1  

1  

LDR 6140 Developing the Strategic Leader, CRN: 20589

Winter 2018 6 week term – Beginning January 8th, 2018 Online  Class,  Course  link:    www.nuonline.neu.edu.    If  you  have  any  difficulty,  please  contact  the  Online  Help  Desk  (617  373  5608)           Contact Information

Instructor:         Professor  Barbara  Mitchell    E-­‐mail:         ba.mitchell@northeastern.edu  

Phone  Number:       978-­‐490-­‐6725  

Please  use  email  as  the  primary  communication  method  on  questions  related  to  course  assignments  and  policy.  Replies  to  emails  and  discussion  board  questions  will  be  within  24  hours.  Phone  calls  will  be  set  up  with  an  appointment  –  email  first.    Please  text  only  if  you  have  an  urgent  situation.      

Required Textbook(s)/Materials  

1. Essentials of Strategic Management (2012). Hill, C.W. and Jones, G.R.3rd edition Cengage Learning. ISBN: 978-1-111-52519-4 This book is required.

2. Food Truck Simulation: Please go to http://cb.hbsp.harvard.edu/cbmp/access/65388337 to purchase this simulation prior to week 3. The simulation is required.

3. Pearson Critical Thinking Assessment: Critical Thinking skills are the foundation of a strong Strategic Leader.

This assessment will give you feedback on your critical thinking skills. A limited free version is available at: http://www.thinkwatson.com/mythinkingstyles Please complete your assessment at the beginning of week 2. The assessment is required.

4. Additional Readings will be available in our Blackboard account or through web links. All references in the

schedule to “BB” are found in the weekly readings.

Software

• PDF Reader. Most course materials will be in PDF format. • Students must submit all assignments in Microsoft Word, Microsoft Power Point (no earlier than 2007) or PDF

format. • Kaltura Media (Instructions on how to use this software are available within the class. For further assistance

please contact Northeastern Tech Support)

Course Prerequisites Student Competencies in:

• Microsoft Word, Microsoft Excel, Microsoft Power Point and PDF are used throughout. Students are expected to

already be proficient in the use of these programs.

• Students will be expected to complete course assignments in APA Paper Format. Documents describing APA format are available online (Purdue OWL is recommended).

• A passing grade in LDR 6100 and LDR 6120

   

  2  

2  

Course Description Offers  students  an  opportunity  to  build  strategic  thinking  competencies  through  case  analyses  of  relevant  businesses,  nonprofits,  and  state  organizations,  as  well  as  through  strategic  analysis  of  their  own  career  path.  Students  work  in  a  consultative  role  with  partner  organizations  to  develop  strategic  action  plans,  to  perform  critical  analyses  of  external  and  internal  environments  for  a  real  organization,  and  to  develop  recommendations  for  the  organization’s  strategic  positioning  and  actions.  From  these  discussions  and  personal  development  exercises,  students  have  an  opportunity  to  develop  an  action  plan  for  personal  growth  as  a  strategic  leader.  

Learning Outcomes

This  course  will  provide  you  with  the  opportunity  to:  

1. Develop  an  understanding  of  organizational  strategy  as  a  dynamic  process  2. Become  familiar  with  key  strategic  concepts  and  tools.  3. Learn  the  fundamentals  of  analyzing  industry  dynamics,  responding  to  competitive  challenges,  and  

improving  corporate  performance  by  conducting  an  internal  and  external  analysis  for  the  organization.  4. Identify  change  strategies  aimed  at  mobilizing  support  and  diminishing  resistance    5. Be  mindful  of  national  and  international  trends,  issues,  and  political  shifts  they  may  help  or  hinder  change  

initiatives.  6. Synthesize  concepts,  theories,  and  practices  into  an  action  learning  project.  

   

In  pursuing  these  objectives,  the  course  will:  • Use  the  text,  cases,  discussions  and  readings  • Combine  theory  and  practice  

Course Methodology Each week you will view lecture materials, read more about the lecture topic in your course text and then you will complete assignments where you will have a chance to apply what you’ve learned. Each week, you will be expected to:

1. Review the week's learning objectives. 2. Complete all assigned readings and cases. 3. Complete all lecture materials for the week. 4. Participate in the Discussion Board. 5. Participate in team assignments, meetings and discussions. 6. Complete and submit all assignments by the due dates.

Please note the syllabus lays out an initial plan for our work and may be revised during the course to meet student’s needs and interests.

   

  3  

3  

Grading/Evaluation Standards

Student participation is required in all aspects of the course. Participation in discussions is defined very clearly as contributing throughout the week to all of the discussions in that week. Minimal preparation is reading the material, and being able to summarize what it is about, analyze what the issue is, and what you would recommend. Superior preparation involves being able to (i) summarize the situation/problem presented by the case; (ii) recommend a solution to the discussed problem; (iii) support your recommendation with relevant details and analyses; (iv) back up your sources with correctly formatted references; and (v) discuss innovative solutions, or why obvious solutions might be discounted.

The instructor reserves the right to scale grades as needed.

SIGNATURE ASSIGNMENTS DUE DATES and Late Submission of Work Each assignment is due on the date indicated - late assignments will not receive any points. There are no make-up dates or extensions for the assignments except for documented personal emergencies or special permission granted by the instructor in writing. Special permission must be requested in writing to the instructor at least two days prior to the due date of the assignment. Your grade in the course will be based on your performance on the following 5 Signature Assignments: 1) Class Engagement and Contribution/ Discussion Board, 2) a Video Presentation of your Strategic Leadership 3) a Personal Case Proposal, 4) an Action Learning Project: Group Case Study Analysis Paper and 5) the Action Learning Project Group Presentation. The weight of each element is outlined below, and the requirements for each assignment are summarized in the Syllabus below.

EVALUATION  MEASURES  OF  SIGNATURE  ASSIGNMENTS  Assignment   Percent   Due  Date*  

(By  11:59  pm  US  Eastern)  

1.  Class  Engagement  &  Discussion   25%   weekly  2.  Video  Presentation:  Strategic  Leadership  Reflection  Video  

20%   2/4/2018  

3.  Personal  Case  Proposal   15%   1/20/2018  4.  Action  Learning  Project:  Group  Case  Study  Analysis  Paper  

20%   2/14/2018  

 5.  Action  Learning  Project:  Group  Presentation    

20%   2/14/2018  

   

  4  

4  

SUBMISSION OF WORK & FEEDBACK TO  SUBMIT  YOUR  WORK:  In  the  Signature  Assignments  tab  you  will  find  the  Assignment  Link  in  the  first  folder.    Click  on  the  View/Complete  Assignment  link  to  view  each  assignment.  Attach  your  completed  assignments  here  and  click  Submit.  Once  your  assignment  has  been  graded,  you  will  be  able  to  view  the  grade  and  feedback  provided  by  clicking  on  Tools,  View  Grades  from  the  Northeastern  University  Online  Class  tab.    Discussion  Boards  will  take  place  weekly  under  the  tab,  Discussion  Boards.    Videos  made  through  Kaltura  can  be  added  to  a  discussion  board  through  the  mashup  option.    Kaltura  is  supported  through  Northeastern  Tech  support.  Please  note:  Some  assignments  may  require  that  you  submit  your  work  in  an  Assignment  Link  AND  a  discussion  board.      Rubrics  for  the  discussion  boards  and  writing  quality  are  attached  to  this  syllabus.    Rubrics  for  the  remaining  assignments  can  be  found  in  the  Signature  Assignments  folder. 1. CLASS ENGAGEMENT/DISCUSSION BOARD (Due Date: Weekly)   Each  week  there  is  an  assigned  discussion  topic.  Students  are  expected  to  research  the  topic  and  to  contribute  constructive  comments  (ask  questions,  share  your  ideas  and  provide  additional  perspective  about  the  topic  or  issue,  be  interested  and  open  to  different  points  of  view)  in  the  discussion  forums  throughout  the  week.    A  reminder  to  please  be  respectful  and  help  foster  a  positive  learning  environment.    Your  participation  will  be  judged  on  the  basis  of  the  quality  and  consistency  of  your  effort.    Initial  discussion  contribution  generally  must  be  posted  by  midnight  Wednesday  of  that  week.  Students  must  also  post  at  least  two  peer  responses  by  midnight  Saturday  to  meet  the  minimum  discussion  requirements.    See  each  discussion  board  for  specific  due  dates  (there  will  be  a  tighter  timeline  when  responding  to  the  Simulation)  and  requirements.    A  grading  rubric  is  can  be  found  under  the  folder  “Signature  Assignments”.    In  drafting  your  responses,  please  keep  the  following  guidelines  in  mind:  

• Be  timely  in  responses.  • Be  brief  and  to  the  point.  • Make  sure  the  answer  adds  substantially  to  the  discussion.  •  Be  collaborative,  not  combative.  •  Be  positive  in  approaching  the  subject  matter.  

Avoid  the  following  responses:  • Simple  “I  agree”  or  “Good  point”  statements  alone.  • Off-­‐topic  postings.    Use  the  “Water  Cooler”  forum  for  non-­‐course-­‐related  discussion  postings  or  additional  postings.  • Overly  long  threads;  keep  in  mind  everyone  is  busy!  • Anything  that  could  be  interpreted  as  offensive  by  a  fellow  classmate.      • Avoid  off-­‐color  humor  and  language;  at  all  times  maintain  courtesy  and  respect  towards  the  other  members  of  the  

class.    

• How  do  you  get  other  students  to  interact  with  your  posts?  By  posting  to  theirs!  • Posting  something  brilliant  on  Saturday  night  is  too  late  to  generate  a  discussion.  Please  post  

early,  post  often.  

NOTE:  There  is  an  automatic  2  point  deduction  from  your  discussion  board  weekly  grade  if  you  do  not  respond  to  the  follow-­‐up  questions  posted  by  the  instructor  throughout  the  week.  

 2.  VIDEO  PRESENTATION:  STRATEGIC  LEADERSHIP  REFLECTION  VIDEO  (Due  Date:  See  Page  3)  

Each  student  will  put  together  a  video  summary  presentation  (instructions  can  be  found  for  the  Kaltura  software  used  for  creating  a  video  under  Signature  Assignments).    This  short  (7-­‐10  minute  video  presentation,  you  will  lose  points  if  it  exceeds  10  minutes)  will  include  both  powerpoint  slides  AND  a  video  of  you  presenting  in  the  corner  using  Kaltura,  or  a  similar  tool  of  your  choosing  (please  

   

  5  

5  

note  that  only  Kaltura  is  supported  by  tech  support  at  Northeastern  and  added  to  a  discussion  board  through  the  mashup  option.    If  you  use  something  else  you  will  need  to  make  sure  fellow  students  can  easily  view  the  file  with  no  additional  software).      

A  detailed  evaluation  rubric  can  be  found  under  Signature  Assignments  and  will  include:  Content,  Visual  Presentation  of  the  Summary,  and  Presentation  Skills.  

The  presentation  shall  include:  

1. Your  Original  Strategic  POV  (Point  of  View),  at  least  1  slide  –  What  specific  ideas  about  Strategic  Leadership  did  you  arrive  with  and  what  are  your  goals  in  advancing  your  knowledge  in  Strategic  Leadership?    How  has  that  changed?      

2. Reflections  through  the  Prism  of  Strategic  Leadership–  Self-­‐evaluate  your  skills  and  abilities  through  the  weekly  strategic  learning  skills.    You  must  use  all  four  of  the  weekly  strategic  leader  frameworks  discussed  in  class  materials,  1  slide  for  each  week,  to  discuss  your  self-­‐awareness  in  strategic  leadership.    

o How  will  you  use  your  time  differently  to  develop  your  strategic  leadership  skills?  o Include  one  slide  just  on  your  discussion  of  your  Thinking  Styles  and  discuss  how  will  you  leverage  your  critical  

thinking  strengths  and  expand  your  critical  thinking  skills.  What  will  you  do  differently?  What  are  the  cognitive  biases  in  your  thinking?    How  will  you  manage  these  biases?      

o What  are  the  strategy-­‐making  approaches  that  you  usually  apply?      o What  will  you  do  differently  when  you  make  a  strategic  decision?    How  will  you  avoid  GroupThink?  

 3. Your  Personal  SWOT,  1-­‐2  slides  for  your  personal  SWOT-­‐  What  are  the  strategic  inflection  points  you  are  going  through  

in  your  career?  Based  on  your  reflections  complete  a  personal  SWOT:  what  are  your  strengths  and  weaknesses  as  viewed  through  the  strategic  leadership  framework?    What  are  your  opportunities  and  threats?    What  is  your  personal  competitive  advantage?    

4. Action  Plan,  1-­‐2  slides  –  Focus  on  your  personal  growth  as  a  strategic  leader.    How  will  you  leverage  your  strengths  and  improve  your  weaknesses?    How  will  you  handle  your  threats  and  take  advantage  of  your  opportunities?    What  specific  actions  will  you  undertake  to  strengthen  your  strategic  leadership  capabilities  and  achieve  your  goals?      

5. Conclusion,  1  slide  –  What  are  the  takeaways  from  this  class  and  your  learning  journey?    How  is  the  coursework  broadening  your  thought  processes?        Note:  SUBMIT  YOUR  VIDEO  BOTH  IN  THE  ASSIGNMENT  LINK  AND  THE  APPROPRIATE  DISCUSSION  BOARD.    

3.  &  4.  ACTION  LEARNING  PROJECT:  CASE  STUDY  ANALYSIS  (Proposal,  Paper  and  Presentation)  Due  Date:  See  Page  3  

Real-­‐world  case  study  analysis  is  an  integral  part  of  Developing  the  Strategic  Leader.    You  will  be  required  to  study  and  discuss  cases  which  are  provided,  develop  an  understanding  of  that  particular  industry  and  the  strategic  issues  facing  the  organization.    At  the  end  of  Week  2,  you  will  be  required  to  write  one  short  case  analysis  proposal  which  incorporates  the  your  proposal  for  a  team  to  study  strategy-­‐related  questions  about  a  selected  organization.    Teams  will  then  work  to  analyze  the  issue  and  provide  recommendations.    Course  materials  should  be  the  foundation  for  all  answers  in  this  case  analysis,  with  the  inclusion  of  additional  research  and  outside  sources  are  strongly  encouraged.    Answers  should  not  be  based  on  your  opinion  unless  specifically  stated  in  the  case  question.    Note:  The  proposal  is  completed  individually  and  the  Group  Case  Study  Paper  and  Presentation  will  be  completed  with  your  assigned  Team.  

 

   

  6  

6  

1. Part  1:  Personal  Case  Proposal:  (Due  Date:  See  page  3):  Your  paper  must  include  the  following    (and  you  must  use  these  headings  within  the  paper):    

Each  student  will  submit  a  proposed  case  study  based  on  their  own  organizations  or  on  an  organization  that  is  of  particular  interest  to  them.    The  Case  proposal  is  approximately  5-­‐8  pages  in  length  (double  spaced,  12  pt  font  using  the  APA  format).    Submit  your  Personal  Case  Proposal  in  the  Assignment  Link  folder  provided  under  Signature  Assignments.    Your  proposal  should  include  the  following:    

a. Brief  overview  of  the  company  including  the  products  or  services  they  provide.  

b. A  list  of  the  Company’s  competitors  or  others  who  provide  a  similar  product/service  in  the  case  of  a  nonprofit.  

c. The  people  in  the  organization  who  would  be  involved  in  working  with  the  team  to  support  information  requirements,  and  any  connections  that  you  have  to  them.  

d. A  short  description  of  a  particular  situation  facing  the  organization  that  requires  strategic  action  or  decision  (we  should  clearly  understand  what  the  team  will  be  helping  the  company  solve).  

e. If  your  case  is  selected,  you  will  act  as  a  team  facilitator.  What  skills  can  you  bring  as  a  team  facilitator  to  help  the  team  complete  their  Strategic  Analysis  and  Recommendation?  

f. Why  you  believe  your  proposal  should  be  selected  as  a  case  study  for  the  class.  

Special  note  to  future  students:  Students  have  mentioned  to  me  that  when  they  read  this  assignment  they  become  very  nervous.    As  one  student  noted,  “Although  the  assignment  cased  a  lot  of  anxiety,  in  the  beginning,  it  was  well  worth  it  

and  I  felt  a  great  deal  of  accomplishment  when  it  was  completed  and  excited  that  I  saw  connections  so  early  on.“    We  will  cover  information  during  the  class  in  the  first  two  weeks  that  will  enable  you  to  easily  complete  this  assignment.    A  detailed  evaluation  rubric  can  be  found  under  Signature  Assignments  .  

2. Part  2:  Group  Case  Study  Analysis  Paper  and  Presentation  (Due  Date,  See  Page  3):    

Based  on  the  case  proposal  submissions,  four  to  five  proposals  will  be  chosen  as  the  finalists  for  these  action  teams.    Teams  will  then  be  formed  to  address  an  individual  case  study  and  provide  strategic  recommendations  and  solutions  for  the  particular  dilemma  (s)  facing  that  organization.    Note:  The  proposal  is  completed  individually  and  the  Group  Case  Study  Paper  and  Presentation  will  be  completed  with  your  assigned  Team.    

Part  2a,  Paper:  The  Case  Study  Proposal  paper  is  usually  10  pages  in  length  (under  no  circumstances  no  longer  than  13  pages),  excluding  the  Appendixes  and  References  (double-­‐spaced,  12  point  font).    Submit  your  Group  Case  Study  Analysis  in  the  Assignment  Link  folder  provided  under  Signature  Assignments.    Your  paper  must  include  (and  you  must  use  these  headings  within  the  paper):  

a.  Case  Synopsis  /  Key  Issues  –  A  brief  synopsis  of  the  case  from  the  “consulting”  point  of  view,  focusing  on  the  key  issues  of  the  case  and  clearly  specifying  the  objectives  of  the  case.    This  is  basically  an  “executive  summary”  of  your  findings,  done  in  professional  language.  

b.  Methodology  and  Conceptual  Rigor  –  Detail  how  the  information  was  obtained  (in-­‐person  interviews,  secondary  sources,  observations,  company  website,  etc),  including  questions  for  the  interviews  and  the  respondents,  if  any.  

c.  Case  Analysis  -­‐  Using  the  course  materials,  analyze  the  strategic  action  or  decision.    Focus  on  the  details  of  the  most  relevant  issues  and  describe  briefly  the  least  relevant.    Include  the  following:  

   

  7  

7  

• Analyze  the  core  of  the  business  mission  and  vision.    How  far  to  they  correlate  with  the  stakeholder’s  expectations?  

• Analyze  the  strategic  leadership  of  the  key  stakeholders  you  worked  with.  Did  you  reveal  any  strategic  biases?  

• Provide  an  analysis  of  how  you  reached  your  recommendations  for  the  key  strategic  issue  your  team  was  working  on  for  the  company.    In  addition  to  a  SWOT  you  must  use  at  least  two  strategic  frameworks  from  our  class  or  from  the  toolkit  included  in  Signature  Assignments  folder.  NOTE:  This  is  the  most  important  component  of  your  submission.    The  case  analysis  should  be  specific.  

• How  does  the  company  make  strategic  decisions?  Is  it  relevant  for  this  organization?  How  far  do  the  strategic  choices  rely  on  the  SWOT?    Prepare  a  SWOT  and  justify  it  with  the  course  concepts.  

• How  well  do  the  your  recommendations  fit  the  company’s  previous  strategic  choices?      

d.  Recommendations:  provide  a  set  of  alternative  courses  of  action  (if  you  see  several  of  them)  that  would  resolve  the  case  and  provide  a  solution.    Provide  an  outline  of  the  plan  of  action,  which  must  be  a  clear  recommendation  supported  by  theory  and  logic  that  can  reasonably  be  implemented  (Note:  recommendations  must  be  reasonable  and  specific.    Don’t  forget  to  strengthen  your  recommendations  with  articles/books/websites  relevant  to  the  topics  of  the  course).  

e.  Conclusion:  Conclude  the  paper  with  your  final  thoughts  and  implications  of  the  potential  usefulness  of  the  results  to  the  real  “client”  and/or  to  you  as  organizational  leaders.    A  detailed  evaluation  rubric  can  be  found  under  Signature  Assignments.  

 

Part  2b:  Presentation  (Due  Date,  See  Page  3):    

In  addition  to  the  written  case  analysis,  authored  in  part  by  all  group  members  an  audio/visual  presentation  summarizing  the  group’s  findings  and  recommendations  must  be  presented  to  the  entire  class  for  the  week  6  discussion  board  (you  may  use  Powerpoint,  Camtasia,  Prezi,  Kaltura  or  a  similar  presentation  tool  of  the  team’s  choosing.    Please  make  sure  that  fellow  students  may  view  it  without  the  use  of  additional  software.    A  reminder  that  Kaltura  is  supported  by  Northeastern’s  tech  support  and  can  easily  be  added  to  the  discussion  board  through  the  mashup  option).    The  presentation  should  be  submitted  in  the  week  6  Discussion  Board.  The  Presentation  should  be  8-­‐10  minutes  long  (you  will  lose  points  if  it  is  longer  than  10  minutes).  

A  detailed  evaluation  rubric  can  be  found  under  Signature  Assignments.  

 

A  note  about  team  projects:  At  this  point  in  your  academic  and  professional  careers  each  person  should  have  mastered  the  skills  in  participating  in,  and  being  accountable  to,  a  team.    If  a  team  member  is  not  fully  participating  or  meeting  their  obligations,  and  the  team  has  tried  to  resolve  the  issue  directly  with  the  member  and  not  seen  a  change,  the  team  should  contact  the  professor.    The  professor  retains  the  right  to  alter  the  individual  team  member’s  grade  to  reflect  the  lack  of  participation  and,  in  this  case,  the  grade  for  the  non-­‐participating  team  member  can  vary  dramatically  from  the  team  grade.  

   

  8  

8  

Class Schedule / Topical Outline

CLASS OUTLINE THE PROFESSOR RETAINS THE RIGHT TO CHANGE THE CLASS MATERIAL BASED ON CLASS NEEDS.

TOPIC   READINGS

(TO BE COMPLETED PRIOR TO CLASS)

TOPICS / WEEKLY ASSIGNMENTS

(SEE WEEKLY COURSE MATERIALS FOLDER FOR MORE DETAILS )  

WEEK 1

INTRODUCTION TO STRATEGIC

MANAGEMENT

STAKEHOLDERS: MISSION

Textbook  • Chapter  1-­‐  The  Strategy  

Making  Process  • Introduction:  Analyzing  a  Case  

Study  &  Writing  a  Case  Study  Analysis  

• Minicase:  A  Strategic  Shift  at  Microsoft  

 Blackboard  (BB)  

• Personal  SWOT  (Andy  Grove)  

• How  to  use  Kaltura    

ü Introduction    

ü Strategic  Leaders  

ü Strategic  Leadership  Skills:  What  Strategic  Leaders  do.  

   

WEEK 2

STRATEGIC OPPORTUNITIES &

THREATS

Textbook  • Chapter  2-­‐  Stakeholders:  

Mission,  Governance  and  Business  Ethics  

• Chapter  3-­‐  External  Analysis:  Identifying  Opportunities  and  Threats  

 Blackboard  (BB)  • The  Balanced  Scorecard  • Minicase:  Pepsico    

 

 

ü Vision,  Mission  and  Values  

ü Stakeholders  ü Industry  Structure,  Competitive  Forces,  and  Strategic  

Groups  ü Balanced  Scorecard  ü Case  Study  Proposals  Due  via  Assignment  Link*  

ü Teams  will  be  assigned  during  this  time.    Your  Team  may  increase  or  decrease  during  the  first  weeks  of  class.  

ü Strategic  Leadership  Skills:  Critical  Thinking  Assessment  (Pearson)  

   

*Please  see  page  3  of  this  syllabus  for  the  specific  due  date.

   

  9  

9  

CLASS OUTLINE TOPIC   READINGS**

(TO BE COMPLETED PRIOR TO CLASS)

TOPICS / WEEKLY ASSIGNMENTS*

(SEE WEEKLY COURSE MATERIALS FOLDER FOR MORE DETAILS )  

WEEK 3

STRATEGIC ANALYSIS &

DECISION MAKING

Textbook  • Chapter  5-­‐  Business  Level  

Strategy  &  Competitive  Position  (pp  117-­‐141)  

 Blackboard  (BB)  

• What  Makes  Strategic  Decisions  Different  (HBR)  

• Internal  Analysis  • Minicase:  Starbucks    

 

 

ü Understanding  the  resources  and  capabilities  of  a  firm  ü Making  Strategic  Decisions  

ü Strategic  Leadership  Skills:  Decision  Making  /  Avoiding  GroupThink    

WEEK 4

COMPETITIVE DYNAMICS

 Blackboard  (BB)  

• How  to  Hedge  Your  Strategic  Bets    

• Mastering  the  Emergent  Strategy  Process  

• Innovation  and  Entrepreneurship  

• Microsoft  (How  the  Strategy  Process  Killed  Innovation  at  Microsoft)  

• How  to  Use  the  Simulator  

 

 

ü  DB:  Food  Truck  Simulation  Learnings    ü Competitive  Driven  Innovation  ü Dealing  with  Ambiguity  

ü Strategic  Leadership  Skills:  Dealing  with  Ambiguity    Strategic  Leadership  Reflection  Video  Due  Via  Assignment  Link  AND  via  Discussion  Board  at  the  very  end  of  the  week*  

WEEK 5

STRATEGIC CHOICES

 

Textbook  • Chapter  6-­‐  Strategy  in  the  

Global  Environment  (pp  145-­‐158)  

   Blackboard  

• Blue  Ocean  Strategy  • Minicase:  (Cirque  du  Soleil)  

Searching  for  a  New  Blue  Ocean  

 

 ü Understanding  Strategic  Business  Choices  ü Blue  Oceans  ü Peer  Feedback:  Strategic  Leadership  Reflection    

 

   

  10  

10  

 

TOPIC   READINGS**

(TO BE COMPLETED PRIOR TO CLASS)

TOPICS / WEEKLY ASSIGNMENTS*

(SEE WEEKLY COURSE MATERIALS FOLDER FOR MORE DETAILS )  

WEEK 6

FOUR

CORPORATE LEVEL STRATEGY

DISCIPLINES OF EXECUTION

Textbook  • Chapter  7:  Corporate  Level  

Strategy  and  Long  Term  Profitability  

Blackboard  • The  Four  Disciplines  of  

Execution  

   

ü Strategy  and  Profitability  ü The  Four  Disciplines  of  Execution  ü Peer  Feedback:  Group  Case  Study  Presentation  ü Key  Learnings    ü Group  Case  Study  Paper  DUE  via  Assignment  link*    ü Group  Case  Study  Presentation  DUE  via  Discussion  

Board.*      

*Please  see  page  3  of  this  syllabus  for  the  specific  due  date.

   

  11  

11  

Appendix  C:    Academic  Honesty  and  Integrity  Statement    

A  commitment  to  the  principles  of  academic  integrity  is  essential  to  the  mission  of  Northeastern  University.  The  promotion  of  independent  and  original  scholarship  ensures  that  students  derive  the  most  from  their  educational  experience  and  their  pursuit  of  knowledge.  Academic  dishonesty  violates  the  most  fundamental  values  of  an  intellectual  community  and  undermines  the  achievements  of  the  entire  University.      

As  members  of  the  academic  community,  students  must  become  familiar  with  their  rights  and  responsibilities.  In  each  course,  they  are  responsible  for  knowing  the  requirements  and  restrictions  regarding  research  and  writing,  examinations  of  whatever  kind,  collaborative  work,  the  use  of  study  aids,  the  appropriateness  of  assistance,  and  other  issues.  Students  are  responsible  for  learning  the  conventions  of  documentation  and  acknowledgment  of  sources  in  their  fields.  Northeastern  University  expects  students  to  complete  all  examinations,  tests,  papers,  creative  projects,  and  assignments  of  any  kind  according  to  the  highest  ethical  standards,  as  set  forth  either  explicitly  or  implicitly  in  this  Code  or  by  the  direction  of  instructors.      

 

Go  to  http://www.northeastern.edu/osccr/academic-­‐integrity-­‐policy/  to  access  the  full  academic  integrity  policy.      

Cheating  –  intentionally  using  or  attempting  to  use  unauthorized  materials,  information  or  study  aids  in  an  academic  exercise      

Fabrication  –  intentional  and  unauthorized  falsification,  misrepresentation,  or  invention  of  any  data,  or  citation  in  an  academic  exercise      

Plagiarism  –  intentionally  representing  the  words,  ideas,  or  data  of  another  as  one’s  own  in  any  academic  exercise  without  providing  proper  citation    

Unauthorized  collaboration  –  instances  when  students  submit  individual  academic  works  that  are  substantially  similar  to  one  another;  while  several  students  may  have  the  same  source  material,  the  analysis,  interpretation,  and  reporting  of  the  data  must  be  each  individual’s  independent  work.      

Participation  in  academically  dishonest  activities  –  any  action  taken  by  a  student  with  the  intent  of  gaining  an  unfair  advantage      

 Facilitating  academic  dishonesty  –  intentionally  or  knowingly  helping  or  attempting  to  violate  any  provision  of  this  policy    

 

Northeastern  University  Online  Policies  and  Procedures    

   

  12  

12  

For  comprehensive  information  please  go  to  http://www.cps.neu.edu/online/    

 

End-­‐of-­‐Course  Evaluation  Surveys      

Your  feedback  regarding  your  educational  experience  in  this  class  is  very  important  to  the  College  of  Professional  Studies.  Your  comments  will  make  a  difference  in  the  future  planning  and  presentation  of  our  curriculum.        

At  the  end  of  this  course,  please  take  the  time  to  complete  the  evaluation  survey  at  https://neu.evaluationkit.com.  Your  survey  responses  are  completely  anonymous  and  confidential.    For  courses  6  weeks  in  length  or  shorter,  surveys  will  be  open  one  week  prior  to  the  end  of  the  courses;  for  courses  greater  than  6  weeks  in  length,  surveys  will  be  open  for  two  weeks.  An  email  will  be  sent  to  your  HuskyMail  account  notifying  you  when  surveys  are  available.      

 

Student  Accommodations      

Northeastern  University  and  the  Disability  Resource  Center  (DRC)  are  committed  to  providing  disability  services  that  enable  students  who  qualify  under  Section  504  of  the  Rehabilitation  Act  and  the  Americans  with  Disabilities  Act  Amendments  Act  (ADAAA)  to  participate  fully  in  the  activities  of  the  university.    To  receive  accommodations  through  the  DRC,  students  must  provide  appropriate  documentation  that  demonstrates  a  current  substantially  limiting  disability.        

For  more  information,  visit  http://www.northeastern.edu/drc/getting-­‐started-­‐with-­‐the-­‐drc/.      

 

Library  Services      

The  Northeastern  University  Library  is  at  the  hub  of  campus  intellectual  life.  Resources  include  over  900,000  print  volumes,  206,500  e-­‐books,  and  70,225  electronic  journals.      

For  more  information,  visit  http://library.northeastern.edu/.        

 

Tutoring  Services      

Tutoring  can  benefit  skilled  professionals  and  beginning  students  alike.    NU  offers  many  opportunities  for  you  to  enhance  your  academic  work  and  professional  skills  through  free  one-­‐on-­‐one  academic  support  on  and  off  campus.    Tutoring  is  available  in  multiple  subject  areas.      

For  more  information,  visit  http://www.cps.neu.edu/student-­‐resources/tutoring-­‐services.php.        

 

Northeastern  University  Online  Technical  Help        

   

  13  

13  

Get  immediate  24/7  technical  support  for  NU  Online  by  calling  855-­‐836-­‐3520  or  visiting  the  online  Support  Center.    Support  via  e-­‐mail  is  also  available  within  one  business  day  at  NUOnline@neu.edu.    Note:  Kaltura  is  supported  by  Northeastern’s  tech  support.