Subject details

Students who successfully complete this subject will be able to:

  1. Critically analyse models of strategic planning, adaptive strategy and business sustainability and appreciate tensions between these models, both individually and in groups
  2. Critically analyse the value of inductive, adaptive and emergent strategy as decision-making process, including the significance of stakeholder engagement in the strategy making process
  3. Critically analyse shifting commsubjecty values and expectations around global sustainability pressures (commercial, environmental, social and people) as part of strategic decision-making
  4. Reflect on and take responsibility for their own learning and self-management processes, and manage their own time and processes effectively by regularly reviewing  performance as a means of managing continuing professional development and lifelong learning
  5. Communicate proficiently in professional practice to a variety of audiences, and functions as an effective member or leader within a diverse team.
    • 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

  • Study resources

    • Online materials

      • Printable format materials

Others

Do not enrol into this subject if you have completed LMC702.

Special requirements

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%)