Modulbeschreibung

Strategizing today differs significantly from the strategic planning approaches of the past. Organizations are increasingly confronted with continuous change and high levels of uncertainty, which require them to constantly question and reassess their strategic position. In this process, new technologies often play a crucial role.

The objective of the module Strategic Thinking and Acting (STTA) is to deepen students’ understanding of how organizations can cope with strategically challenging situations and environmental change. Students learn how to “read” and interpret different patterns of strategic thinking and acting. They develop the ability to understand the diversity, complexity, and ambiguity inherent in strategizing. Against this background, the overarching goal of strategizing is to create, maintain, and protect sustainable competitive advantages.

One core building block of the module is the classification of strategic solutions and tools in relation to specific temporal and environmental challenges. The course adopts a phase-based model of strategic management, which links strategic tools and approaches to particular challenges in an organization’s environment.

Another key component of the module is the discussion and analysis of case studies and real-life company situations. Students examine strategic challenges faced by firms in different contexts and discuss possible ways to address them. In doing so, they apply a variety of strategic tools and critically reflect on their strengths and limitations. The course is designed as an interactive, workshop-based format.

Topics covered in the module include, among others, sustainable competitive advantage, digital platforms, business ecosystems, artificial intelligence, data science and data sharing, disruption, sustainability, open organizations and open strategy, hybrid working models, knowledge management and innovation, business model innovation, strategy under extreme uncertainty, as well as internal and external firm growth. These topics may be subject to change or a selection of topics might be discussed in class.

• As per model syllabus
• Good written and oral skills of English language
• Basic knowledge on Strategic Management is recommended

• Präsentation in Gruppen
• Schriftliche Gruppenarbeit
• andere...

• Presentation (45min), teamwise: 40%
• Written assignments, (Term Paper) teamwise: 40%
• Discussion: 20%

Professional Competences
Participants:

• are familiar with the concept of sustainable competitive advantage across different organizational contexts, including how such advantages are created, maintained, and protected;
• understand the principles of strategic thinking and acting, as well as how strategic challenges evolve over time;
• are able to critically discuss and reflect on a wide range of strategic tools and theories at different levels of analysis (including the individual, organizational, industry, and ecosystem levels);
• can identify recurring patterns of strategic challenges that firms face in real-world contexts.

Methodological Competences
Participants:

• are able to identify and apply appropriate strategic tools to selected firms across a broad range of typical business contexts;
• are capable of developing strategic concepts and actionable measures tailored to these contexts;
• can interpret complex sources of information (theoretical/scientific and empirical) and clearly distinguish between facts and opinions;
• are able to synthesize this information into a scientific term paper that analyzes the situation of a real firm facing challenges in strategic thinking and acting;
• can design and deliver a presentation that is both content-rich and engaging from a dramaturgical perspective.

 
Self-Competences
Participants:

• develop an awareness of the diversity and complexity of strategies and challenges faced by organizations;
• practice strategic thinking, acting, and decision-making in both national and international contexts;
• are able to cope with situations characterized by uncertainty and ambiguity that require strategic thinking and decision-making (e.g., through case studies).

 
Social Competences
Participants:

• learn to work effectively in diverse teams, including international and intercultural settings;
• develop approaches to creative problem-solving through the use of strategic tools and scientific literature in team-based discussions;
• are able to present ambiguous strategic challenges constructively and critically, both within their teams and in class.

Topic area I: Fundamentals of Strategic Thinking and Acting

• Introduction of a phase model of as a fundament of strategic thinking and acting (strategic
  tools in the context of environmental challenges of their time)
• Various types of competitive advantages and how they are created
• Unique resources, competences and strategies that cannot be imitated
• Case studies and examples

Topic area II: Theories and Practical Challenges of Current Issues in Strategic Thinking and Acting

• The second topic area follows a phase model of strategic thinking and acting in the context
  of time, it shows how strategic approaches and solutions that organizations apply relate to
  the environmental challenges of their specific time
• Conceptualizing selected recent and traditional strategic tools in typical challenging
  situations that require strategic thinking and acting (concepts).
• Topics covered include, for instance: Digital platforms, business ecosystems, Artificial
  intelligence / data science and data sharing, disruption, sustainability, open organization
  and open strategy, hybrid working models, knowledge management and innovation,
  business model innovation, strategy under extreme uncertainty, internal and external
  growth of companies, etc. These topics my be subject to modification, or a selection of topics micht be discussed in class.
• Case studies/examples; Application, discussion, limitation of strategic tools
• Guest lecture

Topic area III: Strategic Thinking and Acting Solutions

• Applying selected strategic tools to real and current situations of (national or international)
  firms in typical situations context (practical application), topics covered include:
• Case studies and team presentations
• Backup and summary

Lectures, class discussion, teamwork assignments for class discussion, multimedia case studies
and examples, guided self study, guest lecture, workshop design.

Mandatory Readings
The module is based on a curated selection of strategic management case studies and academic articles or book chapters, which will be made available on Moodle (learning platform, PDF format), as well as on PowerPoint slides and lecture notes. The cases illustrate typical company situations and cover a wide range of organizational contexts, including young and established firms, various industries, as well as Swiss and international companies. The articles and book excerpts provide the theoretical and conceptual foundations required to analyze these firm-specific situations.

 
Books (Team-Based Presentation, Graded)
Each presenting team will be assigned one mandatory book. The allocation of books will take place during the first week of the course. All other listed books are optional. Teams are required to obtain their assigned book individually (e.g., via book retailers such as Orell Füssli or Amazon).

The selected books address contemporary topics in Strategic Thinking and Acting. Examples of relevant books are listed below and may be subject to modification or supplementation. Please note that different course formats (e.g., STTA-SG and STTA-RJ) may use different sets of books.

• Agrawal, A., Gans, J., & Goldfarb, A. (2022). Power and Prediction: The Disruptive Economics of Artificial Intelligence. Harvard Business Review Press.ISBN-10:1647824192; ISBN-13: 978-1647824198
• Budden, P.; F. Murray (2025). Accelerating innovation: Competitive advantage through ecosystem engagement (management on the cutting edge). MIT Press. ISBN-10, 0262049619, ISBN-13, 978-0262049610.
• Flyvbjerg, B.; D.Gardner (2023). How big things get done. The surprising factors that determine the fate of every project. Currency publication. ISBN-10: 0593239512, ISBN-13: 978-0593239513.
• O'Neill, K. (2025). What matters next: A leader's guide to making human-friendly tech decisions in a world that's moving too fast. Wiley. ISBN-10: 1394296428, ISBN-13: 978-1394296422.
• Choudary, S.P. (2025). Reshuffle: Who wins when AI restacks the knowledge economy. Independently published. ISBN-13 ‏ : ‎ 979-8294127213.
• Bindra, J. (2025). Winning with AI. Your guide to AI literacy. Juggernaut Publication. ISBN-10: 9353452333, ISBN-13: 978-9353452339.

• Rumelt, R. (2017). Good strategy / bad strategy: The difference and why it matters. Crown Currency. ISBN-10: 9780307886231, ISBN-13: 978-0307886231.

• Christensen, C.; M. Benioff (2024). The innovator's dilemma. With a new foreword: When new technologies cause great firms to fail. Harvard Business Review Press. ISBN-10: 1647826764, ISBN-13: 978-1647826765.

• Collins, J. (2001). Good to great: Why some companies make the leap... and others don't. Random House Business. ISBN-10: 0712676090, ISBN-13: 978-071267609.

Voluntary

• Various additional sources of information.