct 23
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WEEK 4 Strategic Management Process
Steps in the strategic management process
Strategic management in different contexts
Uncertainty and strategic drift
Limitations of strategic management
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Strategic Management Process Part 1
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Strategic Management Process Part 2
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class recording 31 may23
02:00:00
WEEK 5 Strategic Analysis: The External Environment
Policy and administrative framework
Political environment
Economic environment
Sociocultural environment
Technological environment
Ecological environment
Legal environment
Key drivers for change
Industry and sector analysis
Tools for external analysis
Competitor Analysis
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Strategic Analysis: The External Environment Part 1
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Strategic Analysis: The External Environment Part 2
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Class recording 12 June 23
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CLASS RECORDING 14 JUNE23
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CLASS RECODING 7 JUNE 23
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class recording 11 oct 23
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class recording 7 oct 23
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WEEK 6 Strategic Analysis: The Internal Environment
Distinctive resources and capabilities as a basis of competitive advantage
VRIO- value of resources and capabilities, rarity, inimitability, organisational support
Organisational knowledge as a basis of competitive advantage
Diagnosing resources and capabilities
The value chain and value system
Activity systems
Benchmarking
Strengths and Weaknesses
The Balanced Scorecard and Strategy map
Critical success factor analysis
Scenario planning
Gap Analysis
SWOT and the business model
Key features of corporate culture
Health cultures that aid strategy execution
Unhealthy cultures that impede strategy execution
Influence of culture on strategy
Undertaking cultural analysis
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Strategic Analysis: The Internal Environment Part 1
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Strategic Analysis: The Internal Environment Part 2
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Strategic Analysis: The Internal Environment Part 3
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CLASS RECORDING 20 JUNE 23
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class recording 19 June 23
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WEEK 7 Business Strategy and Models
Generic competitive strategies
Cost leadership strategy
Differentiation strategy
Focus strategy
Hybrid strategy
The Strategy Clock
7.2 Interactive strategies
Interactive price and quality strategies
Cooperative strategy
Game theory
7.3 Business models
Value creation. configuration and capture
Business model patterns
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Business Strategy and Models
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class recording 26 June 23
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class recording 18 oct 23
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class recording 18/10/23
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WEEK 8 Corporate Strategy and Diversification
Strategy directors
Diversification and performance
Vertical integration
Value creation and corporate parent
Portfolio matrices
The BCG (growth/share) matrix
The directional policy (GE- McKinsey) matrix
PIMS (Profit Impact on Marketing Strategy
Parenting matrix
The Scenario/vision – building approach
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Corporate Strategy and Diversification Part 1
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Corporate Strategy and Diversification Part 2
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class recording 3 July 23
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class recording 14 Aug 23
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WEEK 9 International Strategy
Internationalization drivers
International business environment and challenges
Geographical sources of advantage
Locational advantage: Porter’s Diamond
The international value system
International strategies
Market selection and strategy
Internationalisation and performance
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International Strategy Part 1
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International Strategy Part 2
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class recording 5 July 23
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CLASS RECORDING 10 JULY 23
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8 Nov 2023 class recording
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WEEK 10 Strategy Development Processes
10.1 Strategic thinking
The paradox of logic and creativity
The art and science of strategic thinking
The “Deep Dive” analogy: acumen, allocation of resources and action
10.2 Strategy formation
Deliberate strategy developers
Emergent strategy developers
Logical incrementalism
Strategy as an outcome of political processes
10.3 Implications for managing strategy development
Strategy development in different contexts
Managing deliberate and emergent strategies
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Strategy Development Process Part 1
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Strategy Development Process Part 2
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CLASS RECORDING 10 JULY 23
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class recording 25 Oct 23
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WEEK 11 Matching Organisational Structure to Strategy
Value chain activities to be performed internally
Value chain activities to be outsourced
Aligning structure with strategy
Organisational structure
Simple structure
Functional structure
Divisional structure
Matrix structure
Multinational structures
Project-based structures
Strategy and structure fit
Delegation of authority
Systems
Planning system
Performance targeting systems
Configurations and adaptability
The McKinsey 7-Ss
Agility and resilience
Collaboration with external parties and strategic allies (network structure)
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Matching Organisational Structure to Strategy Part 1
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Matching Organizational Structure to Strategy Part 2
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CLASS RECORDING 12 JULY 23
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class recording 1 Nov 2023
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WEEK 12 Leadership and Strategic Change
Strategic Leadership vision and change
Theories of leadership and change
Types of strategic change
Levers for strategic change
Methods of introducing strategic change
Strategic leadership roles and effectiveness
Strategic change: revolution versus evolution
Diagnosing the change context
Managing major changes
Problems of formal change programmes
Managing corporate politics
Managing complexity
Leadership in practice
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Leadership and Strategic Change Part 1
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Leadership and Strategic Change Part 2
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Leadership and Strategic Change Part 3
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CLASS RECORDING 17 JULY 23
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class recording 19 july 23
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CLASS RECORDING 24 JULY23
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4th Nov 23 class recording
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WEEK 13 The Practice of Strategy
The strategists
Top managers and directors
Strategic planners
Middle managers
Strategy consultants
Strategising
Strategy analysis
Strategy issue-selling
Strategic decision making
Communicating the strategy
Strategy methodologies
Strategy workshops
Strategy projects
Hypothesis testing
Business cases and strategic plans
Strategy Implementation
Relationship between strategy formulation and implementation
Plans Programs and budgets
Steps for effective strategy implementation
Resource allocation
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The Practice of Strategy Part 1
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The Practice of Strategy Part 2
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The Practice of Strategy Part 3
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class recording 24 July 23
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LESSON 26 JULY23
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WEEK 14 Strategic Control
Evaluation and control in strategic management
The strategic control process
Monitoring evaluation and reporting
Measuring corporate performance
Strategic information systems
Strategic surveillance
Guidelines for proper control
Balance Scorecard as a tool for control
Sustaining organisational effectiveness
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Strategic Control Part 1
WEEK 14 Contemporary issues and Case Studies in Strategic Management
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Contemporary issues and Case Studies in Strategic Management
PAST PAPERS
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PAST PAPERS
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revision 9 August 23
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UPDATED PAST PAPERS CHECK UNDER EXERCISE FILES
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11 nov 23 recording on Aug 23 pastpaper revision
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CLASS RECORDING JAN – APR 2024
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Class 2 24/01/2024
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