The „Leadership & Strategy Challenge“

Leadership and Strategy are two essential components of business success, involving a complex interaction between the leader, followers, situation, environment and competition. Leadership describes a process in which a person influences, motivates and enables others to contribute toward the effectiveness and success of organizations of which they are members. Effective strategies on the other hand must be developed and implemented by successful leaders as pressure for short term financial results and shareholders value does not release executives from the responsibility for the long term success. If they want to reach excellence in their businesses they have to be capable of articulating effective strategies that differentiate from the competition.

The ZEBS „Strategy Safari“ Approach

This course was created to equip learners with the state-of-the-art tools and frameworks they need to develop and execute a successful strategy. They will learn how to evaluate their own strategy as well as understand the general drivers that create and sustain competitive advantage. Students will also learn how to enhance their ability to assess the strategic impact of the moves of their competitors, how to maintain competitive advantage and how to identify organizational barriers to change.
By the end of this course, learners will be able to assess and redesign their current strategies and develop plans for effective implementation to give their enterprises a competitive advantage.

The total learning hours for this Module amount to 225. These are distributed across the following categories:

  • Total Contact Hours: 45
  • Self-Study Hours: 45
  • Supervised Placement and Practice Hours: 23
  • Assessment Hours: 112

This Module carries a value of 9 ECTS.

Module-Specific Learner Skills:

At the end of the module/unit the learner will be able to

Integrate theory, research findings and practice for real-world problem solving.

  • State-of-the-art concepts and latest developments in strategic thinking.
  • Evaluate their strategic environment in the present and the future.
  • Understand the differences between organizational effectiveness and strategic positioning.
  • The right tools to turn strategic ideas into actions.
  • Sharpen their competitive skills and change the way they strategically manage their business.

 

Competences:

At the end of the module/unit the learner will have acquired the responsibility and autonomy to:

Manages people and projects and demonstrates the ability to respond to the fast-changing business environment.

  • Be responsible for strategic thinking and analysis.
  • Formulate and implement organisational strategies autonomously.
  • Demonstrate accountability for environmental scanning and trend analysis.

Strategically manage their business, applying advanced competitive skills acquired throughout the Course.

 

Knowledge:

At the end of the module/unit the learner will have been exposed to the following:

Integrate forward-thinking concepts, standards, and managerial decision-making tools in the functional areas of management.

  • Critically evaluate the differences between organizational effectiveness and strategic positioning, also in relation to business performance.
  • Analyse industry structures and competitive forces using Porter’s framework.
  • Raise leaders' awareness of the importance of value systems and their alignment with social and ethical responsibilities.
  • Develop advanced strategic management techniques that enable the creation and execution of long-term business strategies.
  • Evaluate complex business challenges through case studies to understand how strategic models and theories are applied in various business situations.
  • Effectively link short-term financial KPIs with long-term strategic objectives, ensuring sustained business growth and shareholder value.
  • Apply in day-to-day business state-of-the-art concepts in strategic thinking and management that have been validated in real-world business contexts.
  • Adapt competitive strategies to ensure business success in highly competitive markets and to align with market needs and industry trends.

 

Skills:

At the end of the module/unit the learner will have acquired the following skills:

  • Strategic thinking and analysis capabilities.
  • Formulation and implementation of organizational strategies.
  • Environmental scanning and trend analysis skills.
  • Innovation and adaptability in strategic planning.
  • Enhance presentation and communication skills, ensuring clarity, confidence, and professionalism in delivering strategic recommendations.
  • Develop critical thinking and decision-making abilities to assess and address complex business scenarios effectively.
  • Improve leadership and teamwork skills by engaging in collaborative case study analyses and strategic problem-solving.
  • Increase adaptability and creativity in crafting innovative strategies for dynamic business environments.
  • Refine feedback reception and self-assessment skills by incorporating peer and instructor feedback.

Module 1

Differences between organizational effectiveness and strategic positioning

  • Case study, part I.
  • HBR article.
  • Case study, part II.
  • Case study presentation.

 

Module 2

ZEBS Strategy Development Model, Strategic Analysis.

  • PESTEL Analysis
  • Practical Application: Case study.

 

Module 3

ZEBS Strategy Development Model, Strategic Analysis.

  • HBR article.
  • Porter’s 5 Competitive Forces.
  • Practical Application: Case study.

 

Module 4

ZEBS Strategy Development Model, Strategy Formulation.

  • HBR article.
  • Porter’s 3 generic strategies.
  • Practical Application: Case study.

 

Module 5

ZEBS Strategy Development Model, Strategic Analysis.

  • Further Management Tools for Analysis and Formulation
  • SWOT Analysis.
  • Practical Application: Case study.

 

Module 6

ZEBS Strategy Development Model, Strategy Formulation.

  • Ansoff’s Product/Market Grid.
  • HBR Article.
  • Activity System Map
  • Practical Application: Case study.

 

Module 7

ZEBS Strategy Development Model, Strategic Analysis and Strategy Formulation.

  • Portfolio Analysis.
  • Practical Application: Case study.

 

The digital learning tools that are being used during the programme are the following:

  • Learning Management System (LMS).
  • Real-time lectures that are recorded.
  • Zoom platform.
  • Power Point for Creating - Presenting Learning Materials.
  • Interactive Case Studies.
Assessment Type Weight
Assignment 1: PESTEL Analysis 15%
Assignment 2: 5 Competitive Forces 15%
Assignment 3: 3 Generic Strategies 15%
Assignment 4: SWOT Analysis 15%
Assignment 5: Ansoff & Activity System Map 15%
Assignment 6:  Portfolio Analysis 25%
Total 100%

Passing grade                                                                                                                                                                 60%

 


Adonis-Emmanouil Fragkakis
Co-Founder & Director ZEBS IBS, Investor, Entrepreneur, Keynote Speaker,
Professor of Leadership and Strategy