Strategy and Governance

On completion, a candidate should be able to

• Set the strategic intent for the organization.
• Develop and Implement Corporate Strategy in order to create value for the organization.
• Develop capacity to manage organization culture for strategy success.
• Apply comprehensive Generic Governance model, based on key principles.
• Manage organization governance, risks and compliance. 3.0 Contents SN Learning Topic Subtopic Weights Learning Credit outcome (%) hours 1 . Explain strategy Introduction to 1. Overview, meaning and 5% 14 1.4 and governance strategy and importance of strategy concepts governance 2. Strategy as a subject of study
• The levels of strategy and the vocabulary of strategy
• The characteristics of strategic decisions
• Strategy and the quest for competitive advantage
• Strategic position, choices and actions
• The strategy lenses: ideas, design, discourse and experience
• An organization strategy and its business model
• Analyze an Strategic 1. The Macro –environment 5% 14 1.4 organization’s position, 2. The five forces competitive position, capability and framework capability and purpose 3. The dynamics of industry purpose structure
• Competitors and markets: strategic groups and market segments
• VUCA, SWOT and PESTEL Analysis
• Strategic capabilities: resources and competencies and VRIO Framework
• Organisational knowledge © KEBS-kasneb 2023. All rights reserved ISBN 978-9914-49-927-8 P age | 55
• Diagnosing strategic capability
• Managing strategic capability
• Purpose ofcorporate governance
• Governance chain
• Governance bodies and their influence on strategy
• Business ethics and social responsibility
• Stakeholder analysis
• Analyze Culture and 1. Introduction to strategic drift 5% 14 1.4 organizational strategy 2. The tendency towards strategic culture and drift strategy 3. incremental strategic change
• Transformational change or death
• Why history of an organization is important in relation to strategy
• Path dependency
• Historical analysis
• Culture and its importance
• National and regional cultures
• The organizational field
• Organizational culture
• Organizational subcultures
• Culture’s influence on strategy
• The cultural web
• Undertaking culture analysis
• Managing in an historic and cultural context
• Evaluate Business level 1. Identifying strategic business 20% 57 5.7 business level strategy units strategy 2. Bases of competitive advantage using the strategy clock
• Price-based strategies
• Broad differentiation strategies
• The hybrid strategy
• Focused differentiation
• Failure strategies
• Sustaining competitive advantage
• Sustaining price-based advantage
• Sustaining differentiation –based advantage
• Strategic lock-in
• Responding to competitive threat
• Competitive strategy in hypercompetitive conditions © KEBS-kasneb 2023. All rights reserved ISBN 978-9914-49-927-8 P age | 56
• Overcoming competitors’ bases of strategic advantage
• Characteristics of successful hypercompetitive strategies
• Game theory and the ‘Prisoner’s dilemma’
• Illustrate a Corporate level 1. Strategic directions 5% 14 1.4 corporate level strategy 2. Ansoff Matrix of developing strategy marketing strategies
• Value creation and the corporate parent
• Value adding and value destroying activities of corporate parents
• The growth/share BCG matrix
• The directional policy or GEMcKinsey matrix
• The parenting matrix
• Assess International 1. Introduction to 5% 14 1.4 international strategy internationalization drivers strategy 2. National and international sources of advantage using Porter’s Diamond and international value chain
• International strategies
• Market selection and entry
• Internationalization and performance
• Roles in an international portfolio
• Strategies to use when launching a new product in an international market
• Explain the Strategy 1. Introduction to strategy 20% 57 5.7 strategy development development development process 2. Intended strategy development process 3. Strategy development process
• Strategic planning systems
• Externally imposed strategy
• Emergent strategy development
• Logical incrementalism
• Resource allocation processes
• Organization politics
• Cultural processes
• Patterns of strategy development
• Challenges for managing strategy development © KEBS-kasneb 2023. All rights reserved ISBN 978-9914-49-927-8 P age | 57
• Managing intended and realized strategy
• The learning organization
• Strategy development in uncertain and complex conditions
• Prepare a Organizing for 1. Organizational structures 5% 14 1.4 strategy successful 2. Choosing an organizational implementation strategy structure plan implementation 3. Direct supervision
• Planning processes
• Cultural processes
• Performance targeting processes
• Market processes
• Relationships
• Relating internally
• Relation external
• Configuration dilemmas
• Analyze Resourcing 1. Managing people 5% 14 1.4 resourcing strategies 2. People as a resource strategies 3. People and behavior
• Organizing people
• Resource implications for managers
• Managing information
• Information and changing business models
• Managing finance
• Managing for value
• Funding strategy development
• The financial expectations of stakeholders
• Managing technology
• Analyze The practice of 1. The strategists 5% 14 1.4 leadership strategy 2. Top managers and Directors styles 3. Strategic planners
• Middle managers
• Strategy consultants
• Strategizing
• Strategy analysis
• Strategic issue selling
• Strategic decision making
• Communicating the strategy
• Strategy methodologists
• Strategy workshops
• Strategy projects
• Hypothesis testing © KEBS-kasneb 2023. All rights reserved ISBN 978-9914-49-927-8 P age | 58
• Business cases and strategic plans
• Evaluate Effective 1. Role of Board of Directors in 20% 57 5.7 effective Governance of governance of strategy execution governance in Strategy 2. Compliance reporting activities strategy Execution 3. Designing engagement model
• Authority in governance execution oversight
• Ineffective delegation of authority
• Poorly thought-out governance metrics
• Inaccurate data collection and spotty reporting
• Drifting from the enterprise and business strategies over time so that governance is poorly focused
• Strategy, Performance Measurement, and Risk Management
• Financial Reporting and External Audit
• Institutional Shareholders and Activist Investors
• Corporate governance ratings
• Alternative models of governance
• Sustainability and performance
• Emerging issues in strategy and governance TOTAL 100 283 28.3