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A93119 Strategic Entrepreneurship

Scuola di Economia e Management
Syllabus
Academic Year 2018/19 Second Semester

Docente Titolare	Fernando Giuseppe Alberti
E-mail	falberti@liuc.it
Office	Building M11 wing 1, Second floor
Phone	0331 572201

Learning Objectives

The course offers a specialized and deep knowledge in the fields of corporate strategy and corporate entrepreneurship for those who want to operate within a strategic consulting company or aspire to a managerial career within the executive management of a company. Learning objectives are:

To understand choices and actions determining the corporate strategy of a multi-business enterprise
To understand the innovative, creative and entrepreneurial processes leading to new business
To understand and manage business entrepreneurship and strategic renewal processes

Learning targets

At the end of the course students will be able to deal with complex phenomena, issues and situations associated with strategic entrepreneurship, and to provide companies management with analysis and recommentation that are usually carried out by conusltants or executive managers. The student will have acquired the skills and knowledge to:

set up and evaluate successful business models
set up and manage a portfolio of businesses
spot and exploit entrepreneurial opportunities
make choices on the core business and business adjacences in terms of growth and diversification
evaluate business growth operations by internal lines and external lines
manage and diagnose processes of strategic-organizational renewal

Course Content

The course aims at answering some key questions for entrepreneurial business management, such as how to set up an entrepreneurial strategy? How to develop entrepreneurial processes in existing companies? What strategic context and strategic / organizational architecture conditions are conducive to entrepreneurship development? How to transform a company into an entrepreneurial organization oriented towards renewal and innovation? What forms of corporate entrepreneurship exist? What role do innovation and creativity play in business strategy? How to promote processes of strategic change and entrepreneurial renewal?

Course content is oriented to the development of decision-making capacity and innovative thinking, through the critical and integrated use of analysis and evaluation tools offered by state-of-the-art research results. The curse is highly interactive and based on the active discussion of business cases.

Course Etiquette

The instructors require all students to have studied all reading materials prior to class sessions. Classes are designed on the basis of this requirement, and a lack of preparation will adversely influence the quality of the learning process.

Course Evaluation

Attending students: active class participation (individual - 30%) and team presentations and case submissions (team - 70%)

Not attending students: oral exam on the course material and the course book (100%)

Syllabus

Session 1 Hours of lesson: 2 Instructor:	Topics: Introduction to the course \| How to design a successful business model Readings:
Session 2 Hours of lesson: 2 Instructor:	Topics: How to manage a portfolio of businesses Readings:
Session 3 Hours of lesson: 4 Instructor:	Topics: 01. Case discussion: Apple Readings: APPLE'S FUTURE: APPLE WATCH, APPLE TV, AND/OR APPLE CAR? Suggested Readings: R. Duane Ireland and Justin W. Webb, Strategic Entrepreneurship: Creating Competitive Advantage Through Streams of Innovation. Samhita Jayanti and Bharat N. Anand, Strategies of Unrelated Diversification. Chris Zook and James Allen, Growth Outside the Core. Chris Zook, Finding Your Next Core Business.
Session 4 Hours of lesson: 2 Instructor:	Topics: When and why to diversify? Readings:
Session 5 Hours of lesson: 4 Instructor:	Topics: 02. Case discussion: Amgen Readings: Amgen Inc.: Pursuing Innovation and Imitation? (A) (B) Suggested Readings: Malcolm S. Salter and Michael E. Porter, Note on Diversification as a Strategy. Chris Zook and James Allen, The Redefinition Dilemma: How to Determine Whether Redefining Your Core Business Is the Right Course of Action.
Session 6 Hours of lesson: 2 Instructor:	Topics: How to profit from the core and move on adjacent businesses? Readings:
Session 7 Hours of lesson: 4 Instructor:	Topics: 03. Case discussion: Amazon Readings: Amazon.com, 2016 Suggested Readings: Chris Zook, The New Rules for Growing Outside Your Core Business. Richard G. Hamermesh, Paul W. Marshall and Taz Pirmohamed, Note on Business Model Analysis for the Entrepreneur. Thomas R. Eisenmann, Business Model Analysis for Entrepreneurs. Bharat N. Anand, Corporate Strategy, Module Note.
Session 8 Hours of lesson: 2 Instructor:	Topics: How to renew a mature business? Readings:
Session 9 Hours of lesson: 4 Instructor:	Topics: 04. Case discussion: Tesla Readings: Tesla Motors Suggested Readings: Michael E. Porter and Jan W. Rivkin, Industry Transformation. Rita Gunther McGrath, Thomas Keil and Taina Tukiainen, Extracting Value from Corporate Venturing.
Session 10 Hours of lesson: 2 Instructor:	Topics: How to innovate around the industry clock? Readings:
Session 11 Hours of lesson: 4 Instructor:	Topics: 05. Case discussion: Nintendo WII Readings: Responding to the Wii? Suggested Readings: Chris Zook and James Allen, Desperately Seeking Growth: Focus on Your Core Business to Generate Profitable Growth. Max Wessel and Clayton M. Christensen, Surviving Disruption.
Session 12 Hours of lesson: 2 Instructor:	Topics: How to spot and exploit entrepreneurial opportunities? Readings:
Session 13 Hours of lesson: 4 Instructor:	Topics: 06. Case discussion: Elon Musk Readings: Elon Musk's Big Bets Suggested Readings: Bhaskar Chakravorti, A Note on Corporate Entrepreneurship: Challenge or Opportunity? David A. Garvin; Lynne C. Levesque, Meeting the Challenge of Corporate Entrepreneurship. Robert C. Wolcott and Michael J. Lippit, Four Models of Corporate Entrepreneurship.
Session 14 Hours of lesson: 2 Instructor:	Topics: How to lead and manage entrepreneurial organizations? Readings:
Session 15 Hours of lesson: 4 Instructor:	Topics: 07. Case discussion: Oprah Winfrey Readings: Oprah Winfrey Suggested Readings: Michael L. Tushman, Wendy K. Smith and Andy Binns, The Ambidextrous CEO. Howard H. Stevenson, Perspective on Entrepreneurship.
Session 16 Hours of lesson: 4 Instructor:	Topics: 08. Blended-learning case discussion: Eataly Readings: Eataly: Reimagining the Grocery Store Suggested Readings: W. Chan Kim; Renee Mauborgne; Katrina Ling, How to Implement Blue Ocean Strategy. Vijay Govindarajan; Chris Trimble, Building Breakthrough Businesses Within Established Organizations. Soili Peltola, Can an old firm learn new tricks? A corporate entrepreneurship approach to organizational renewal.
Session 17 Hours of lesson: 2 Instructor:	Topics: How to organize your company for corporate entrepreneurship? 09. Case examples: 3M \| Samsung \| Google \| Pixar Readings: 3M \| Samsung \| Google \| Pixar
Session 18 Hours of lesson: 2 Instructor:	Topics: How to leverage open innovation and crowdsourcing? Readings:
Session 19 Hours of lesson: 4 Instructor:	Topics: 10. Case discussion: Ideo Readings: OpenIDEO Suggested Readings: Teresa M. Amabile, Creativity and Innovation in Organizations. Teresa M. Amabile, Managing for Creativity.
Session 20 Hours of lesson: 2 Instructor:	Topics: How to introduce and sustain disruptive innovations? Readings:
Session 21 Hours of lesson: 4 Instructor:	Topics: 11. Case discussion: Uber Readings: Uber: Changing The Way The World MovesUber: Changing The Way The World Moves Suggested Readings: Clayton M. Christensen, Michael E. Raynor and Rory McDonald, What Is Disruptive Innovation? Bansi Nagji and Geoff Tuff, Managing Your Innovation Portfolio.
Session 22 Hours of lesson: 2 Instructor:	Topics: How to foster creativity and innovation? Readings:
Session 23 Hours of lesson: 4 Instructor:	Topics: 12. Case discussion: El Bulli Readings: elBulli: The Taste of Innovation Suggested Readings: William R. Kerr, Reaching Beyond Your Organization: Empowering Innovation. Donald F. Kuratko, Jeffrey S. Hornsby and Jeffrey G. Covin, Diagnosing a Firm's Internal Environment for Corporate Entrepreneurship.

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