Implementing Strategy: Management Control Systems Professor Vijay Govindarajan Next Offering: Spring 2006 (mini-course)
The central focus of this course is strategy implementation. In particular, the course is designed to allow participants to gain knowledge,
insight, and analytical skills related to how a corporation's senior executives design and implement the ongoing management systems that are
used to plan and control the firm's performance. Elements of management systems include strategic planning; budgeting; resource allocation;
performance measurement, evaluation, and reward; and transfer pricing.
Entrepreneurship Within Established Organizations Professors Vijay Govindarajan and Chris Trimble Next Offering: Spring 2006 (mini-course)
In order to stay on top, corporations must learn to continuously create, grow, and profit from completely new ways of doing business.
They must simultaneously pursue both excellence in their existing business and creativity in generating new businesses. This class will
take two perspectives. The first perspective is that of the CEO of a corporation. How can a CEO build a corporation that can balance managing
the present with creating the future? How is such an organization structured? What policies need be put in place? The second perspective is
that of the CEO of a new venture within a larger corporation. How is the relationship between the new venture and the parent best managed?
What tensions naturally arise? How may they be overcome?
Global Strategy and Implementation Professor Vijay Govindarajan
This course focuses on the challenges of developing and implementing strategies in global industries. The aim of the course is to provide
participants with a conceptual and practical understanding of the strategic and organizational challenges of multinational corporate management.
The types of questions that we address are: Why do firms go abroad? What differentiates a "global" from a "multidomestic" industry?
How does a multinational company play the global chess game? Why and when do/should companies engage in cross-border strategic alliances?
Cross-border mergers and acquisitions? What are the associated risks and how to guard against them? What potential roles can foreign
subsidiaries play in an MNC's global strategy? How do companies choose an optimal global structure? How do companies ensure coordination
between the headquarters and its subsidiaries, and among subsidiaries? How do companies manage strategic change from one type of global
strategy to another?
The central focus of this course is strategy implementation. In particular, the course is designed to allow participants to gain knowledge,
insight, and analytical skills related to how a corporation's senior executives design and implement the ongoing management systems that are
used to plan and control the firm's performance. Elements of management systems include strategic planning; budgeting; resource allocation;
performance measurement, evaluation, and reward; and transfer pricing.
In order to stay on top, corporations must learn to continuously create, grow, and profit from completely new ways of doing business.
They must simultaneously pursue both excellence in their existing business and creativity in generating new businesses. This class will
take two perspectives. The first perspective is that of the CEO of a corporation. How can a CEO build a corporation that can balance managing
the present with creating the future? How is such an organization structured? What policies need be put in place? The second perspective is
that of the CEO of a new venture within a larger corporation. How is the relationship between the new venture and the parent best managed?
What tensions naturally arise? How may they be overcome?
This course focuses on the challenges of developing and implementing strategies in global industries. The aim of the course is to provide
participants with a conceptual and practical understanding of the strategic and organizational challenges of multinational corporate management.
The types of questions that we address are: Why do firms go abroad? What differentiates a "global" from a "multidomestic" industry?
How does a multinational company play the global chess game? Why and when do/should companies engage in cross-border strategic alliances?
Cross-border mergers and acquisitions? What are the associated risks and how to guard against them? What potential roles can foreign
subsidiaries play in an MNC's global strategy? How do companies choose an optimal global structure? How do companies ensure coordination
between the headquarters and its subsidiaries, and among subsidiaries? How do companies manage strategic change from one type of global
strategy to another?