EXED518-17E (HAM)

Strategic Value Creation

20 Points

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Waikato Management School
Te Raupapa
Executive Education

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: danial.hilson@waikato.ac.nz
: denise.martin@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: clive.wilkinson@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5 or 9 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
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Paper Description

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Strategic Value Creation is the capstone paper of the MBA. Are you ready?

I look forward to working with you for this important course and hope that I can add further value to your studies. If you would like to visit my web site www.marcuspowe.com you will see that I bring a diverse background to the course.

I have a pragmatic approach and I will be constantly "testing" your theoretical mastery of the content, organisational knowledge and experience and especially how you combine both to achieve excellence in creating and sustaining value for your organisations.

This paper is about you and how you can create choices (as opposed to reactions) to opportunities in a highly competitive, turbulent and rapidly maturing market place. In other words, what are the issues (driving forces) that you must recognise to be successful? Will you be able to communicate effectively, powerfully to achieve both academic and commercial excellence?

My approach is:

  1. If you do not communicate with me I will assume you have mastery of the content of the subject - I will then accelerate through the course!! I am available by telephone and email before and during the course.
  2. I run and own several ventures and am a busy person - so are you. Why not conduct this course in a business and customer focused way? - You are the customer - how best can I make this course enjoyable and you can realise a solid return on your investment - your views, feedback and suggestions are always welcome.
  3. I will provide assessment to you on two levels - the first naturally being the academic grading, the second a "commercial" assessment - can you handle the second?

Be prepared:

Begin to think of opportunities/challenges for this subject that will satisfy opportunities to provide the creation of value to grow organisations – what are the big issues that you face? Familiarise yourself with the course content.
Read everything.

You will see in the course outline there is a preliminary activity – please make sure this is complete when you come to the first class –it will hopefully be the basis for an opportunity!

I look forward to meeting you all - I will be hitting the ground running – you must be prepared!

Required Pre-work:

Please note the first assessment is to be completed PRIOR to session one and a copy physically brought to the class.

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Paper Structure

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This paper will be facilitated with face-to-face sessions, supported by online resources.
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Synthesise the learnings from previous papers
    Linked to the following assessments:
    Pre course - individual (1)
    Report - group (2)
  • Demonstrate your ability to communicate, influence and shape behaviours
    Linked to the following assessments:
    Report - group (2)
  • Manage complexity
    Linked to the following assessments:
    Report - group (2)
  • Demonstrate creative thinking and novel problem solving
    Linked to the following assessments:
    Pre course - individual (1)
  • Design and implement working creativity and innovation processes at your workplace
    Linked to the following assessments:
    Pre course - individual (1)
  • Generate multiple strategic choices
    Linked to the following assessments:
    Pre course - individual (1)
  • Move from reactive to proactive thinking
    Linked to the following assessments:
    Report - group (2)
    Reflection- individual (3)
  • Combine the major MBA management models into a coherent strategic advantage
    Linked to the following assessments:
    Report - group (2)
    Reflection- individual (3)
  • Refine your reflection skills
    Linked to the following assessments:
    Report - group (2)
    Reflection- individual (3)
  • Communicate in a persuasive manner.
    Linked to the following assessments:
    Report - group (2)
    Reflection- individual (3)
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Assessment

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All assessment is compulsory.
It is expected you have read the Corporate & Executive Education Policies.

PLEASE NOTE: The University has zero-tolerance for Plagiarism.

All assessment must be submitted as a Word document, unless otherwise stated.

Booking of rooms for group meetings:
MSB.1.38, 1.39, 1.40 – email law-pa@waikato.ac.nz
Hamilton CBD office: Phone 07 837 9469
All other rooms: http://timetable.waikato.ac.nz/bookings/
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 1:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 1:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Pre course - individual
10 Mar 2017
8:00 AM
25
  • Hand-in: In Lecture
  • Online: Submit through Moodle
2. Report - group
19 Mar 2017
11:30 PM
35
  • Email: Lecturer
  • Online: Submit through Moodle
3. Reflection- individual
26 Mar 2017
11:30 PM
40
  • Email: Lecturer
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Handbooks

McManus, G., & Powe, M. (2009).The entrepreneurial process. Melbourne, Vic., Australia: Author.

McManus. G. & Powe, M. (2008). The creation of sustainable value. Melbourne, Vic., Australia: Author.

McManus, G. & Powe, M. (2010). Marketing for growth. Melbourne, Vic, Australia: Author.

McManus, G. & Powe, M. (2013). The road map. Melbourne, Vic, Australia: Author.


Readings
(included in the zipfile of course material accessible under the Files link).

Day 1

Hargadon, A., & Sutton, R. (2000). Building an innovation factory. Harvard Business Review, 78(3), 157-166.

Timmons, J. A. (2009). Globant. In J. Timmons, & S. Spinelli, (Eds.). New venture creation: Entrepreneurship for the 21st century. (8th ed.). Boston: McGraw-Hill. pp. 234-244.

Anderson, J. V. (1992). Weirder than fiction: The reality and myths of creativity. Academy of Management Executive, 6(4), 40-47.

Gardner, H., Williams, D., McDonough, W., et al. (2006). The HBR list: Breakthrough ideas for 2006. Harvard Business Review, 84(2), 49; 52-53; 35-40; 42; 44-48; 56-62; 64-67.

Huston, L., & Sakkab, N. (2006). Connect and develop. Harvard Business Review, 84(3), 58-66.

Kim, W. C., & Mauborgne, R. (2000). Knowing a winning business idea when you see one. Harvard Business Review, 78(5), 129-136 & 138.

Timmons, J. A. (2009). Screening venture opportunities. In J. Timmons, & S. Spinelli, (Eds.). New venture creation: Entrepreneurship for the 21st century. (8th ed.). Boston: McGraw-Hill. pp. 187-233.

Day 2

Holman, R., Kaas, H-W., & Keeling, D. (2003). The future of product development. The McKinsey Quarterly 2003(3), 28-39.

Marn, M. V., Roegner, E. V., & Zawada, C. C. (2003). Pricing new products. The McKinsey Quarterly 2003(3), 40 & 42-49.

Day 3

Govindarajan, V., & Trimble, C. (2005). Building breakthrough businesses within established organizations. Harvard Business Review, 83(5), 58-68.

Hamel, G. (2006). The why, what and how of management innovation. Harvard Business Review, 84(2), 72-84.

Huyett, W. I., & Viguerie, S. P. (2005). Extreme competition. The McKinsey Quarterly 2005(1), 47-57.
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Recommended Readings

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The following readings have been identified to complement the course direction and focus.

Creativity and Enterprise

Adams, J. L. (1986). Conceptual blockbusting: a guide to better ideas. Reading, MA: Addison Wesley.

Buckland, W., Hatcher, A., & Birkinshaw, J. (2003). Inventuring why big companies must think small. London: McGraw Hill.

Edwards, B. (1999). The new drawing of the right side of the brain. NY: Jeremy P. Tarcher/Putman.

Harris, C. (2003). Building innovative teams: Strategies and tools for developing and integrating high performance innovative groups. London: PalgraveMacMillan.

Harvard Business School. (2003). The Harvard Business Review on the innovation enterprise. USA: Harvard Publishing.

Koestler, A. (1989). The act of creation. Reading, England: Arkana.

Majaro, S. (1988). The creative gap: Managing ideas for profit. London: Longman.

Bandrowski, J. F. (1990). Corporate imagination plus. NY: The Free Press.

Handy, C. (1999). The alchemists. London: Hutchinson.

Kao, J. (1991). The entrepreneurial organization. Englewood Cliffs, NJ: Prentice-Hall.

Pinchot, G. (1986). Intrapreneuring. NY: Harper & Row.

Rogers, S. (2002). The entrepreneur's guide to finance and business. USA: McGraw Hill.

VonStamm, B. (2003). Managing innovation, design & creativity. London: Wiley.

Marketing

Baker, M. (2000). Marketing strategy and management. (3rd ed.). London: Macmillan Press.

Baker, M., Graham, P., Harker, D., & Harker, M. (1998). Marketing: managerial foundations. Melbourne: Macmillan Education.

Berry, M., & Linoff, G. (1997). Data mining techniques. NY: Wiley.

Chaston, I. (2000). Entrepreneurial marketing. London: Macmillan Press.

Kotler, P. (1999). Strategic marketing – The millennium edition. (10th ed.). U.K.: Prentice Hall International.

McDonald, M. (2007). Marketing plans: How to prepare them, how to use them (6th ed.). Oxford, UK: Butterworth-Heinemann.

McKinsey & Company. (2003). The McKinsey Quarterly, NY.

Oster, S. (1994). Modern competitive analysis. (2nd ed.). NY: Oxford University Press.

Peck, H., Payne, A., Christopher, M., & Clark, M. (1999). Relationship marketing: Strategy and implementation. Oxford: Butterworth-Heinemann.

Rogers, E. (1989). Diffusion of innovations. (2nd ed.). NY: Free Press.

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Online Support

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Waikato Management School Helpdesk: wms_helpdesk@waikato.ac.nz, 0800 WAIKATO, extn 4599

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Workload

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As a general guide 12-15 hours per week is required over the whole period of the paper.
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Linkages to Other Papers

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Note any linkages to other papers where the linkage is of importance.
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Prerequisite(s)

Corequisite(s)

Equivalent(s)

Restriction(s)

EXLD546 and EXLD547

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