- The nature of strategy making; static versus emergent approaches in complexity
- The strategy process: strategic thinking, formation and change implementation
- The rational planning model: organisation purpose, external and internal environments
- Business, corporate and global level strategy
- Strategic choices, implementation and evaluation
- Strategic context: adapting or shaping
- Adaptive strategy; responding to heavy change environments
- Internal corporate venturing and other autonomous processes
- Strategy making in complexity
- Printable format materials
Do not enrol into this subject if you have completed LMC702.
No special requirements
This subject explores challenges facing business managers and entrepreneurs in their approach to strategic planning, strategic adaptation and decision making in complex and fast-paced change environments. Students critique conceptual frameworks around rational strategic planning and strategy making, and the importance of emergence as a strategy mindset in contemporary market turbulence associated with new forms of competition, financial markets, resource usage, and shifting stakeholder expectations.
Students will be challenged to:
- apply theoretical frameworks to critique, explore and develop business strategy, and make sense of the multiple paths that may emerge as an adaptive approach is managed into the future
- reflect on their own competence in contributing to adaptive strategy process and outcomes
- research and critique specific instances of adaptive strategy and apply learning to work-based situations.
Please note: assessment values are indicative only, details will be advised at the start of the subject.
- Group (20-30%)
- Individual (30-40%)
- Individual (30-50%)