IT Strategy Development

2021/2022

Academic Year

ENG

Instruction in English

3

ECTS credits

Delivered at:

Department of Business Informatics

Course type:

Compulsory course

When:

1 year, 1, 2 module

Instructor

Pototsky, Mikhail

Course Syllabus

Abstract

The course is targeted to understanding and gaining experience on usage of key strategic concepts and ability to see and realize student’s role and contribution into achieving strategic goals of the organization by means of modern IT/Digital facilities and methods.

Learning Objectives

• Ability to envision strategic benefits from the application of IT/Digital technologies
• Ability to represent key IT/Digital benefits in terms of business value enabling/driving a corporate strategy (based on cases discussed at the course)
• Ability to draw up principle aspects of IT Strategy on Corporate strategy
• Ability to articulate and develop IT/Digital-driven/contributed corporate strategy

Expected Learning Outcomes

• Students should gain knowledge and be well-rounded in the most common ways to approache Corporate and IT/Digital strategy area and gain experience in ability to articulate and develop key aspects of IT-driven/contributed corporate strategy. As a result, students are to move forward in ability to understand business and define principle connections between business and IT/Digital facilities and methods

Course Contents

• Strategy - definitions and approaches
• M. Porter. Structural analysis of strategies and types of strategies.
• Otis. Case analysis
• G.Minzberg. Strategy – types of strategy and approaches
• Delivery Club and Yandex.Eda reshapes the market during a pandemic. Case analysis
• IT Strategy - definitions and approaches.
• Blue Oceans Strategy. Case study
• Netflix case. Case study
• Exam project team-assignment

Assessment Elements

• Individual activity at class discussions
• Team assignments at seminars
• Final project presentation (exam) “IT/Digital strategic contribution to the corporate strategy”
  Organisational rules of the exam - Personal participation in the exam is mandatory, participation in the exam preparation, but non-participation in the presentation at exam is considered non-attendance at the exam and marks are given only to the speakers who took part in the presentation - The student is obliged to turn on the video camera during the entire presentation (recommended throughout the presentation to save time when moving from one participant to another) - The exam is taken as part of the group's presentation, with grades assigned to each student individually depending on their individual part of the presentation although taking in account the whole presentation. Those. an individual grade is given on the basis of the entire presentation (its structure, meaning, etc. - see the requirements and expectations from the final presentation), but the final assessment is based on the student's individual performance - The total time of each presentation is not more than 2.5min x number of team members (+ 1-2 minutes if it is necessary to complete or compensate for the time unnecessarily spent by other participants in the presentation), while the time of each speaker is not less than 2 minutes and not more than 2.5 minutes, in order to time for other participants to speak. A time delay of more than 2.5 minutes is marked by a decrease in the score as a lack of presentation skills.

Interim Assessment

• 2021/2022 2nd module
  0.4 * Team assignments at seminars + 0.5 * Final project presentation (exam) “IT/Digital strategic contribution to the corporate strategy” + 0.1 * Individual activity at class discussions

Bibliography

Recommended Core Bibliography

• Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy, Expanded Edition : How to Create Uncontested Market Space and Make the Competition Irrelevant: Vol. Expanded edition. Harvard Business Review Press.
• Michael E. Porter. (1975). Note on the Structural Analysis of Industries. HBP Education Case Study Collection.
• Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, 72(1), 107–114.
• Schwab, K., & Davis, N. (2018). Shaping the Future of the Fourth Industrial Revolution (Vol. First American edition). New York: Currency. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1735840

Recommended Additional Bibliography

• David A. Garvin, & Lynne C. Levesque. (2005). Note on Scenario Planning. HBP Education Case Study Collection.