Duration
18h Th
Number of credits
Lecturer
Language(s) of instruction
English language
Organisation and examination
Teaching in the first semester, review in January
Schedule
Units courses prerequisite and corequisite
Prerequisite or corequisite units are presented within each program
Learning unit contents
This course focuses on the specificities of strategy formulation, its translation into an evolving business model and its implementation and control in international organisations, either in their structure (multinationals) or in their activities (companies with a high level of export or wide cultural diversification).
It combines a theoretical phase and a practical phase based on the analysis of two real cases, supported by international managers and partners from international consulting firms:
First, the fundamental elements of strategy design and modelling and business process management in an international context are presented and illustrated by a real case of an international company listed on the financial markets.
Second, a real case study of an organisation whose activities and shareholdings are highly internationalised is then submitted to the critical eye of the students, who are led to diagnose the strategic control problems of this organisation, to identify their root causes and to propose concrete recommendations for improving some of its key processes, based on a detailed analysis of the risks and controls of key business processes.
Learning outcomes of the learning unit
Strategy : establish a strategy in order to optimize the Global Value Chain of an international firm
* based on an analysis of its economic and financial context
* based on its scientific and technological context
* based on a critical and scientific mind
Implementation : undertstand the implementation process of the strategy and the daily management of an international firm evolving in a VUCA context
* by paying attention to its scientific, technological and entrepreneurial dimensions
* by paying attention to the specificities of its environment, notably its digital aspects and constraints
* by developing a critical attitude and thinking when considering its managerial practices
* by using effectively the main tools and techniques linked to Business Process Management (BPM) and to Enterprise Risk Management (ERM)
Control : implement performance and quality control in an international firm based on an in-depth causal analysis and on the choice of adequate analytical tools.
Communication : communicate effectviely about an international firm, externally
* in English
* by taking into account the specificities of a multicultural and international environment
Adaptability : adapt its managerial practices to the needs of an internationally continuously evolving environment,based on creativity and scientific accuracy on the one hand, autonomy and continuous critical perspective on the other hand
Prerequisite knowledge and skills
The fundamentals of Strategy must be acquired
Planned learning activities and teaching methods
- Learn the key principles of business process modeling, risk management and process control in highly internationalized companies
- Learn about the strategic and operational context of 2 real cases
- Become familiar with the operational processes implemented in these companies
- Analyze business processes, risks and deficiencies in these operational processes and propose recommendations adapted to the highly internationalized and multicultural nature of these companies.
- Defense of the proposals before a panel of international consultants
- There are 6 working sessions of 3 hours each:
° 2 sessions to analyze the case of a listed multinational (strategy and translation of its business model into its key business processes) in the form of a business case conducted in a VUCAP environment (Volatile, Uncertain, Complex, Ambiguous and Paradoxical), with the presence of a group of international consultants.
° 4 sessions to analyze the existing risks and controls of a multinational company in order to support the company's internal controls, with the presence of a group of international consultants.
In view of the pedagogical methodology adopted, attendance at each session is compulsory for each student: an absence that is not legitimately justified is likely to lead to an absence mark for the entire course!
Mode of delivery (face to face, distance learning, hybrid learning)
Face-to-face course
Additional information:
Work in groups with the support of a group of managers and international consultants (possibly in a distant format) for the general understanding and the analysis of the real cases (6 sessions, presence is COMPULSORY and absence may lead to the exclusion out ot the course).
Course materials and recommended or required readings
De Wit B., Meyer R. (2014) : Strategy : An international perspective, Cengage Learning EMEA; Édition : 5th Revised edition
Exam(s) in session
Any session
- In-person
oral exam
Written work / report
Continuous assessment
Further information:
- Supervised case studies (6 sessions): Present your analysis and defend your recommendations before a panel of international consultants: Group & Individual - 70 points
- Individual Business Case: Written analysis report on a cross-cutting strategic analysis issue (5 pages) and presentation of this report in an oral pitch at the end of the course: Individual - 30 points
- Peer evaluation (by the other members of your group) in the form of a coefficient of elasticity.
Percentage of individual evaluation: 70%.
Work placement(s)
Organisational remarks and main changes to the course
Contacts
Teacher :
Prof. D. Van Caillie : d.vancaillie@uliege.be
Assistnt :
Mrs Louise Colling ; louise.colling@uliege.be