Darral G. Clarke1 Course Introduction 499 Darral G. Clarke Winter, 2002

Darral G. Clarke2 What is the course about? Introduce you to a few strategic thinking paradigms Practice strategic thinking Practice decision making in a complex environment This is not a course in either strategy theory or strategic planning Strategic thinking in the old, new and new old economies

Darral G. Clarke3 Besanko, et al, The Economics of Strategy, Classes of Issues the boundaries of the firm which businesses scale and scope of the businesses allocation of resources across the businesses market and competitive analysis nature of markets nature of competitive interaction position and dynamics competitive position basis of competitive advantage internal organization

Darral G. Clarke4 Strategos (Greek) the generals view Strategic decisions are big decisions irreversible commitment of resources multiple, interrelated considerations top managements point of view Examples David, Saul & Goliath Robin Hood

Darral G. Clarke5 David and Goliath Take Sauls point of view What is Sauls problem? What opportunity does David provide to Saul? What must Saul do to exploit this opportunity? Does it matter to Sauls strategy whether David wins or loses?

Darral G. Clarke6 Hidden Agenda in Management Education Skills Decision-making orientation Facts

Darral G. Clarke7 Steps in Case Analysis Skim the case to get the big picture Read introduction and conclusions more carefully Decide on a preliminary problem statement Choose a strategic problem Adopt viewpoint of senior management Study case carefully to see what the important issues are in solving the problem Be willing to adopt a better problem if closer study prompts you to change your mind Provide analysis to support your problem choice Be specific about your recommendationsinclude first steps in implementing it Prepare power line presentation Problem statement Recommendation for solving the problem Analysis supporting your recommendations

Darral G. Clarke8 How We Learn Concrete Experience Reflective Observation Abstract Conceptualization Active Experimentation

Darral G. Clarke9 Learning and Case Analysis Concrete Experience Reflective Observation Abstract Conceptualization Active Experimentation Problem Definition Issue Identification Analysis & Alternative Definition Recommendatio n & Presentation

Darral G. Clarke10 Basic Concepts for Effective Case Analysis Learning Concrete Experience Reflective Observation Abstract Conceptualization Active Experimentation Levels of Analysis Duality Multiplicity Contextual Relativism Critical thinking

Darral G. Clarke11 Robin Hood What is the most important strategic problem Robin is facing? What are the most important issues he must resolve to find a solution to the problem? If you were Robin what would you do? How would you implement your recommendations?