EXECUTIVE ONLINE CERTIFICATE

Strategy @ HEC Paris

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PRESENTATION

COURSE 1 : BUSINESS STRATEGY

The Business Strategy course will help you understand why, in a particular sector or industry, some firms are more successful than others. What are the key success factors? What are the sources of competitive advantage? This course will help you identify the issues and challenges at stake, and define a strategy in a seven-step journey.

COURSE 2 : CORPORATE STRATEGY

After having examined the sources of competitive advantage and value creation in a given industry or business, we now turn to Corporate Strategy to answer the following question: how can a firm achieve profitable growth? Vertical integration, diversification and geographic expansion are different options for growth. Alliances, mergers and acquisitions, or organic development, are different modes through which to pursue these moves.

COURSE 3 : STRATEGY IMPLEMENTATION

There is no good strategy without proper implementation.

This course will help you identify the main drivers through which strategy is implemented. Managing change requires an understanding of the organization structure, management processes, corporate culture, leadership and power dynamics.

SYLLABUS

The 2-hour final exam comprises 120 questions. It can be taken in any Pearson VUE center around the world, in 150 countries.

Conditions to obtain the certificate are as follows:

active participation in all three courses;
minimal grade of 50% on each case study;
minimal grade of 60% on the final exam.

The final grade is calculated as the weighted average of case studies grades (30%) and final exam grade (70%).

CURRICULUM :

Introduction
Why think strategically?
The goals of Business Strategy
Timeline
SWOT

Step #1: Industry Analysis
Why industry matters
Porter’s 5 force-model
Industry types
PESTLE

Step #2: Value Chain

Step #3: Firm Strategy
Generic strategies
Cost leadership
Differentiation strategies
Experience curve

Step #4: Cost And Willigness To Pay

Step #5: Competitive Dynamics
First-mover advantage
Game theory
Competitor intelligence

Step #6: Strategic Resources
Resources and capabilities
Resources and competitive advantage

Step #7: Innovation Strategies
Business model
“Blue Ocean”
Two-sided markets

Introduction – What is Corporate Strategy?
Scope and Boundaries of he Firm
Modes of Expansion

Value Creation and Governance
Value creation
Shareholders vs Stakeholders
Agency theory: Shareholders & managers

Vertical Integration and Outsourcing
Transaction costs
Technical dependencies
Hold-up
Investment in specific assets

Global Competition and International Strategies
Global vs multi-domestic businesses
Adaptation vs economies of scale
Concentration vs dispersion
Strategies in emerging markets

Diversification and Refocusing
Economies of Scope and Shared Resources
Synergies
Diversification Costs and Conglomeral Discount

Mergers and Acquisitions
M&A Cycles
Acquisition Premium
Integration Challenges
Asset Divestments and Strategic Refocusing

Strategic Alliances and Inter-firm Cooperation
Alliances Types
Coopetition
Inter-Partner Conflicts
Networks

Introduction: What is Strategy Implementation?

Creating Strategic Alignment through Organization Design and Processes
The Dimensions of organization design
Alternative structural forms
Principles for creating organizational alignment
Beyond hierarchy: networks
Management systems
Decision-making processes

Understanding and Leveraging the Hidden Side of the Organization
Corporate Culture
Organizational Identity
Leadership and Power

Leading Change
Combining « soft » and « hard » skills
Different Ways of Conceiving Change
Change in Action

The Transformational Leader in Action
Challenges of the Knowledge Economy
The Role of the Leader in Creating a Learning Organization
Strategic Ambidexterity: Combining Operational Excellence and Innovation

PIERRE DUSSAUGE

DEAN OF THE FACULTY AND STRATEGY PROFESSOR, HEC PARIS

Pierre Dussauge holds an Msc. degree from HEC and earned a Ph.D. in Management Science from Paris-Dauphine University. He was a visiting professor of Corporate Strategy and International Business at the Ross Business School of the University of Michigan (Ann Arbor) from 1991 to 2003; he has also had teaching assignments at INSEAD (Fontainebleau, France), at IESE (Barcelona, Spain), at INCAE (Costa Rica), at the Indian School of Business (Hyderabad), at Tsinghua University (Beijing, China), etc.

Pierre Dussauge is the author or co-author of several books in the field of strategic management (Strategic Technology Management, J. Wiley & Sons, 1992 ; Stratégie d’entreprise: études de cas, InterEditions, 1993; Les Stratégies d’Alliance, Editions d’Organisation, 1995; Cooperative Strategy, J. Wiley & Sons, 1999; Strategor, 2009) ; Les Stratégies d’Alliance received the 1995 McKinsey award for best management book published in France.

He is also the author of many articles published in academic or practitioner-oriented journals such as the Strategic Management Journal, the Journal of International Business Studies, MIT-Sloan Management Review, etc. For the last few years, his research has focused on the topic of global strategic alliances.

In addition to his academic work, Pierre Dussauge has been a consultant or a management educator with a number of firms in Europe and in the US, notably : Mars, Fiat, Schneider, Pechiney, EADS, Generali, SCOR, SNCF, American Airlines, DuPont de Nemours, IBM, APEX, Suez, Unilever, France-Telecom, Neopost, Air France – KLM, Publicis, etc.

LAURENCE LEHMANN-ORTEGA

STRATEGIC MANAGEMENT AFFILIATE PROFESSOR, HEC PARIS

Laurence Lehmann-Ortega is an Affiliate Professor of Strategic Management at HEC Paris. A graduate of HEC Paris, she holds a Ph.D. in Management from the University of Aix en Provence.

After having first worked as a consultant in strategy, she now focuses on teaching and research, with an emphasis on strategic innovation, notably business model innovation. Among other publications, she is a co-author of Strategor (Dunod, 2016, 7th edition), the leading French language strategy textbook.

GEORGES BLANC

STRATEGIC MANAGEMENT EMERITUS PROFESSOR, HEC PARIS

Georges Blanc is an Emeritus Professor of Strategic Management at HEC Paris. He has been teaching, consulting and doing research in the field of strategy and organizational change for more than forty years.

As a consultant for CEOs and top executives, he deals more specifically with the challenges of innovation, change and international expansion, notably in emerging countries. He also advises the management of Higher Education Institutions in Europe and Latin America.

BERNARD RAMANANTSOA

STRATEGIC MANAGEMENT EMERITUS PROFESSOR AND FORMER DEAN, HEC PARIS

Bernard Ramanantsoa is an Emeritus Professor of Strategic Management at HEC Paris. He was the Dean of HEC Paris from 1995 to 2015.

Bernard Ramanantsoa holds an Engineering degree from the “Ecole Supérieure d’Aéronautique de Toulouse“, an MBA from HEC Paris and a Ph.D. in management sciences from Paris-Dauphine University.

After having worked at SNCF for a few years, he joined the HEC faculty in 1979. A specialist of ethics and culture, he is the author of numerous books and articles on these topics. His latest published work is Apprendre et Oser (Albin Michel, 2015). Bernard Ramanantsoa is also a member of the board of several corporations and academic institutions.

HELENE CHANUT-MUSIKAS

STRATEGY AFFILIATE PROFESSOR, HEC PARIS

Hélène Chanut-Musikas is an Affiliate Professor at HEC Paris, where she teaches in the fields of strategy (innovation, growth strategy, corporate social responsibility, strategic alignment, strategic planning) and general management.

Prior to her association with HEC Paris, Hélène Chanut-Musikas acquired a comprehensive business experience while working for McKinsey & Co, Bain &Co and France Telecom (Orange), both in France and in the United States. Hélène Chanut-Musikas is a graduate from the “Ecole Normale Supérieure” and Sup Telecom in France.

BERTRAND MOINGEON

STRATEGY PROFESSOR, HEC PARIS

Bertrand Moingeon is a Professor of Strategic Management at HEC Paris, where he has served as Associate Dean for Executive Education for 16 years, as well as Deputy Dean. Bertrand Moingeon holds a Ph.D. in Sociology. A former visiting professor at Harvard Business School, he is the author of many articles and books, on change management, organizational learning and strategic innovation.

He is currently carrying out research projects on these topics as well as on stakeholders experience management. In synergy with his research activities, he has taught in numerous Executive Education programs and consulted with a wide variety of corporations in France and abroad.

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