MSc Business Management - edhec.edu · PDF fileEndow the students with the knowledge of delivering consulting projects in-line with the high standards of the top consulting firms in

MSc Business Management

Strategy & Organization Consultancy

Lille campus

Academic Year 2013/2014

Fall semester 2013 (Sept.-Dec.)

COURSES TEACHING HOURS ECTS

CORE COURSES

Strategy & Business Modeling 30 3.5

M&A and Strategic Alliances: Performance &

Management

30 3.5

Cracking Business Cases: Techniques & Capabili! es 21 3

Advanced Corporate Finance 30 3.5

Strategic Analysis & Cri! cal Thinking 30 3.5

Organiza! on Performance: Assessment & Performance 15 3

Business Ethics for Consultants 15 2

Tools for case Studies and Consul! ng Projects 9 2

LANGUAGE

French 36 5

COURSE for exchange students

French Business in Perspec! ve 30 7

RECOMMENDATION FOR COURSES

Exchange students can choose any course on this list.

Informa! on:

- all courses are taught in English

- the French class is not mandatory, students will be

divided into 3 groups depending on their level (beginner/

intermediate/advanced). A test will be organized at the

beginning of the semester.

- the course French Business in Perspec! ve is off ered to

exchange students exclusively. It is not mandatory.

Full year 2013/2014 (Sept.-May)


CORE COURSES - Semester 1

Strategy & Business Modeling 30 3.5

M&A and Strategic Alliances: Performance &

Management

30 3.5

Cracking Business Cases: Techniques & Capabili! es 21 3

Advanced Corporate Finance 30 3.5

Strategic Analysis & Cri! cal Thinking 30 3.5

Organiza! on Performance: Assessment & Performance 15 3

Tools for case Studies and Consul! ng Projects 9 2

Business Ethics for Consultants 15 2

CORE COURSES - Semester 2

Compliance & Legal Performance 15 2

Due diligence 15 2

Financial Accoun! ng & Repor! ng 15 2

Risk Management 15 2

Change Management 15 2

IT Strategy 21 2.5

Opera! ons Management & Performance 24 2.5

Simula! on* 30 3

Strategic Leadership 15 2

Sales & Marke! ng Strategy 15 2

Social Media for Opera! ons 15 2

LANGUAGE

French 36 5


French Business in Perspec! ve - semester 1 30 7

European Family Business - semester 2 15 3.5



Informa! on:






- the courses French Business in Perspec! ve

& European Family Business are off ered to

exchange students exclusively. There are not

mandatory.

* this course will be en" tled Blue Ocean

Strategy Simula" on

Spring 2014 (Jan. - May)


CORE COURSES

Compliance & Legal Performance 15 2

Due diligence 15 2

Financial Accoun! ng & Repor! ng 15 2

Risk Management 15 2

Change Management 15 2

IT Strategy 21 2.5

Opera! ons Management & Performance 24 2.5

Simula! on* 30 3

Strategic Leadership 15 2

Sales & Marke! ng Strategy 15 2

Soocial Media for Opera! ons 15 2

LANGUAGE

French 36 5


European Family Business - semester 2 15 3.5



Informa! on:






- the course European Family Business is

off ered to exchange students exclusively. It

is not mandatory.

* this course will be en" tled Blue Ocean

Strategy Simula" on

BUSINESS MANAGEMENT MASTER 2 2013/2014

ED-MScSOC-S1-STRAT-CC: TOOLS FOR CASE STUDIES AND CONSULTING

PROJECTS (1192) NUMBER OF HOURS: 9

SEMESTER 1

INTERNATIONAL PROGRAMME - 2 ECTS

COURSE COORDINATOR: Penny JARVIS

COURSE OBJECTIVES

Equip the students with the tools for thinking and writing high quality case studies;Endow the students with the knowledge of delivering consulting projects in-line with the highstandards of the top consulting firms in strategy and management.

LEARNING OUTCOMES

After having taken this course participants will be able to:Understand the differences between the three types of final master projects;Conduct a consulting project in a small team, preferably interacting with a company executive anddelivering a sensible business recommendation;Write the student note and teaching note of a case study on a business situation of their choiceusing the model and recommendations for the traditional Harvard Business Case.

PREREQUISITES

Students need a reasonable understanding of the basic functioning of the firm (finance, marketing,operations, human resources, strategy) that their studies should have equipped them with.

COURSE CONTENT

Thinking and Writing Case Studiesidentifying a topic of interest, preferably one with insider access to one of the organisationsinvolved;approaching and dealing with the organisation;writing an excellent case study in the form of a student note and a teaching note, following theguidance of best practices from Harvard Business School;preparing for publishing the very best cases together with their supervisor.Presentation of the consulting projectidentifying an organisation;offering consulting services, in general or for a specific business problem;designing a project, writing a letter of proposal;organising the work, collecting and analysing both primary and secondary data;delivering recommendations.

TEACHING & LEARNING METHODS

Case development methodologies.Development of consulting projects.

ASSESSMENT METHODS

- 25% participation- 75% final project (project or exam)

RECOMMENDED READING

William Ellet, (2007), “Case Study Handbook: How to Read, Discuss, and Write PersuasivelyAbout Cases”, Harvard Business Press Books.Alan Weiss (2002),”Process Consulting: How to Launch, Implement, and Conclude SuccessfulConsulting Projects: Powerful Techniques for the Successful Practitioner”.


ED-MScSOC-S1-STRAT-CC: BUSINESS ETHICS FOR CONSULTANTS (807) NUMBER OF HOURS: 15

SEMESTER 1


COURSE COORDINATOR: Geert DEMUIJNCK

COURSE OBJECTIVES

To teach students how to better frame ethical issues related to business and the economy, and tobecome more aware of the philosophical questions which underlie individual and collectivedecisions.To allow students to learn about the practical implementation of ethical standards in business byparticipating to the Lille World Forum (forum for a responsible and sustainable economy)

LEARNING OUTCOMES

After having taken this course participants will be able to:better frame ethical issues related to business and the economy, especially issues concerning thedomain of specialization of each MSc program.be more aware of the philosophical questions which underlie individual and collective decisions.The aim of the course is not to provide precise answers to specific questions.

PREREQUISITES

The only important prerequisite is intellectual honesty, i.e. the willingness to be led where thearguments lead you, even if you feel uncomfortable with the conclusions. Discomfort shouldsharpen our critical reflection, but not prevent us from thinking. The underlying optimisticassumption is that an interest for more fundamental questions is not incompatible with being anefficient executive or manager.

COURSE CONTENT

The course content is adapted to each MSc and is taught by experts in ethical issues concerningeach domain of specialization. The lecturers will choose topics that are relevant to the futureprofessional career of the students. Relevance is understood in a broad sense. Some of them willstart from a more abstract discussion and spell out important implications for our ethicalunderstanding of management issues. Others will rather opt for case studies in a much moreapplied perspective, in order to reveal the underlying ethical questions.The seminar is organized in November during the week in which the Lille World Forum takesplace.EDHEC Business School as partner of this Forum give the opportunity to all the MSc students tobe invited and to assist to one of the workshops of the Forum.


The seminar consists of lectures, presentations and discussions of compulsory readings. Althoughthe groups are rather big, some interaction is welcome and will be provoked.

ASSESSMENT METHODS

Grading will be based on a written assignment proposed by each MSc. lecturer. Students will have24 hours to post the assignment on blackboard. The date will be fixed at the end of the seminar.Each student will also be required to post a short comment on the World Forum workshop he orshe attended.However invited professors may propose some modification of the procedure.

RECOMMENDED READING

Mandatory readings for each of the MSc groups will be posted on Blackboard.


ED-MScSOC-S1-STRAT-CC: STRATEGY & BUSINESS MODELING (1193) NUMBER OF HOURS: 30

SEMESTER 1

INTERNATIONAL PROGRAMME - 3.5 ECTS

COURSE COORDINATOR: Denis DAUCHY & Alexandre PERRIN

COURSE OBJECTIVES

How to grasp a business situation from a strategic perspective?How to identify key strategic business issues?How to structure recommendations and a strategic line?How to design a sustainable business model?

LEARNING OUTCOMES

After having taken this course participants will be able to:Train and test their strategic thinking ability;Apply a concrete strategic analysis and business modeling methodology;Articulate all the facets of a business system in order to craft appropriate analysis andrecommendations.

PREREQUISITES

Knowledge of the basic concepts and grids in corporate and business strategy.

COURSE CONTENT

strategy as a business decision level;the fundamentals formulation for a company;the environment data integration;the resources for feeding growth and sustainable competitive advantages;the strategic line at corporate and business levels;the business model approach and methodology;the value proposition and revenue model;the operating model and ecosystem;the economic equation and the growth model;the execution framework and the corporate model.


Each session alternates interactive lectures, real business situation illustrations, business casesstudies and presentations and team-work.

ASSESSMENT METHODS

50 % final exam25 % project25 % individual participation

RECOMMENDED READING

Contemporary Strategy Analysis – Grant – Blackwell 2005.Exploring corporate strategy - Johnson and Scholes - Prentice Hall 1993.Blue Ocean Strategy, Kim &Mauborgne, Harvard Business School Publishing 2005.The fortune at the bottom of the pyramid, Prahalad, Wharton School Publishing 2006.Business Model Generation, Alexander &Pigneur, John Willey &Sons 2010.7 étapes pour un business model solide, Dauchy, Dunod 2010.


ED-MScSOC-S1-STRAT-CC: M&A AND STRATEGIC ALLIANCES :

PERFORMANCE & MANAGEMENT (813) NUMBER OF HOURS: 30

SEMESTER 1


COURSE COORDINATOR: Louis HEBERT, Valérie DUPLAT & Emmanuel METAIS

COURSE OBJECTIVES

The course aims at endowing the students with the must-have capabilities in order to assess theeffectiveness on Mergers &Acquisitions and Strategic Alliances.

LEARNING OUTCOMES

After having taken this course participants will be able to:Acquire effective management skills associated with managing external growth strategies,including M&Aand Strategic Alliances;For M&A understand the challenges and opportunities associated with M&Asas key elements of afirm’s strategy and competitive advantage;For Strategic Alliances: understand the management issues proper to alliances and theirperformance;For Strategic Alliances: identify and deal with the challenges specific to technology licensing andthe market for technology, and challenges specific to franchising.

PREREQUISITES

Basic courses in Strategy.

COURSE CONTENT

Case study: Bombardier Transportation and the Adtranz Acquisition;Case study: Labatt-Femsa;Case study: GSK’s acquisition of Sirtris;Case study: The Renault-Nissan Alliance;Case study: Photonica;Case study: Lizzaran.


The course combines lectures, articles, role-games, case studies and a project group work. A keyobjective is for you to develop your own personal synthesis and approach for identifying andsolving the problems that managers can face in M&Aand Strategy Alliances. Needless to say,preparing for lectures and cases gives you the best and perhaps the only way to practice in lieu ofactually managing M&Aand Strategic Alliances.

ASSESSMENT METHODS

50 % final exam

25 % project25 % individual participation

RECOMMENDED READING

Rouse &Frame (2009), «The 10 steps to successful M&Aintegration», Bain Co;Aiello &Watkins (2000), «The fine art of friendly acquisitions», HBR;Chaudhuri, S. and B. Tabrizi (1999) Capturing the real value in high-tech acquisitions, HarvardBusiness Review, September-October;Hébert. “Key challenges in managing alliances”;M. Hitt, T. Dacin, E. Levitas, J.L. Arregle and A. Borza, 2000, “Partner Selection in Emerging andDeveloped Market Contexts: Resource-Based and Organizational Learning Perspectives”,Academy of Management Journal, vol. 43(3), pp. 449-467;Casciaro, T. and Lobo, M. (2005). Competent jerks, lovable fools, and the formation of socialnetwork. Harvard Business Review;Zanarone, G. (2009). Vertical restraints and the law: evidence from automobile franchising.Journal of Law &Economics, 52(4), 691-700.


ED-MScSOC-S1-FIN-CC: ADVANCED CORPORATE FINANCE (1195) NUMBER OF HOURS: 30

SEMESTER 1


COURSE COORDINATOR: James SEWARD & Alexander TRIANTIS

COURSE OBJECTIVES

To ask and answer the question, ‘What is it worth?;To build your skills and confidence in answering that question;To make investment decisions in real – as opposed to financial – assets;To acquaint the widely-used, yet rigorous, ideas that have revolutionized the practice of valuationof projects, divisions, and companies during the past few decades.

LEARNING OUTCOMES

After having taken this course participants will be able to:To develop the necessary tools to valuing projects, divisions, and corporations;To explore the interaction of the firm with financial markets and institutions, and how valuation andpricing relations in these markets matter for investment decisions;To acquaint you with making corporate valuation, investment, and (some) risk managementdecisions in the mergers and acquisitions (M&A context;Simply put, by the end of the course, I expect you to be comfortable with the tools and frameworksto answer the question: What is a real asset — a new product, a new project, a division, acompany — worth?.

PREREQUISITES

None.

COURSE CONTENT

Basic Valuation Methods: Cash Flow Measurement, Management and Maximization;Estimating Corporate and Divisional Costs of Capital;Valuation of investments;Comparables Methods of Valuation;Adjusted Present Value Method of Valuation: Project Finance;Investment Decisions as Real Options;Discerning Motives in Mergers and Acquisitions.


The most important requirement of Corporate Valuation is the preparation for discussion in class,the assigned reading material, or cases for the day. We expect you to attend every class.

ASSESSMENT METHODS

-50 % final exam-25 % project

-25 % individual participation

RECOMMENDED READING

David Hillier, Stephen Ross, Randolf Westerfield, Jeffrey Jaffe and Bradford Jordan, CorporateFinance, McGraw Hill, European Edition (2010).


ED-MScSOC-S1-STRAT-CC: STRATEGIC ANALYSIS & CRITICAL THINKING

(152) NUMBER OF HOURS: 30

SEMESTER 1


COURSE COORDINATOR: Marc KITTEN & Jérôme HALLAY

COURSE OBJECTIVES

to practice to develop their critical analysis of business issues;to focus on successful strategies and effective approaches in solving consulting problems.

LEARNING OUTCOMES

After having taken this course participants will be able to:Further develop their ability to master the techniques that were developed by McKinsey, BCG andBain and are systematically used by their consultants in their client engagements;Apply a tested business problem solving methodology with problem definition, identification andstructuring of issues using pyramid thinking and issue trees, prioritisation, primary and secondaryresearch, issue analysis, and synthesis;Perform effective business communication and support to decision making that includes thetranslation of the solution into memorable written and oral messages delivered in a tailored way tothe audience.

PREREQUISITES

The programme weights the ability to perform basic calculations and analysis in situations ofincomplete information, thus requiring quantitative skills and the ability to make reasonableassumptions. Students also need an understanding of the basic functioning of the firm (finance,marketing, operations, human resources, strategy) that their studies should have equipped themwith.

COURSE CONTENT

Team dynamics;Problem Definition;Decomposition of the problem into issues using logic trees;Prioritisation of the issues;Data research;Issue analysis;Synthesis of results;Visual and oral communication;Final presentation of the solution.


Workshop around a case study specifically developed for the program with alternance of work insmall teams and class interactions.

ASSESSMENT METHODS

75 % final project (exam or project) + team presentations25 % individual participationIndividual participation: students will be graded by their team. This grade and a potential additionalpositive or negative mark given by the lecturers will be used to adjust the overall course grade(students can add up to 15 points or lose up to 10 points out of 100).

RECOMMENDED READING

Case and course notes;Barbara Minto: “The Minto pyramid principle” (McKinsey seminal work);Gene Zelazny: “Say it with charts”;Vault Guide to the Top European Consulting Firms, latest Edition: European Edition;The Boston Consulting Group on Strategy: Classic Concepts and New Perspectives by Carl W.Stern and Michael S. Deimler;The McKinsey Mind - Understanding and Implementing the Problem-Solving Tools andManagement Techniques of the World's Top Strategic Consulting Firm by Ethan M. Rasiel andPh.D., Paul N. Friga.


ED-MScSOC-S1-STRAT-CC: ORGANIZATION PERFORMANCE: ASSESSMENT

& PERFORMANCE (153) NUMBER OF HOURS: 15

SEMESTER 1


COURSE COORDINATOR: Lorraine UHLANER

COURSE OBJECTIVES

Learn about different aspects of performance culture;Obtain training in techniques consultants use to enhance such capabilities in their firms.

Students will learn about these different aspects of performance culture, with special emphasis onthose aspects most clearly linked with better financial performance, not only in the McKinseystudy, but in HR and OB research more widely.

LEARNING OUTCOMES

After having taken this course participants will be able to:set up a baseline for assessment (and some of the organization metrics to consider);set up a firm with a strong culture (i.e. one with a shared view of the firm’s vision and mission);Train managers to give effective feedback (to enhance role clarity);Create more effective recruitment and selection, including the realistic job preview;Enhance the effectiveness of group discussion through the use of the nominal group technique.

PREREQUISITES

None.

COURSE CONTENT

Connecting organizational and financial Performance ; Assessing organizational health: Keypractices;Creating Alignment ; Creating direction in the high performance firm;Creating accountability ; Establishing clear roles;The War on Talent ; Building capability through recruitment;Renewal; Building an open, innovative culture.


This course will emphasize the following training routine: introduction of topic via lecture,demonstration, practice, feedback. Pedagogical tools will include class exercises, simulations andcases.

ASSESSMENT METHODS


RECOMMENDED READING

DeSmet, A., Palmer, R., and Schaninger, W., 2007, “The Missing Link: Connecting Organizationaland Financial Performance”, Confidential working paper, McKinsey&CompanyMartin, R.L. 2010 “Drawing a line between strategy and execution almost guarantees failure,”Harvard Business Review, July –August, pp. 64-71.Fubini, D., Price, C., and Zollo, M., 2006, “Successful mergers start at the top,” McKinsey onFinance, Autumn, pp. 12-16.Guthridge, Komm and Lawson, 2008, “Making talent a strategic priority”, McKinsey Quarterly,number 1, pp. 49-59.DeSmet, A., McGurk, M. and Schwartz, E., 2010, “Getting more from your training programs”,McKinsey Quarterly, October, pp. 1-8.Barsh, J., Capozzi, M.M. and Davidson, J., 2008, “Leadership and Innovation,” McKinseyQuarterly, Number 1, pp. 37-47.


ED-MScSOC-S1-STRAT-C: CRACKING BUSINESS CASES : TECHNIQUES &

CAPABILITIES (155) NUMBER OF HOURS: 21

SEMESTER 1


COURSE COORDINATOR: Marc KITTEN & Jérôme HALLAY

COURSE OBJECTIVES

To equip the students with the methodologies of strategy and management consulting;To practice to develop their consulting skills, but their success in the programme rests upon theirindividual contribution, involvement and intensive practice beyond the class;To focus on successful strategies and effective approaches in solving consulting problems, morespecifically for consulting case interviews, although the logic is the same as in real clientengagements.

LEARNING OUTCOMES

After having taken this course participants will be able to:Understand the recruiting process at strategy and management consultancies;Understand the expectations of the recruiters and the skills they are looking for;Prepare themselves for the case study and learn how to "crack the case", i.e. integrate thecapability to develop a robust structured recommendation when confronted to any businessproblem.

PREREQUISITES

Students are expected to have attended the first part of the consulting workshop. They also needa reasonable understanding of the basic functioning of the firm (finance, marketing, operations,human resources, strategy) that their studies should have equipped them with.

COURSE CONTENT

Management consulting industry. The different roles of the consultant. Consulting projects,organisation and processes;Recruiting process;Strategy cases, « brainteasers » and « guesstimates »;Review of the methodologies for acing the case : problem solving, pyramid principle, decisiontrees and structuring frameworks;Examples of cases (McKinsey, BCG, Bain, Oliver Wyman, AT Kearney, Booz, etc.);Structuring and communicating a solution – Basic elements of communication (Examples fromMcKinsey, Bain, Accenture).


Workshop in the form of an interactive lecture with numerous individual and group class exercises,mostly consulting recruiting cases from the top strategy consultancies.

ASSESSMENT METHODS

75 % final project (exam or project) 25 % individual participation

RECOMMENDED READING

David Ohrvall, (2001) Crack the Case System: Complete Case Interview Preparation.


ED-MScSOC-S-STRAT-CC: DUE DILIGENCE (1194) NUMBER OF HOURS: 15

SEMESTER 2


COURSE COORDINATOR: Stéphane PERROTTO - ACCURACY

COURSE OBJECTIVES

When considering its development strategy in a specific business area, a management team isgenerally faced with the alternative of (i) either promoting internal growth or (ii) consideringexternal growth opportunities.Each of these two solutions (which can obviously be mixed) require different skills and keysuccess factors. At the same time, they bring about different risks. The objective of the course is(i) to briefly present the two development scenarios and (ii) to further elaborate on one of the majorcomponents of the external growth strategy, the due diligence process. Although due diligence willfirst be described including all the various topics addressed in such a process (strategic, financial,legal, social, environmental…), the course aims at focusing on two aspects: the strategic duediligence (identification and evaluation – from a strategic point of view – of potential targets andopportunities) and the financial due diligence (detailed understanding of the historical financialperformance and elaboration / challenging of the Business Plan).

LEARNING OUTCOMES

Upon successful completion of the course, students should:- Be familiar with the actors and major participants in an external growth projects- Be familiar with and understand the objectives and major steps of strategic and financial duediligence- Be aware of the skills necessary both in strategy and finance/accounting to participate in a duediligence- Have developed their sense of analysis and “healthy skepticism”- Have developed their ability to apprehend a strategic question- Have put in action their financial analyses skills- Have implemented very concretely their strategic and financial knowledge in concrete cases- Be convinced that every project is different and needs to be solved differently

PREREQUISITES

The students are expected to have a comprehensive knowledge of the concepts of (i) businessstrategy and (ii) finance and accounting.

COURSE CONTENT

Session 1: Overview of a transaction processSession 2: Strategic due diligenceSession 3: Financial due diligenceSession 4: Risks, pitfalls and best practices of due diligence – Examples of due diligence reports


The course is animated by due diligence professionals with an extensive experience in leadingsuch processes.It mixes (i) theoretical knowledge, (ii) very concrete descriptions of what real life transactions looklike and (iii) business cases allowing the students to lead their own basic due diligence.It requires students to be at the appropriate technical level in finance and accounting, tointeractively participate during the theoretical part of the course and to pro-actively get involved inthe business cases proposed.

ASSESSMENT METHODS

75%: exam25%: participation during cases and lectures

RECOMMENDED READING

- The Art of M&ADue Diligence, Second Edition: Navigating Critical Steps and Uncovering CrucialData by Alexandra Reed-Lajoux- Due Diligence: Definitive Steps to Successful Business Combinations by Mr Denzil Rankine,Graham Stedman, Mark Bomer


ED-MScSOC-S2-STRAT-CC: STRATEGIC LEADERSHIP (1202) NUMBER OF HOURS: 15

SEMESTER 2


COURSE OBJECTIVES

Understanding the nature and the challenges of strategic leadershipMastering the most authoritative models and tools to assess and develop business leadersLearning how to do a leadership case study and provide professional recommendations

Exploring relevant leadership roles and competencies for their future professional contexts andcultures.Identifying and developing personal leadership and building a development plan (in accordancewith the personal strengths of each participants)Providing inspiration for leadership development

LEARNING OUTCOMES

After the course, the participants will be able to:Define what strategic leadership is as well as the challenges of top executive leadershipBuild on a rigorous methodology and authoritative models to study leadership cases and makeprofessional recommendationsDescribe their personal leadership styles and have a clear idea of what they should do to developtheir personal leadership within their professional contextsDemonstrate leadership in situationGet inspiration from business leaders

COURSE CONTENT

The course includes 3 plenary sessions (all the Msc students) and 2 tutorials (Msc groups).Each tutorial has been designed in order to echo the professional purpose and culture of eachMsc.

The course is structured as follow:

Plenary session #1 (3h)With Prof. Valérie Petit

Tutorial # 1 (3h)With Prof. Isabelle Mari

Plenary session #2 (3h)With Prof. Isabelle Mari

Tutorial # 2 (3h)With Prof. Valérie Petit

Plenary session #3 (3h): Final conferenceWith Business leaders from various professional horizons


The course will use multiple instructive methods such as lectures based on recent scientificresearch, Case Studies, Class discussions, Discourses analysis, Speech contest, Self-learningexercises and self-assessment, Conference etc.

ASSESSMENT METHODS

Case study on leadershipClass exercises and participation

RECOMMENDED READING

PETIT, V. Leadership, l’art et la science de la direction d’entreprise, Pearson, 2013

FINKELSTEIN, S., HAMBRICK, D.C. &CANELLA, A. A., Strategic leadership. Theory andresearch on executives, top management teams and boards. Oxford University Press, 2009.

AVOLIO, B.J. &YAMMARINO, F.J. Transformational and charismatic Leadership: the road ahead,Emerald, 2007.

BASS, B., The Bass Handbook of Leadership, Theory, Research &Managerial Applications, 4èmeEdition. Free Press, New-York, 2008.

GARDNER, W.L., AVOLIO, B.J., &WALUMBWA, F.O., Authentic leadership theory and practice:Origins, effects and development. Elsevier Science, Oxford, 2005.


ED-MScSOC-S2-STRAT-CC: COMPLIANCE & LEGAL PERFORMANCE (154) NUMBER OF HOURS: 15

SEMESTER 2


COURSE COORDINATOR: Olivier BEDDELEEM

COURSE OBJECTIVES

Taking into account law and especially law in a European context as a tool to create value forcompanies.

LEARNING OUTCOMES

After having taken this course participants will be able to:Understand the links between law and strategy and how law influences the management of abusiness;Identify legal opportunities and manage legal risks;Take into account law in a European and a multinational environment in order to create value forbusinesses.

PREREQUISITES

B3 and M1 law classes.

COURSE CONTENT

Law, strategy and value creation;Law, compliance and risk management;Law in a European context;Case study : the EU reform of auditing;Testimonial.


PowerPoint presentations, case studies.

ASSESSMENT METHODS

75 % final project (exam or project) 25 % individual participation

RECOMMENDED READING

"Legal Strategies: How Corporations use Law to Improve Performance", A.Masson and M.J.Shariff (eds), Springer, 2009."La performance juridique : pour une vision stratégique du droit dans l'entreprise", C. Collard et C.Roquilly, LGDJ, 2010."Corruption and compliance - weighing the costs", 10th global fraud survey, Ernst &Young.Green paper, 13 October 2010, "Audit Policy: Lessons from the Crisis", European Commission,

COM (2010) 561 final.


ED-MScSOC-S2-STRAT-CC: FINANCIAL ACCOUNTING & REPORTING (158) NUMBER OF HOURS: 15

SEMESTER 2


COURSE COORDINATOR: Danielle LYSSIMACHOU

COURSE OBJECTIVES

The main objective of this course is to learn how to conduct comprehensive financial statementanalysis, in order to assess the financial health of a firm and provide sound client advice. Thecourse will also provide a brief reminder of the basic principles of financial accounting. Moreover, itenables the students to understand the reporting mission that enables to help companies meettheir financial reporting requirements.

LEARNING OUTCOMES

After having taken this course participants will be able to:Understand how the 3 main financial statements are constructed and how they link together;Use ratio analysis to assess the financial health of a firm and provide appropriaterecommendations based on this analysis;Appreciate the limitations of ratio analysis.

PREREQUISITES

Basic knowledge in financial accounting is required before attending this course. Thatencompasses an understanding of the main financial statements (balance sheet, incomestatement, cash flow statement) and an understanding of the main accounting methods andprinciples (accrual accounting, costs and revenues recognition, depreciation…).

COURSE CONTENT

Reporting techniques;IFRS;Purpose of Financial Statement Analysis;How to review Financial Statements before performing ratio analysis;Overview of Ratios;Limitations of Ratio Analysis;Worked examples of Financial Statement Analysis.


The course will consist of lectures, tutorial sessions, group discussions and applied case studywork.

ASSESSMENT METHODS

75 % final project (exam or project)25 % individual participation

RECOMMENDED READING

P. Atrill &E. McLaney – Financial Accounting for Decision Makers – 6th edition - FT Pearson –2011.In addition, supplementary notes, lecture slides, case studies and exercises will be made availableduring the course.


ED-MScSOC-S2-STRAT-CC: RISK MANAGEMENT (1198) NUMBER OF HOURS: 15

SEMESTER 2


COURSE COORDINATOR: Emmanuel FRAGNIERE

COURSE OBJECTIVES

To give students a basic understanding of the principles of risk management and their application;To acquire the tools and skills required to conduct successfully risk management missions asemployed in most strategic consulting firms.

LEARNING OUTCOMES

After having taken this course participants will be able to:To define the risk profile of a company;To develop an enterprise risk policy;To have a broad understanding of the risk management function in a company.

PREREQUISITES

None.

COURSE CONTENT

Corporate Perception of Business Risk;Risk evaluation: prioritization of intangible risks associated with intangible services;The analytics of risk management: understanding business risk through decision trees;The analytics of risk management: understanding business risk through simulation;Service management and risk management;The risk management process;Operational risk;Contingency planning and disaster recovery;Control management and risk ownership;Basel II;Strategic risk and sustainable development;Risk management consulting.


Several case studies and workshops are used to illustrate the practical implementation of riskmanagement in service companies. The emphasis of the module will be on the quantitativeaspects of risk management, as well as a thorough understanding of basic principles as requiredby a general manager.

ASSESSMENT METHODS

75 % final project (exam or project)25 % individual participation

RECOMMENDED READING

Risk Management, Emmanuel Fragnière &George Sullivan. Publisher: Crisp, 2006.


ED-MScSOC-S2-STRAT-CC: CHANGE MANAGEMENT (252) NUMBER OF HOURS: 15

SEMESTER 2


COURSE COORDINATOR: Tyrone PITSIS

COURSE OBJECTIVES

How do consultants provide change management expertise?Where does change derive from?When is change necessary? Is change always good? How do we sustain change?What risks are present in the change process?How do organizations involve and motivate their human resources in the process of change? Whatare the differences and similarities between change and innovation?

LEARNING OUTCOMES

After having taken this course participants will be able to:Discuss the importance of process innovation and change management in organizations;Describe a basic process for innovating processes in organizations;Distinguish between innovation and improvement in organizations;Describe a suitable method of implementing change;Describe the stakeholders of the process of change in organizations;Diagnose areas that require change within an organization;Manage change within organizations;Consult organizations on change.

PREREQUISITES

None.

COURSE CONTENT

Introduction to the management of change;Why Change??? What about Innovation?Strategic change management;The Analysis and the Making of recommendations about communication strategies related toManaging Innovation and Change in Organizations;The Design of an Action Plan for Managing Change in a specific organizational setting;Application of the Management of the Change Management Steps to a Specific Organization

ASSESSMENT METHODS


RECOMMENDED READING

Bob Hamlin, Jane Keep and Ken Ash, Organizational Change and Development. A Reflective

Guide for Managers, Trainers, and Developers. Prentice Hall/Pearson Education.; (ISBN: 0-273-63886-6), 2001.


ED-MScSOC-S2-STRAT-CC: IT STRATEGY (1199) NUMBER OF HOURS: 21

SEMESTER 2


COURSE COORDINATOR: Mohamed Hédi CHARKI & Anol BHATTACHERJEE

COURSE OBJECTIVES

Show the extent to which Information Technology do matter for achieving business value;Develop critical thinking about the impacts IT have on business processes.

LEARNING OUTCOMES

After having taken this course participants will be able to:Develop critical thinking about the extent to which IS can be a driver of business performance;Understand how IS can be leveraged in order to enable organizations to reach sustainablecompetitive advantage and craft strategy;Disentangle how IS can be mobilized to enable Business Process Reengineering;Unravel the ways to align IS and business strategy.

PREREQUISITES

The students are expected to have a comprehensive knowledge of the fundamental concepts inStrategic Management, Organizational Behavior and basic awareness of Information Technologiesand Internet based systems.

COURSE CONTENT

IT and Business Process Reengineering;IT Business value;Managing IT Projects;IT and Risk Management;IT Governance.


The course encompasses lectures, mandatory prior readings, videos, case studies and intensivediscussions during class. Thus, class attendance is mandatory.

ASSESSMENT METHODS


RECOMMENDED READING

Keri E. Pearlson, Carol S. Saunders, (2009) Strategic Management of Information Systems, 4thEdition, John Wiley and Sons.

Peter Weill, Jeanne W. Ross, (2009), “IT Savvy. What Top Executives Must Know to Go from Painto Gain”, Harvard Business Press, Massachusetts.Richard Hunter, Georges Westerman, (2009), “The Real Business of IT. How CIOs Create andCommunicate Value” Harvard Business Press, Massachusetts.


ED-MScSOC-S2-STRAT-CC: OPERATIONS MANAGEMENT & PERFORMANCE

(1200) NUMBER OF HOURS: 24

SEMESTER 2


COURSE COORDINATOR: Vincent VAN PETEGHEM & Nicholas WAKE

COURSE OBJECTIVES

Operations management is a key ingredient in the management of companies and provides both astrategic perspective, striving to improve quality, customer service and competitive success, and apractical perspective, examining the practical issues which organizations face on a day-to-daybasis. Coordination of resources, information, people and budgets is therefore a central skill forpeople working anywhere along the supply chain. Organisations can win (or loose) theircompetitive position due to the decisions made.The consequence of the decisions made will be felt throughout the whole organisation and willaffect the competitive position of the organisation for many years. Companies that are able tomanage its operations to provide a high-quality product or service at a reasonable cost willbecome successful. Therefore, operations need to be well integrated with other functions in thecompany, which means that everyone, no matter what their function or specialty, needs to knowabout operations.In this course we will focus on specific topics within the operations management field, from thedesign over the planning and control till inventory and lean management.

LEARNING OUTCOMES

After having taken this course participants will be able to:Be aware of the various manufacturing technologies and their purposes;Understand the dynamics of operations strategy and develop one for a company;Understand the complexity and importance of operations management decision-making;Plan and control processes and know which approach is appropriate in what situation;Apply quantitative and qualitative problem-solving techniques in operations management;Understand the importance of quality management and statistical process control.

PREREQUISITES

Introduction to Operations Management.

COURSE CONTENT

Strategic impact of operations management,Process design: positioning and analysis,Supply chain management,Inventory management and forecasting,Capacity management ,Resource planning and control,Lean management,Company presentation.


This course includes various pedagogical tools: lectures, videos, academic articles, books andbusiness case studies. Pedagogical tools will include class exercises, simulation games andcases.

The students are asked to prepare for each course by reading the indicated chapters and casesfor in advance. The additional readings are provided in order to get a deeper insight in the relatedtopic.

ASSESSMENT METHODS


RECOMMENDED READING

TextbookOperations and Process Management: Principles and Practice for Strategic Impact, 2009, N.Slack, S. Chambers, R. Johnston and A. Betts, Pearson Education Limited, second edition.


ED-MScSOC-S2-STRAT-CC: TRANSFORMATION CONSULTING (BY

CAPGEMINI CONSULTING) (1203) NUMBER OF HOURS: 30

SEMESTER 2


COURSE COORDINATOR: Capgemini Consulting

COURSE OBJECTIVES

Ensuring a first consistent understanding of Business Transformation.

LEARNING OUTCOMES

At the end of the Seminar, students will have a deep understanding of structuring principles of atransformation project, and have lived a consulting experience with professionals.

Business outcomes:Conducting analysis to help aligning top management on the need to transform;Measuring economic, organizational and social impacts of a transformation;Building a roadmap in consistency with the given objectives;Preparing and animating steering committees;Drawing a diagram of people involved, including political stakes (decision maker, operating, IT,business).

Methodology outcomes:Understanding the structure a transformation project, from strategic analysis to design andimplementation phases;Preparing and writing a presentation for decision-maker according to consulting standards;Mastering basic skills such as meeting animation, problem solving, transformation map, plan-do-review;Capitalizing on all knowledge / experience from both academic and professional background, inorder to practice consulting skills in a professional environment.

PREREQUISITES

None.

COURSE CONTENT

Program management;Written communication;Oral communication;Consulting tools;Crisis management;Case studies inspired from real Capgemini Consulting assignments.


Students will be learning the basic knowledge of consulting through plenary sessions.In parallel, case studies will be given to sub-groups of students in order to challenge their learning.All along this process, “advisory consultants” will be dedicated for each sub-group to coach themand share their own experience.

ASSESSMENT METHODS

At each session, students will be evaluated on the case they will present in front of a steeringcommittee composed of two management consultants.Moreover, “advisory consultants” will provide a mark to the group they are following, based on thequality of their work but also on their progression through the different sessions.

RECOMMENDED READING

“Triggers” written by Xavier Hochet and André-Benoît de Jaegère, edited by Odile Jacob.


ED-MScSOC-S2-MKG-CC: SALES & MARKETING STRATEGY (2648) NUMBER OF HOURS: 15

SEMESTER 2


COURSE COORDINATOR: Ed NIJSSEN

COURSE OBJECTIVES

The purpose of the course is to examine the specific issues involved in developing a marketing&sales strategy and in conducting marketing operations. Attention is focused on marketingproblems and issues that consulting firms, such as McKinsey and BCG typically, typically handlefor clients. The idea is to give students an overview of relevant marketing tools but also underlyingconcepts.

LEARNING OUTCOMES

Upon successful completion of the course, the students should be able to:- Understand the marketing and sales function as well as market orientation of the firm.- Understand a number of basic concepts such as marketing accountability and Customer life timevalue.- Be aware of the need and problems involved in connecting R&Dand the commercial side of thefirm.- Be able to engage in segmenting, targeting and positioning of a product or brand. - Have a basic understanding of brand equity and brand architecture as well as the impact of newmedia on communications and channel management of the firm.

PREREQUISITES

The students are expected to have a good knowledge of the fundamental concepts in StrategicManagement, Marketing, Organizational Behavior and Economics.

COURSE CONTENT

- 1st session: Introduction: Market orientation and marketing’s ROI- 2nd session: Customer insights and targeting and positioning decisions- 3rd session: Customer Equity (CE) and Customer Lifetime Value (CLV)- 4th session: Connecting product development and marketing &sales- 5th session: Brand management &New media, sales and channels


The course encompasses lectures (including use of video), case studies and intensive discussionsduring class. Since all the students benefit from a prior business experience, they are expected tobe highly involved in the course. All students must read and work-out the cases so as to make theclass as interactive/interesting as possible. Your participation grades depend on. If you don’t feelcomfortable with the idea of being called upon, you’re highly encouraged to inform the professorbefore the start of the session.

ASSESSMENT METHODS

- 75 % final project (exam or project)- 25 % individual participation

RECOMMENDED READING

- Verhoef and Leeflang (2009) Understanding the Marketing Department’s Influence Within theFirm- Biemans, Brencic, and Malshe (2009) Marketing–sales interface configure-tions in B2B firms- Wieseke, Homburg and Bornemann (2009) Implementing the marketing concept at theEmployee-Customer Interface: The role of customer need knowledge- Lemon, Rust and Zeithaml (2001) What Drives Customer Equity?


ED-MScSOC-S2-STRAT-CC: BLUE OCEAN STRATEGY SIMULATION (3444) NUMBER OF HOURS: 30

SEMESTER 2


COURSE OBJECTIVES

To master the Blue Ocean Strategy (BOS) concepts and mental discipline in both strategyformulation and strategy implementation.To practice the BOS analytical framework and the tools (6-Path Analysis, As-Is and To-BeStrategy Canvases, ERRC Grid, …).To enhance team and competitive spirit.

LEARNING OUTCOMES

-

PREREQUISITES

None.

COURSE CONTENT

BOSS Simulation : strategy formulationLOS RIOS simulation : strategy implementationHSBP case “Even a clown can do it: Cirque du Soleil recreates live entertainment”Mini-cases: Netjet, Apple, Curves, …Conceptual sessions: BOS concepts, Lessons from strategic moves over the last century, TippingPoint Leadership and Fair Process.Tipping Point Leadership Exercise, Strategy Canvas exercise.


Learning by doing with two simulations.TeamworkHSBP case and mini-casesConceptual sessionsIn-class exercisesIn-class student presentation

ASSESSMENT METHODS

In-class presentations.In-class participation.Performance in simulation

RECOMMENDED READING

Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition

Irrelevant. W. Chan Kim, Renee A. Mauborgne. Source: Harvard Business Press Books. 272pages. Publication Date: févr. 03, 2005. Prod. #: 6190-HBK-ENG

Documents

MSc Business Management - edhec.edu · PDF fileEndow the students with the knowledge of delivering consulting projects in-line with the high standards of the top consulting firms in