This course is about what we can learn today from the historical development of the field of business strategy, as managers, as entrepreneurs, and as innovators generally.
Placing the traditional strategic tools in an historical perspective not only helps us to understand the reason why they were created but also informs us how to use them properly when innovating in our organisations.
The course is divided into four sections, each of which covers a substantial stage in the development of business strategy.
The course is for those curious about the field of business strategy and how it has evolved over time. The aim is imbue the strategy tools we use on a daily basis with a soul.
When did the concept of business strategy emerge? Why did business have an interest to remain small in the 1800?
What has changed in business in 1850? How did the concept of the corporation emerge?
The impact of scientific management on business thinking between 1850 and 1910
How did world war one and two affect business thinking and practices?
Recap: development of business thinking between 1800 and 1950
Connecting and aligning the different parts of the organisation is a source of competitive advantage
How the concept of industry emerged and became the right unit of reference to study competition
The swot analysis: connecting the internal and external environment
Looking at business strategy in different perspectives makes us better strategists
How and why did strategy consultancy businesses emerge? What was their role?
Do the manufacturing costs decrease of 25% if we double production?
Why the need to perform a portfolio analysis? How is this theory related to the experience curve?
A more complex attempt to develop a portfolio analysis
Why did strategy consultancy firms started to decline in the late 60's?
Industrial Organisation (IA): a new emerging field in economics
What is the overall level of competition of an industry? What are the main drivers of competition? How is it possible to understand it?
Michael E. Porter five forces framework: the right tool to perform industry analysis
Beyond industry analysis: the positioning of a company within its industry affects its level of profitability
How does a company achieve a sustainable competitive advantage? The value chain: an activity based view of the organisation
What type of competitive advantage can a company pursue? Low cost Vs. differentiation
How do the activities a company performs relate to its type of competitive advantage?
Business strategy from 1990 to today: an increasingly messy field!
The role that resources (particularly people) play in the competitive advantage of organisations: an emerging dimension in business strategy
The role that time plays in the development of the competitive advantage of organisations: another emerging dimension in business strategy
Stefano’s aim is to facilitate a design thinking agenda in organisations pursuing a strategic innovation approach. Stefano collaborates with the management of medium sized and large organisations (on ad hoc projects) but also with start-ups, through online learning and group facilitation sessions.
In addition to promoting and facilitating the adoption of a design agenda within organisations, Stefano encourages managers to challenge their current understanding of their work and the mental models they have created to explain reality.
Stefano’s on-line courses invite participants to take part in a conversation about entrepreneurship and its purpose in society. The courses introduce the concepts of strategic thinking and design thinking.
Designing a learning environment inspiring participants to open up their minds and hearts is Stefano's ultimate goal and desire.