A core unit in the pre-2012 Master of Business Administration  program. It's content is deemed equivalent to, and will be delivered under unit code and title of Corporate Strategy and Foresight (HBS681). Please follow the link for more information on the unit.

This unit is designed to enable students to become familiar with theories of and issues related to strategy and consider how they might be applied to organisations. This unit is also designed to enable students to make informed judgements regarding the direction of their organisations and enable them to take effective, ethical and timely action regarding current and future allocation of resources in a complex global business environment. It will equip students to adapt strategic and entrepreneurial processes to other cultural contexts and business systems so as to enhance effective innovation and entrepreneurial practice.

Students will be equipped to understand and contribute to the strategy of their organisation. It is hoped that through the grounding provided students will learn ways to strategically organise people and other resources to ensure their organisations seek opportunities and operate in an entrepreneurial manner within an environment that is characterised by change and uncertainty.

At the completion of this unit students should be able to:
 • understand and apply the concepts of strategy and structure as they relate to a multi-business corporate entity
 • understand and apply those concepts in a variety of business environment contexts
 • understand how to identify the principal strategic issues facing an organisation
 • make useful contributions to discussions of strategy
 • evaluate an existing strategy and make recommendations for improvement
 • develop well-informed strategic recommendations for an organisation
 • understand the importance of 'corporate culture' and its effect on enterprise change
 • be aware of some of the issues involved in planning how to instil an entrepreneurial culture into a corporate entity
 • operate as a consultant working in related fields within the corporate domain

Lectures; topical briefings; case studies; experiential exercises; group work; and discussions

Class engagement and contribution (10% - 20%)
Individual assignment 1(15% - 25%)
Group assignment (35% - 45%)
Individual assignment 2 (25% -35%)

Key content areas:

Johnson, G, Scholes, K & Whittington, R 2008, Exploring corporate strategy: text and cases, 8th edn, Prentice Hall, Harlow.
de Wit, B & Meyer, R 2005, Strategy synthesis: resolving strategy paradoxes to create competitive advantage: text and readings, 2nd edn, Thomson Learning, London.

De Wit, B & RM 2005, Strategy synthesis: resolving strategy paradoxes to create competitive advantage: text and readings, Thomson Learning, London.