Advanced Strategic Management

Strategy and Strategic Planning October 25, 2025
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Introduction

This course moves beyond the fundamentals, delving into the complexities of formulating and implementing competitive strategies in dynamic environments. Participants will explore advanced frameworks and contemporary issues such as digital disruption, hypercompetition, and strategic renewal. The focus is on developing a holistic view of the firm as a portfolio of businesses, requiring sophisticated resource allocation and portfolio management. Through rigorous analysis and critical debate, this program prepares senior managers and executives to make high-stakes strategic decisions and drive sustainable value creation. It requires a prior understanding of basic strategic principles.

Objectives

The goal of this advanced program is to develop executive-level strategic capabilities for steering complex organizations and portfolios:

Target Audience

  • Senior Managers and Directors responsible for business unit strategy.
  • Executives (VPs, SVPs, C-suite) involved in corporate-level decisions.
  • High-potential leaders identified for executive roles.
  • Strategy Consultants and Analysts with existing foundational knowledge.
  • Board members seeking a deeper understanding of strategic challenges.
  • General Managers responsible for P&L across multiple market segments.

Methodology

  • Executive-level case studies and complex simulation games.
  • Interactive strategy formulation workshops.
  • Peer-to-peer discussions and structured debates on contemporary issues.
  • Individual assignment on analyzing a firm's corporate-level strategy.
  • Expert guest speaker sessions on digital and global strategy.

Personal Impact

  • Master the application of advanced strategic frameworks (e.g., VRIO, CAGE).
  • Enhanced capability to manage complex, multi-business portfolios.
  • Develop a deeper understanding of digital disruption and strategic response.
  • Improve decision-making under uncertainty and competitive pressure.
  • Strengthen the ability to lead and articulate complex corporate strategy.
  • Integrate ethical and societal concerns into strategic choices.

Organizational Impact

  • More sophisticated and value-enhancing corporate-level strategies.
  • Improved capital allocation and portfolio balance across business units.
  • Increased organizational resilience and agility in hypercompetitive markets.
  • Better risk management through foresight and scenario planning.
  • Enhanced reputation through strategically integrated sustainability initiatives.
  • A higher quality of strategic discussion at the executive and board levels.

Course Outline

Unit 1: The Dynamics of Competitive Advantage

Sustaining Advantage in Hypercompetition
  • Moving beyond static analysis to dynamic strategy.
  • The concept of temporary competitive advantage and strategic agility.
  • Analyzing disruptive innovation and technology-driven change.
  • Strategies for competing in fast-cycle, high-velocity markets.
  • Real options theory and its application in strategic investment.
Resource-Based View (RBV) and Core Competencies
  • In-depth analysis of the VRIO framework (Value, Rarity, Imitability, Organization).
  • Identifying, leveraging, and protecting intangible assets.
  • Developing dynamic capabilities for adaptation and renewal.
  • The role of organizational knowledge and learning in strategy.

Unit 2: Corporate-Level Strategy and Portfolio Management

Diversification and Scope of the Firm
  • Evaluating related versus unrelated diversification strategies.
  • Analyzing the effectiveness of mergers, acquisitions, and alliances.
  • The concept of "Parenting Advantage" and corporate value-add.
  • Managing a multi-business portfolio using tools like the BCG and GE matrices.
Strategic Restructuring and Renewal
  • Identifying the need for strategic renewal and turnaround strategies.
  • Managing portfolio pruning, divestitures, and spin-offs.
  • The role of organizational structure in supporting corporate strategy.
  • Strategies for managing complexity and bureaucratic costs.

Unit 3: Global and Digital Strategy

Competing in the Global Arena
  • Analyzing the CAGE framework for assessing country differences.
  • Global integration vs. local responsiveness (the Integration-Responsiveness Grid).
  • Entry modes into international markets (exporting, licensing, FDI).
  • Transnational, multi-domestic, and global strategic archetypes.
Strategy in the Digital Age
  • The strategic implications of platform business models.
  • Leveraging data and AI for competitive differentiation.
  • Developing a digital transformation roadmap and strategy.
  • Managing cyber risk and data governance as strategic priorities.

Unit 4: Strategic Leadership and Ethics

The Strategist as a Leader
  • The dual role of exploiting current success and exploring future opportunities.
  • Cultivating an organizational culture that supports strategic goals.
  • Leading strategy implementation through influence, not just authority.
  • Understanding and mitigating cognitive biases in strategic decision-making.
Stakeholder Strategy and Ethics
  • Advanced stakeholder mapping and analysis techniques.
  • Integrating corporate social responsibility (CSR) into core strategy.
  • Ethical considerations in strategic choices and competitive actions.
  • The concept of Shared Value and its strategic potential.

Unit 5: Strategy Execution and Measurement

Linking Strategy to Performance
  • Advanced techniques for resource allocation and budgeting.
  • The role of incentives and organizational design in execution.
  • Implementing a closed-loop strategic management system.
Strategic Control and Monitoring
  • Designing a comprehensive set of leading and lagging performance indicators.
  • Conducting strategic reviews and course correction mechanisms.
  • Planning for contingencies and managing strategic risk.

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