VG offers several second-year elective courses at the Tuck School of Business. His current courses focus on management control systems and the Center for Global Leadership's
research on managing new ventures inside existing corporations.
Implementing Strategy: Management Control Systems
Professor Vijay Govindarajan
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.
Managing Corporate Entrepreneurship
Professors Vijay Govindarajan and Chris Trimble
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 takes 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 is to provide students 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 can firms 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?
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