Strategic analysis

obligatory courses

Classroom

The objective is to present a basic package of strategic analysis useful for the student in further studies, but also for the student as a future analyst or manager. The classes on this subject begin with the definition of strategic management and its main elements. Special attention will be paid to the problem of competitive advantage of the organization and the main features of well-formulated strategies. The issues covered in the classes will be the methods of analyzing the far and near environment of the organization, carrying out a diagnosis of the strengths and weaknesses of the organization, making choices on this basis for strategic decisions on the domain, advantage, goals and functional programs of action, and implementing strategies.

Classes are devoted to, among other things, the practice of methods and techniques of strategic analysis of the environment, diagnosis of the organization, and the practice of strategy construction and implementation.

1. The concept of strategic analysis - cognitive errors

2. strategic choices model (Prof. Obłój's Model)

3. SWOT analysis - identification of analytical areas (inside and outside the organization)

4. strategic diagnosis of the organization's environment

a. PEST/PESTEL

b. Porter's Diamond Model of competitiveness

c. Porter's 5 forces analisys

d. Stakeholder analysis

e. Strategic group maps

f. Value network analysis (value net/PARTS)

5. strategic diagnosis of the organization

a. Prism of game theory

b. Still about SWOT/TOWS - building a competitive profile

c. VRIO

d. "Blue ocean" strategy

e. Porter's value chain

f. Other value chain approaches

6. network analysis

a. Network structure

Basic:

Obłój K., Strategia organizacji, PWE, 2014

Ciszewska-Mlinarič M., Obłój K., Wąsowska A., Strategia korporacji, WN, 2021

Additional readings:

Obłój K., Myśl strategicznie!, Poltext, 2022

Obłój K., Pasja i dyscyplina strategii, Poltext, 2016

Obłój K., Praktyka strategii firmy, Poltext, 2020

Grant R.M., Contemporary Strategy Analysis, WILEY, 2020

Zdziarski M., Analiza sieci, w: Sieci międzyorganizacyjne. Współczesne wyzwanie dla teorii i praktyki zarządzania, C.H.Beck, 2012.

Chan Kim W., Mauborgne R., Strategia Błękitnego Oceanu, MTBiznes, 2010

Taleb N.N., Czarny Łabędź, Zysk i S-ka, 2020

Kahneman D., Pułapki myślenia, MR, 2012

Student:

K_W01 - Knows and understands to an in-depth degree the methodology of conducting strategic analysis and terminology in the field of strategic management and related analyses

K_W02 - Knows and understands the complex processes and phenomena occurring in different types of organizations and in the world around them, uses the theory of management and complementary disciplines (economics and finance, legal sciences) to recognize, diagnose and solve problems related to the structure of the organization and its environment, and integrate solutions to problems into the organization's strategy.

K_U01 - Can use strategic analysis to recognize, diagnose and solve complex and unusual problems related to key functions in the organization and integrate them within the organization's strategy, using an appropriate selection of sources and adapting existing or developing new methods.

K_U02 - Can correctly interpret complex technological, social, political, legal, economic, ecological processes and phenomena and their impact on the functioning of the organization and the economy as a whole, using an appropriate selection of sources.

K_U03 - Is able to independently and collectively prepare analyses, diagnoses and reports on complex and unusual problems related to the functioning of the organization, the sector and the economy as a whole

and present them communicatively, including in English - using advanced information and communication tools.

K_K01 - Is ready to evaluate and critically approach complex situations and phenomena related to the functioning of the organization, the sector and the economy as a whole. He is able to carry out an appropriate interpretation of the results of the analysis in practice.

Subject completed with evaluation of work, activity and attendance during the semester (final grade based on points earned))

1. attendance: attendance +1, absence -1, absence uspr. 0.

2. activity: up to 2 points per class

3. sample work to be done and scoring:

a. Work on the topic of the Cladding model for small business: up to 5 points (individually)

b. Work on SWOT analysis: up to 5 points (individually)

c. PESTEL analysis for a large company: up to 10 points (team)

d. Construction of a map of strategic groups for a selected industry: up to 10 points (team)

e. Stakeholder analysis: up to 5 points

f. Construction of a value curve for the "blue ocean": up to 10 points

Maximum total: 90 points.