Магистратура 2026/2027

Стратегия инновационной компании

Статус: Курс обязательный (Управление инновационным бизнесом)

Кто читает: Школа инноватики и предпринимательства

Где читается: Школа инноватики и предпринимательства

Когда читается: 2-й курс, 1 модуль

Охват аудитории: для своего кампуса

Преподаватели: Титов Сергей Анатольевич

Язык: английский

Кредиты: 3

Контактные часы: 32

Course Syllabus

Abstract

**Overal description**: The discipline is aimed to deliver fundamental and applied knowledge, up-to-date analytical frameworks, and contemporary practical tools neccessary and sufficient for sustainably successful long-term management of innovations in the corporate context within high dynamics and environmental uncertainty. The course includes a combination of theoretical concepts, views, and approaches as well as analytical tools and practical instruments of strategic management applicable for an innovative company. The course conceptually and practically synthesizes and systematizes the knowledge, frameworks and competences from other managerial disciplines. In this way the course not only enhances this knowledge, but also applies it to the strategic perspective of managing the whole business. It covers such topics as business transformation, dynamics of innovative and technological markets, frameworks of external and internal strategic analysis, generic and innovative strategies, transforming companies for innovation strategy implementation, organizational design for innovative companies. **Course structure**: Classes are organized as an interactive combination of lecture and seminar parts. Lecture parts are more theoretical and allow students to understand, learn and structure mostly theories, concepts, terms, and models of contemporary strategic management. Actively using mini-cases and stories, lectures illustrate the theoretical and conceptual materials of the course. Lectures are very helpful to study the recomendations related to models and frameworks application specific for the course. Seminar parts focus more on the practical side of the discipline and provide the opportunity to practice with the concepts, models, and frameworks through their application for case analysis and exercises. Seminars are necessary for the correct application of strategic tools and techniques needed for course team project and examination. ** Special considerations**: When preparing papers and answers to tests, examinations and other tasks, it is not allowed to use information prohibited for children or prohibited for distribution on the territory of the Russian Federation. Papers and answers containing such information will be cancelled. By submitting written and oral answers and works, students agree to the possibility of their use within the educational process by publicly discussing, commenting, analyzing them orally or in writing during face-to-face classes or correspondence communications. ** Communications**: All official communications between students and instructors are organizied through corporate email service or LMS. Additional communications channels (such as messengers) are allowed as informal means of correspondence only if they exclude transborder data trasmission. All presentation slides, reading recommendations, links to valuable materials are available through LMS. Control elements (testing, projects, exam) are organized with LMS. ** Overall grading orientation**: Grades of 8 imply explicitely and unambiguously demonstrated knowledge and skills based on main, additional and recommended literature and materials. They are also reflect competencies related to practical application of all tools, techniques, and frameworks studied in the course following the recommendations and rules provided from the instructor. Some recommendations and rules from other sources may be insufficient to excellent grades, and in some instances be so incompatible with the content of the course that it may lead to significant decrease of answers' quality. The answers, written or oral, prepared with the help of artificial intelligence are allowed only if they are marked as produced by AI. As almost all questions and tasks within the course imply as specific answers as possible, the answers or their parts of general or generic nature will not be considered as of high quality. ** Literature and learning materials**: Due to the limits of class hours reading and homework is the integral part of the course. Students are expected to read extensively main, additional, and recommended literature and materials (including videos). Good knowledge of the theoretical materials is crucial for full participation in discussion. Literature mentioned as main is necessary to satisfactory completion of the course. For higher levels, students are expected to learn from additional literature, and also additional and recommended sources and materials provided in the course program. More sources and materials will be announced during the classes. Realistically considering the informational constraints imposed by foreing institutions on Russian universities, including HSE, notable part of the knowledge necessary for excellent grades will be delivered through live interactions during classes. Students are expected to take notes, actively study presentations and learn their content, read core, additional and recommended literature, and participation in discussions. The use of a hybrid language environment is possible within the framework of conducting classes.

Learning Objectives

• perform analysis of strategic problem situation using critical reasoning and system thinking, develop strategy of actions in the context of innovative business
• define and realize long-term priorities in business and plan strategically the trajectories of business development
• develop corporate, business, and functional strategies in innovative context under the pressure from technological disrupts
• make strategic decisions, elaborate strategic plans based on thorough analysis of external and internal environments
• manage the relationship with stakeholders to ensure long-term sustainable development of an innovative business

Expected Learning Outcomes

• analyze operations and functions, strengths and weaknesses, advantages and disadvantages with value chain
• elaborate key element of blue ocean strategy
• identify pluses and minuses of different integration strategies
• analyze the antecedents and outcomes of different growth strategies
• perform industry analysis in its statics and dynamics
• identify patterns of industry life cycle and technology cycle
• evaluate the appropriateness of different strategies at different stages of industry life cycle
• perform PESTEL analysis
• perform five forces analysis
• analyze competition with strategic group maps and strategy profile
• integrate the results of strategic analysis with SWOT-like tools
• peform comparative analysis of resources and competencies
• analyze different firm's scope strategic decisions
• describe differences in lead and lag markets
• evaluate the competitive advantages of innovative business
• describe the features of corporate, business, functional stragies
• apply generic strategies for innovative businesses in different contexts
• identify innovations applicable for different generic strategies
• integrate the results of strategic analysis with SWOT/TOWS/... framework
• identify organization design options for innovative business
• desing business processes for new product development
• elaborate corporate culture development plan
• design open innovation processes and systems
• apply causal loop diagrams for strategic dynamics analysis
• identify pluses and minuses of international strategies

Course Contents

• Strategic management and innovations
• Innovative industry analysis
• Market and competition
• Internal analysis and strategy elaboration
• Strategic implementation and business development

Assessment Elements

• Exam
  The exam is structured as a public defense of a previously developed micro-project. The micro-project is prepared throughout the entire course by self-organized teams of 3-4 students. It requires applying the strategic management tools, concepts, and theories studied in the course to the problems of a selected real-world innovative company. The project deliverables include (1) a written report accompied with the collected primary data (materials of interviews and other) and (2) defence of the report including discussion of the results and Q&A session checking the knowledge of the frameworks, concepts and theories relevant to the micro-project and its findings. Discussion may be organized in the form of questions to particular students, debates, cross-discussion, cross-examination, etc. The general explanation of the team project is announced during the first class. Detailed requirements for micro-project tasks are disclosed sequentially, as the corresponding tools are studied.
• Mid-course testing
  Testing is conducted for the formal verification of knowledge on the topics covered. It is scheduled approximately for session 6–7. The test is administered on the SmartLMS platform using the Safe Exam Browser add-on during a class session. The date and time of the test are announced no later than 3 working days prior to the testing day. The duration of the test will not exceed 45 minutes. The sequence of questions is forced , with no possibility to return to previous tests. The test consists of approximately 35 closed-type test questions of varying difficulty levels and various formats. The maximum score for all test questions is 40 points. The results are announced within 3 days after the testing day.
• Activity
  Students are expected to activily participate in all classes. Activity is checked and evaluated during all classes based on the information about the time of presence, answers and questions in chat, answers (or questions if it is allowed by the teacher) in voice with a camera switched on from the platform MTS Link. Activities may include questions and answers, questions from students, debates, panel discussions, cross-discussion, case analysis, "acquarium" discussion, etc. Students may participate in discussions on the voluntary basis, but they will also be asked by the teacher. All students should be prepared to answer the questions. If the student does not answer the question, she does not receive points for active participation. It is highly recommended to enter the classes using full and real names (family and personal names). If any name other than the student's own is used, no activity points will be given. Requests related to incorrect name entries will not be considered.
• Exercises
  In teams of 6-7, students prepare the answers/ solutions to the exercises and sutiations distributed in advance by the teacher. The answers/ solutions should be prepared by the students within their self-study hours (between classes) and presented during the classes. Presentation implies demonstration and explanation of the answers/ solutions or other activities (debates, panel discussions, cross-discussion, case analysis, "acquarium" discussion, etc.). All team members should appear (while speaking) with a camera switched on and report the solution and answer the questions from the teacher or other teams. The will be 4 exercises in the course, unevenly distributed across the course timetable. These exercises can be organized as a distributed in time and acrros classes team project. They may be based on the cases distributed by the teacher or the real company chosed by the team (depends on the decision of the teacher and based on the interests of students).

Interim Assessment

• 2026/2027 1st module
  0.3 * Exercises + 0.15 * Mid-course testing + 0.2 * Activity + 0.35 * Exam

Bibliography

Recommended Core Bibliography

• Grant, R. M. (2016). Contemporary Strategy Analysis : Text and Cases: Vol. Text and Cases, Ninth edition. Wiley.
• Porter, M. E. (2015). What is strategy? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C0E62A3B
• Strategic management of technological innovation, Schilling, M. A., 2023

Recommended Additional Bibliography

• Contemporary strategy analysis, Grant, R. M., 2022
• Harvard Business Review, Michael E. Porter, A.G. Lafley, Clayton M. Christensen, & Rita Gunther McGrath. (2020). HBR’s 10 Must Reads on Strategy, Vol. 2 (with Bonus Article “Creating Shared Value” By Michael E. Porter and Mark R. Kramer). Harvard Business Review Press.
• Harvard Business Review, Michael E. Porter, W. Chan Kim, & Renée A. Mauborgne. (2011). HBR’s 10 Must Reads on Strategy (including Featured Article “What Is Strategy?” by Michael E. Porter): Vol. [Academic Subscription]. Harvard Business Review Press.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2015). Strategic management. Slovenia, Europe: South-Western College Publ. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.EE8047E5
• Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy, Expanded Edition : How to Create Uncontested Market Space and Make the Competition Irrelevant: Vol. [Academic Subscription]. Harvard Business Review Press.
• Mebert, A., & Lowe, S. (2017). Blue Ocean Strategy : How to Create Uncontested Market Space (Vol. First edition). London: Macat Library. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1552203
• Michael A. Hitt, R. Duane Ireland, & Robert E. Hoskisson. (2016). Strategic Management: Concepts: Competitiveness and Globalization, Edition 12. Cengage Learning.
• Porter, M. E., Kramer, M. R., & Magretta, J. (2014). Strategy and Competition : The Porter Collection. Harvard Business Review Press.
• Radical business model transformation : how leading organizations have successfully adapted to disruption, Linz, C., 2021

Authors

• Titov Sergei Anatolevich
• Tsymbal Andrei Aleksandrovich