This course covers the formulation and implementation of strategies by corporations and businesses. The forces and factors that influence the choice of strategies, and their success or failure are examined. Topics include external analysis of opportunities and threats, internal analysis of capabilities and competencies, choice of strategy at functional, business, corporate and global levels, alignment of structures and controls with strategies and evaluation of strategies. The course draws upon case studies to highlight key concepts in strategic decision-making.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. Analyse an organisation’s internal and external environments by applying appropriate theories, models, and/or frameworks;
2. Formulate appropriate strategies to gain a competitive advantage at both business and corporate levels;
3. Evaluate competing strategies; and
4. Communicate strategies or strategic alternatives both in writing and verbally to facilitate organisational decision-making and problem-solving.

Research-Led Teaching

The lectures content will be based on the rigorous scholarly research in the field of strategic management and contemporary practitioner research and issues emerging in popular business media. Students will be expected to demonstrate detailed understanding and application of contemporary best-practice strategic management frameworks based on scholarly research and also employ their own research into analysing quantitative or qualitative data pertaining to the strategy of a firm.

Field Trips

Not relevant

Required Resources

All students are able to access and use the Required Textbook:

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 24th Edition

ISBN: 9781266849466

Recommended Resources

Not applicable.

Staff Feedback

Students will receive written feedback on their case study analyses report assessment items. We may occasionally also provide verbal feedback to the whole class, to groups, or to individual students.

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Class Schedule

Week/Session	Summary of Activities	Assessment
1	Week 1: Strategy - Introduction What is strategy and why its it important The role of strategy in defining the organisation's future direction	Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 1
2	Week 2: The strategy development process Setting vision, mission and purpose Understanding the role of the firm Strategic measurement - more than just financial success	Tutorial: Case TBC (Tutorial case study list on Wattle)Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 2
3	Week 3: The strategy development process Determinant or planned approaches based on analyses Emergent or sensing based approaches based on creativity, innovation and entrepreneurialism or intra-preneurialism	Tutorial: Client Consultation Session 1 Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 3
4	Week 4: Strategic analyses and insight - creating a strategically agile organisation Identifying Opportunities and Threats and managing risk Matching organisational capabilities and external insights (the VRIO approach) Strategic positioning Building strategic agility and resilience	Tutorial: Case TBC (Tutorial case study list on Wattle)Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 4Case Analysis 1: Due by 23:59pm AEST Friday 14th March
5	Week 5: The Strategic Toolkit Sources of competitive advantage Exploiting competitive advantage The Five Generic strategy options (organic strategy; M&A, strategic alliance and collaboration)	Tutorial: Client Consultation Session 2Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 5
6	Week 6: Competitive Positioning	Tutorial: Case TBC (Tutorial case study list on Wattle)Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 6
7	Week 7: The Borderless Strategic Organisation - Competing in international MarketsDrivers and risks of competing across bordersThe digital transformation and impacts on strategyRecognising and competing successfully in 'Blue Oceans'	Tutorial: Client Consultation Session 3Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 7
8	Week 8: Strategy & StructureUnderstanding the relationships between strategy and structureStructuring the organisation for strategic effectivenessThe different layers of strategic responsibility and focus	Tutorial: Case TBC (Tutorial case study list on Wattle)Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 8Case Analysis 2: Due by 23:59pm AEST Friday 25th April
9	Week 9: Ethics, social responsibility and sustainabilityStrategy & Shared ValueThe notion of social license to operateWho 'owns' the organisation?Stakeholder views of the organisation's strategy	Tutorial: Client Consultation Session 4Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 9
10	Week 10: Strategic execution/implementation (Good Strategy Execution)Understanding the 7S frameworkAligning people/capabilities, resources, systems and structuresMeasuring and monitoring strategic success	Tutorial: Case TBC (Tutorial case study list on Wattle)Reading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 10
11	Week 11: Managing Internal OperationsWell designed IncentivesInformation SystemsResource AllocationCreating and sustaining an effective strategy - Kaizen (Continuous Improvement)	Tutorial: Client Pitching Practice SessionsReading: Thompson, Peter, Gamble & Strickland, 2024, Crafting and Executing Strategy, 24th edition, McGraw Hill, Chapter 11
12	In Class Presentations - No Lecture	In Class Presentations: 10mins per Team (5 mins present, 5mins Q+A) Schedule TBC, may vary by guest / room availability, time-slots allocated by week 9.Final Client Roadmap and Slides: Due by 9:00am AEST Monday 19th MayWrite-up to be submitted prior to presentations.
13	Final Reflection	Final Video Reflection: Due 23:59pm AEST Friday 30th May

Tutorial Registration

Tutorial Registration

ANU utilises MyTimetable to enable students to view the timetable for their enrolled courses, browse, then self-allocate to small teaching activities / tutorials so they can better plan their time. Find out more on the Timetable webpage.

Assessment Summary

Assessment task	Value	Due Date	Return of assessment	Learning Outcomes
Case Analysis 1 (Individual assessment) 10%	10 %	14/03/2025	24/03/2025	1,2,3,4
Case Analysis 2 (Individual assessment) 20%	20 %	24/04/2025	08/05/2025	1,2,3,4
Client Focused Roadmap (Teamwork assessment) 20%	20 %	19/05/2025	25/05/2025	1,2,3,4
Client Focused Presentation (Teamwork assessment) 20%	20 %	*	25/05/2025	1,2,3,4
Learning and Colaboration Reflective Video (Individual assessment) 30%	30 %	30/05/2025	26/06/2025	1,2,3,4

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details

Policies

ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

• Student Assessment (Coursework) Policy and Procedure
• Special Assessment Consideration Policy and General Information
• Student Surveys and Evaluations
• Deferred Examinations
• Student Complaint Resolution Policy and Procedure

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.

Participation

Attendance at seminars, lectures, and tutorials, while not compulsory, is expected in line with "Code of Practice for Teaching and Learning," Clause 2 paragraph (b). Where

students will not be able to attend a seminar, lecture and tutorial, they should advise the Convenor and discuss how to otherwise address the learning materials.

Assessment Task 1

Case Analysis 1 (Individual assessment) 10%

Case study analysis is a major activity in this course as a means of demonstrating the ability to both conceptualise (demonstrate a detailed understanding of the relevant models, concepts and frameworks we will be studying), application (ability to compare and contrast the models, concepts and frameworks to facts and evidence) and insight (ability to derive relevant interpretations from the analysis of data/factual evidence using relevant models).

AI USE: the use of AI such as ChatGPT to generate an essay or report is not allowed as it is akin to plagiarism. Students are required to demonstrate achievement of critical, analytical and synthesis skills in high-quality works.

More details on the assessment will be provided in Wattle by the end of week 2, but it essentially involves comparing and contrasting the details of relevant strategic management models, concepts and frameworks that are studied in this course to the details and facts about a practical strategic best practice scenario or strategic challenge set out in a case study and then drawing strategic conclusions from that process.

These case studies used as both learning activities in Tutorials and for the assessments may be drawn from the required textbook and also may be found in a range of published materials available in the business management or practitioner literature. The details or links to the information describing the specific case study will be published on Wattle by the end of Week 3.

In order to help students prepare for this assessment, a range of case studies will be used in tutorials to enable discussion and practice of the use of models, concepts and frameworks applied to the cases from which strategic insights and recommendations or options can be derived.

The maximum length for this analysis and report is 1000 words (+/- 10%). The tutorials are a guide to what is expected and how to research and compile these.

Weighting: 10%

Penalties apply for going over or under the word limit (5% per 100 words).

Marking criteria for this assessment will be available on Wattle at least two weeks before the due date. Please do not hesitate to ask if you have any further questions.

Due date: 23:59pm AEST on Friday of Week 4 (14/3/25) via Turnitin on the course Wattle site.

Feedback by: Feedback on this assessment will be returned by Monday in Week 6 (24/3/25).

Assessment Task 2

Case Analysis 2 (Individual assessment) 20%

Case study analysis is a major activity in this course as a means of demonstrating the ability to both conceptualise (demonstrate a detailed understanding of the relevant models, concepts and frameworks we will be studying), application (ability to compare and contrast the models, concepts and frameworks to facts and evidence) and insight (ability to derive relevant interpretations from the analysis of data/factual evidence using relevant models).

AI USE: the use of AI such as ChatGPT to generate an essay or report is not allowed as it is akin to plagiarism. Students are required to demonstrate achievement of critical, analytical and synthesis skills in high-quality works.

More details on the assessment will be provided in Wattle by the end of Week 3, but it essentially involves comparing and contrasting the details of relevant strategic management models, concepts and frameworks that are studied in this course to the details and facts about a practical strategic best practice scenario or strategic challenge set out in a case study and then drawing strategic conclusions from that process. More marks are associated with this second case analysis because (1) more concepts, models and frameworks will have been covered and (2) feedback on the first case analysis assessment should enable each student to reflect and adjust their performance.

Once again, a range of further case studies will be used as both learning activities in Tutorials and for these assessments, and again these may be drawn from the Required Textbook and also may be found in a range of published materials available in the business management or practitioner literature.

As previously discussed, in order to help students prepare for this assessment, a range of case studies will be used in Tutorials to enable discussion and practice of the use of models, concepts and frameworks applied to the cases from which strategic insights and recommendations or options can be derived and feedback from the first assessable case analysis will also enable reflection and adjustment to individual performance.

The maximum length for this second analysis and report is 1500 words (+/- 10%). Penalties apply for going over or under the word limit (5% per 150 words).

Weighting: 20%

Marking criteria for this assessment and other details including referencing and treatment of work over the word limit will be available on Wattle at least two weeks before the due date.

Due date: 23:59pm AEST Thursday 24th of April

Feedback by: Within 2 weeks, by Friday 9th of May

Late submissions will incur a penalty of 5% per working day or part thereof.

Assessment Task 3

Client Focused Roadmap (Teamwork assessment) 20%

Teamwork: Due 9:00am AEST Monday 19th of May via Turnitin.

Length: 2000 words (+/- 10%). Penalties apply for going over or under the word limit (5% per 200 words).

Team Formation:

Teams of 5 (five) will be formed in Week 1 and clients will be allocated to each Team. Time will be allocated at the end of the Seminar in week 1 for networking and signup via wattle. Late formation of any remaining and non assigned students will be finalised on Monday COB of Week 2, administered manually by the teaching team.

Group issues / advice sessions: During the semester the teaching team will attend some Seminars. Time will be allocated (up to one hour, for consultations, advice sessions and client zoom breakout chats. Students are required to keep the teaching team up to date if any concerns arise during the semester.

Task:

During the Semester, you are required to work closely with your clients to resolve issues, create strategies and provide guiding actions. Using lectures, seminars and tutorial advice sessions, students will go through the process of conceiving, developing and obtaining early validation for their strategies. The Roadmap then compiles a report that incorporates key elements of a business plan. personalised to the requirements set forth by each of the clients. Requirements will vary depending on the needs of clients, however general Requirements / Outline: are as below:

Organisational Plan: Vision, Mission and values of the venture; Key Activities for the venture; roles, responsibilities and suitability of the team; recruitment strategy to attract additional team members; and strategy to establish Key Partnerships.

Marketing Plan: Customer segments identified and quantified, with a clear Value Proposition for each; competitive analysis, positioning strategy, including Channels and Relationships; and evidence of validation and use of feedback to improve the venture.

Financial Plan: Key Resources required for the venture; clear budget based on credible sources; pricing strategy for each customer segment; financial projections based on logical assumptions; and identification of potential sources of funding.

Growth Plan: High-level plan for the first six months of operations; identifies growth markets and expansion opportunities; valuation and investor offer; harvest and exit strategies.

Return of Assessment / Feedback: By Sunday 25th of May via Turnitin.

Assessment Task 4

Client Focused Presentation (Teamwork assessment) 20%

Teamwork: Teams of 5 (five) formed in Week 1 will deliver a 5-minute presentation (5-minute Q+A) in Week 12

Content: The presentation should cover: Your Roadmap (AT4): The problem addressed, clear and credible solutions, along with strategy for execution and guiding actions.

Note: Although clients may provide advice and guidance, they will not have the capacity to influence your grades in this session.

This is a team-based assessment, each member will receive the same grade. This will require each member (or a captain) to take responsibility for certain key aspects of the project and work collaboratively with the team to make sure those aspects are completed successfully.

Important Notice:

Presentation Slides and Roadmaps must be uploaded via Turnitin by 9:00am on the morning of the 19th of May.

NDAs must be signed and returned by Week 3 (these protect both students and clients), no NDA no client contact, No Roadmap or Presentation grade.

If either of these are not met, those groups and student will not present, and will forfeit their marks.

This is a professional requirement and will affect the reputation of the University, and the potential to source a client for further course offerings. These terms are not negotiable.

Presentations will be video recorded, which will enable later validation and verification of assessment if required (in accordance with point 7 in the ANU Student Assessment (Coursework) policy)

Presentations During Week 12, Presentation times TBC around Thursday 22nd May from 9am-12Noon

Time Limit: 5 mins presentation, 5 mins Q+A

Return of Grades: Weekend of Week 12 (25.05.2025)

Detailed feedback will be provided by the teaching team and the clients. The clients will have no influence over your grades, this is only for your learning and development benefits.

Assessment Task 5

Learning and Colaboration Reflective Video (Individual assessment) 30%

Details of Task: A reflection should encompass your learning journey, experience and key takeaways throughout the Semester.

Length: 10 minutes +/- 10 (non-scripted video)

Rubric and Contents: Detailed information about the Reflection contents (including its marking criteria) will be provided in class in Week 1.

It is highly encouraged that students keep a record (eg. a diary / a portfolio) of learning & experiences, as may provide useful in the composition and evidence to support your work once the Semester is over.

Submission via Turnitin: Due: Friday May 30th @ 23:59 AEST

Return of Assessment: 26th of June with final grades for the course.

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. ANU provides clear guidelines and resources regarding academic integrity including guidelines on citing sources and the importance of originality - these can be found via the following link https://www.anu.edu.au/students/academic-skills/academic-integrity Turnitin will be used to check for both plagiarism and originality with assignment submissions and a zero tolerance will be applied to assignments that rely on simply copying material that is not the students own work unless this is appropriately cited.

Hardcopy Submission

This course will not require submissions of hard copies. Online submission via Turnitin will suffice.

Late Submission

No submission of assessment tasks without an extension after the due date will be permitted without penalties.

If an assessment task is not submitted by the due date, a 5% penalty per working day or part thereof shall apply.

All requests for Assessment Adjustment (including Requests for Extension and for Consideration of Extenuating Circumstances) should be submitted via ISIS.

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Returning Assignments

All assignments will be marked and where appropriate feedback will be provided either:

in class, or in person by appointment with the course lecturer, via email, or via the course Wattle site.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

You are allowed to resubmit your assignments before the specific deadlines. Any submission done after the deadline will be considered as a late submission and not be marked.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).

• ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
• ANU Diversity and inclusion for students with a disability or ongoing or chronic illness
• ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
• ANU Academic Skills and Learning Centre supports you make your own decisions about how you learn and manage your workload.
• ANU Counselling Centre promotes, supports and enhances mental health and wellbeing within the University student community.
• ANUSA supports and represents undergraduate and ANU College students
• PARSA supports and represents postgraduate and research students