Profit dynamics in industries and industrial ecosystems
This session provides models and tools to help board directors navigate the strategy field in ecosystems where circular dependence among firms makes the task more complex than in more linear and less interdependent environments.
Constructing competitive advantage
Identifying new value opportunities is an essential part of the search for competitive advantage. While value creation opportunities are in constant flux, the mechanisms for establishing competitive advantage are relatively unchanging. This session discus...
This session helps board members reflect on how to anticipate and reflect upon the vagaries and opportunities of substitution and disruption. It zooms in on the opportunities and challenges of substitution, models that predict the impact on firms and mark...
Success and failure in ecosystems tend to occur much faster than in traditional linear supply chains, due to the circular dependencies among firms. This session addresses several questions related to creating and winning in ecosystems.
“Outside-In”: The changing nature of the business environment
Having examined the fundamentals of strategising, we now turn to novel aspects of strategy in the modern world. This session explores how the outside world – the organisation’s environment – shapes the company’s business strategy and impacts the company’s...
“Inside-out”: The influence of the organisation on strategy and on its environment
In the second “macro” session, we turn inside the company and examine how the organisation (structure, culture, politics) impacts the company’s performance.
Strategy making in an emerging digital world
This session explores examples of companies facing digital disruption to reflect on the relationship between strategy, the organisation and its environment. We will also examine the role of the board in the strategy-making process.
Strategy as process
Explore how the board can ensure that a well-structured process is in place, and that sufficient attention is devoted to the development, monitoring and adaptation of the organisation’s strategy.
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