Course Outline - MGMT8081048 Strategy Execution

BINUS BUSINESS SCHOOL
MGMT8081048
Strategy Execution
SCU 2 Credits
Contact Hours 180 minutes x 8 sessions
Pre-requisite(s)
Teaching Team
Course Outline
Odd Semester 2023 - 2024
Syllabus Designed by Tengku Mohd. Khairal Abd, B.B.A., M.B.A., Ph.D.
Reviewed by Yulia Magdalena, S.E., S.Kom., M.MSI

Checked by Faranita Mustikasari, S.T., MBA, Ph.D.
Approved by Willy Gunadi, S.Kom., M.M., Ph.D
Updated on September 2022

The Joseph Wibowo Center for Advanced Learning (JWC)
JL. Hang Lekir I No. 6, Senayan, Jakarta 10270, Indonesia
FM-BINUS-AA-FPA-13/V2R0
Version : 2 Revision Date : February 17, 2023
Revision : 1 Effective From : March 04, 2023
1. Course Description
The field of knowledge in strategic management always comprise of two stages, which is strategy
formulation & strategy execution. The Strategy Execution course is about strategy in action, both on generic
and digital business strategies. Whereas crafting strategy is largely a market driven activity, implementing
or executing strategy is primarily an operation driven activity revolving around the management of people
and business process. The importance of executing the formulated strategy is a very crucial step in making
the strategy works successfully. Thus, the knowledge and insight in strategy execution needs to be
embedded within the streaming of strategy & execution.
This course will focus on executing and implementing the chosen strategy. It focuses on ways to close the
gap between strategy formulation and execution, between expectations and results. The best strategy is
not enough unless a whole series of supporting moves puts that plan into effect. Steps and tools in making
sure that the formulated strategy is executed brilliantly will be discussed in this course. Several concepts
and implication of strategic execution as well as failures will be discussed so that the learning participants
can accommodate for changes in strategy and improve the agility of the strategy at hand. In order to
accomplish the learning objectives, the course of strategy execution will cover wide ranges of topics
including strategy execution framework, balanced scorecard, agility in strategy execution, measuring
performance in execution, managing change in execution and execution in learning organization.
2. Study Program Competency Goals and Learning Objectives
CG – 1 Each student should be able to critically identify problems/issues in management, create

innovative solutions, and develop recommendations and implementation plans
L Obj 1.2 Ability to create innovative solutions using relevant information and multidisciplinary
research;
L Obj 1.3 Ability to develop strategic and effective recommendations and implementation plan
CG - 2 Each student should be able to develop the required understandings and prioritize suitable
leadership concepts
L Obj 2.2 Ability to prioritize suitable leadership concepts for a given situation
CG – 4 Each student should be able to propose responsible decision with enhanced sensitivity to various
stakeholders which are affected by management decision;
L Obj 4.1 Ability to identify and evaluate business ethics related issues and appropriate actions for
both local and international context
3. Learning Outcomes
Upon successuful completion of the course, the students are expected to be able to:
1. Apply appropriate approaches and techniques in strategy execution
2. Recommend effective implementation strategies based on the issues at hand.
3. Formulate management issues, and able to recommend the needed infrastructure for strategy
implementation
4. Formulate KPI based on Balanced Scorecard
4. Course Structure
Throughout the teaching period, lectures will be divided into 4 face-to-face sessions and 4 online sessions.
During face-to-face and video conference sessions, Lecturer facilitates learning by giving lectures on the
theories and providing discussions on several case studies as exercise, in which the case was given prior to
the lecturing sessions. Case studies will only be discussed during face-to-face or video conference sessions.
Lecturers will also provide discussions on breakout rooms in the effort to achieve the session’s learning
objective as well as to provide the proof of learning. During the online sessions, Lecturer facilitates learning
by leading a weekly discussion on discussion forum. Students are expected to write their own lecture notes
and in groups, present the given case studies in order to optimize their learning in the classroom.
Students will be asked to perform case study analysis to assess their understanding of the theoretical
MGMT8081048 – Strategy Execution
Page 1 of 15
concepts in light of real business case. For summative assessment purposes, several individual as well as
group assignments. Students will also have to do a group project at the end of the term. Business Simulation
will also be provided as another form of assessment in this subject.
5. Course Requirement
• As this is a demanding course, the course requires full commitment and motivation to do an independent
study outside classroom.
• Access to Turnitin.com is mandatory.
6. Text and Other Resources

6.1. Text
• Duggal, Jack. (2018). The DNA of Strategy Execution: Next Generation Project Management and PMO.
John Wiley & Sons. (ISBN: 9781119378891)
6.2. Other Resources

• Pijl, Jacques. (2020). Strategy = Execution: Improve, Renew and Innovate Faster in the Digital Age.
Management Impact Publishing. (ISBN: 9789462763166)
• Grant, R. (2018). Contemporary strategy analysis (10th ed). Hoboken, NJ: Wiley & Sons
• Thompson, Jr., Arthur, A., Peteraf, M. A., Gamble, J.E., &Strickland, A. J., (2020). Crafting &executing
strategy, the quest for competitive advantage, concepts and cases (22nd ed.). New York: McGraw-Hill.
(ISBN: 9789814670890)
• Kaplan, R. S., & Norton, D. P. (1996). The balanced score card – Translating strategy into action. Boston:
Harvard Business School Press.
• Harvard Business Simulation: The Balanced Scorecard
7. Schedule
Learning
Week Topics References
Outcomes
1/ Introduction: Keys in Strategy Execution Chapter 1 (Pijl) LO 1
Video - The New Normal Chapter 1
Conference - Recognizing the DANCE (Duggal)
- The Last Competitive Edge Chapter 5
- Digitalization Drives Innovation (Duggal)
- What is Execution? (Part One)
Commitment to Case Teaching Method
Briefing on Term Project (Group Assignment)
2/ A Modern View of Strategy Execution Chapter 5 LO1

Online - What is Execution? (Duggal) LO3
- Difference between Execution & Strategic
Execution
- DNA Strands for Strategic Execution
- Adaptive Execution Platform
- Designing Execution Agility
3/ Connecting the Dots (Steve Jobs) & Chapter 7 LO 1

Video - Connecting Customers, Stakeholders, (Duggal) LO 2
Conference Networks & Connections LO 3
- Connecting Silos: Bridging the Matrix
- Connecting Business Activities &
Organizational Priorities

Page 2 of 15
- Connecting & Communicating

- Leveraging Social Media
Case Analysis:
1. Google now Alphabet: but what’s the
corporate strategy – case 19 Grant, R.
(2018).
2. Chipotle Mexican’s grill strategy in
2018: Will the new CEO be able to
rebuild customer trust and revive sales
growth? – case 12 Thompson, Jr.,
Arthur, A., Peteraf, M. A., Gamble, J.E.,
&Strickland, A. J., (2020).
4/ Measuring the Execution: The Balanced Score Chapter 8 LO 2

Video card (Duggal) LO 3
Conference - Objective & Key Results Kaplan & Norton
- Strategy Execution Measurement Framework Balanced
- The Balanced Scorecard Scorecard
Preparation for Simulation on the next session

Case:
1. Zara: Super-fast fashion – case 15
Grant, R. (2018)
2. Delta / Signal Corp (Harvard Business
School)
5/ Video Simulation: Balanced Scorecard Harvard Business LO 2

Conference - Strategy Mapping Simulation LO 3
- Strategy Objective
- Strategic Initiatives
6/ The Elements of Change and Agile Strategy Chapter 9 LO 1

Online Execution (Duggal) LO 2
- Awareness, Anticipation & Absorption LO 3
- Adoption, Customer & Choices
- Communication & Connectors
- The Intelligence of Change
7/ Failure in Strategy Execution Chapter 9 (Pijl) LO 1

Online - Growing Impact of Failures LO 2
- Examples of Failures LO 3
- Factors Causing Failures
- The New Failure in Radical Innovation
8/ Cultivating Learning Environment Chapter 10 LO 1

Video - Learning from Failure (Duggal) LO 2
Conference - Continuous Innovation LO 3
- Meta-Learning
- Developing Learning Intelligence
Case Analysis:
1. NY Times Adapting to the digital
Page 3 of 15
revolution - case 11 Grant, R. (2018).

2.
PT Nyonya Meneer surviving the
tragedies, leading to self-governance –
Binus Case Centre
Wrap Up Sessions
8. Assessment
8.1. Assessment Summary
The assessment for the defined course learning outcomes will be conducted throughout the course
as detailed in Section 7.4. The assessment summary and alignment between the assessment tasks
and the course objectives is defined in the table below. A list of assessment rubrics used will also be
provided, indicating the assessment standards and criteria that a student can follow to succeed in this
course.
No. Components Percentage LO 1 LO 2 LO 3 LO4

1. Classroom Activity 10 % V V V
and Participation
2. Online Quiz 5 % V V V
3. Group Assignments 25 % V V V
4. Business 25 % V V V
Simulation
5. Final Individual 35 % V V V V
Project
Total 100 %
8.2. Class Policies

To optimize individual learning, students are expected to:
The Face-to-Face (F2F) and Video Conference (VC) Sessions
• Each participant is expected to attend class regularly, in which the attendance will be noted
similar with regular class. The lecturer could understand that emergencies arise from time to
time. In such cases, please plan on acquiring any notes, announcements, etc. from a fellow
student.
• Each participant is expected to attend the class on time to be eligible to get the attendance. Class
will begin promptly, and tardiness is an interruption that is both rude and distracting for both the
instructor and participants. Please note that any information each participant misses as a result
of being late is his or her responsibility.
• The ringing, beeping, buzzing of cell phones, watches, and/or pagers during class time are
extremely rude and disruptive to your fellow students and to the class flow. Please turn all cell
phones, watches, and pagers off or change into silent mode prior to the start of class.
• Specific for video conference sessions, students should be stationary and refrain themselves from
doing other things such as driving, working, meeting, dining, etc. except focusing on video
conference sessions. Violation of this regulation will be considered by the Lecturer/ Instructor as
absence from attending the class.
• As it is the policy of Binus University that each student has to put the camera ‘on’ during the
Lecturing session. Violation of this regulation will be considered by the Lecturer/ Instructor as
absence from attending the class.
• In order to provide a classroom that is conducive to learning, please refrain from:
▪ Answering cell phones or pagers

▪ Engaging in conversations with fellow classmates outside of the scope of the class
▪ Any other disruptive behavior

Page 4 of 15
The Online (OL) Sessions

• For the online (OL) sessions, each participant is expected to absorb/ read the content material
for the respective session at the beginning of the week. Students are also expected to read
through the content material and participate actively on discussion forums.
• Student must active in class discussion forum, responding to lecturer’s questions and
discussing with classmates. Comments provided by students should not be in the form of
‘agree’, ‘yes’ or any other form of short comments. Students should provide with quality
comments consist at least of 250 words in the discussion forum.
• Students should be informed that class discussion forum is considered as the replacement of
attendance for online classes. Therefore, any students who found to be missing the weekly class
discussion forum will be considered as ‘absence’ within respective session.
General Policies
• Student must read learning material and other references before class, reading materials/case
will be distributed before class, team/group and group discussion/presentation will be notified
before class. Do not rely on handout distributed by lecturer, student can use other references.
• Active participation is expected throughout the entire class sessions, including online as well as
face-to-face/ video conference sessions, and students should make thoughtful contributions to
the discussion. Please note that frequency (i.e. quantity) of contributions in online discussion
forum is not the major criteria for effective class participation within the discussion forum. The
discussion forum should be considered as laboratory in which the student can test his/her ability
to convince peers of the correctness of one’s approach to complex problems and one’s ability to
achieve the desired results by using that approach.
• Each student has to fulfil the requirement of at least 85% of class attendance. This means for a
subject with 2 SCUs (such as this course), students need to be presence at least 7 sessions out of
total 8 sessions. Less than that will put the student automatically in the condition of not being
eligible for final examination. For face-to-face session, class attendance will be collected just as
normal/ regular class which is through attendance list. While for online class, class attendance
will be collected through the process of content material read-through and also by participation
in discussion forum.
• Academic dishonesty in any form will not be tolerated. Participants are encouraged to become
familiar with BINUS Business School Rules of Conduct as they relate to academic dishonesty/
cheating. If participants are in doubt regarding this policy, please consult with Head of Program
before you complete any requirements of the course.
• Student must complete and submit all personal assignment and team assignment. All
assignments are due on the date specified in the discussion with lecturer. Participants may,
however, turn in any assignment in advance of the due date.
• Material will be presented during lecturing session. Materials and equipment such as hand-out,
overhead projector, transparency sheet, and computer, will also be utilized to increase the
effectiveness of the lecture. In addition, only important topics to be discussed in the classroom,
and it is the participants’ responsibility to read other related topics.
8.3. Submission and Collection of Assessment for Case Study Discussion

• All assignments must be typed not hand-written and must be submitted with your name and
student ID typed on cover page.
• Assignment is due exactly at the prescribed time. Late assignments might be considered for late
submission, however the possibility of grade reduction will be considered by the Lecturer/
Instructor, unless approved in advance.
• Any questions or complaints regarding the grading of an assignment or report must be raised
within one week after the score or the grade assignment is available (not when you pick it up).
• All assignments and reports should be your original work/concept.
• In regard to the given assignments for Case Study discussion, students are expected to provide
active participation throughout the entire face-to-face/ video conference sessions, and
students should make thoughtful contributions to the discussion.
Page 5 of 15
8.4. Evaluation Descriptions

1. Assessment Task 1: : Classroom Activity and Participation
Each student needs to be active in Classroom Activity and Participation. The quality of the comments
provided within the Classroom Activity and Participation will be evaluated by Lecturer on weekly
basis. Please note that frequency (i.e. quantity) of contributions in Classroom Activity and
Participation is not the major criteria for effective class participation within the Classroom Activity
and Participation. The classroom activity and participation can come in the form of face-to-face
(video conference session) as well as online forum discussion. The lecturer will provide assessment
on the quality as well as the quantity of the comment on online forum discussion relating to the
topic being discussed just like in the normal class discussion/ participation. Criteria that are useful
in measuring effective Classroom Activity and Participation include:
• Are students responsive or engaged with the class discussion?
• Are the points that are made relevant to the discussion? Are they linked to the comments of
others?
• Do comments show evidence of incorporating the concepts from readings into the analysis of
the case?
• Is there a willingness to test new ideas, or are all comments ‘safe?’ (‘safe’ is defined as simply
repeating case facts without analysis and conclusions).
• Do comments clarify or build upon the important aspects of earlier comments and lead to a
clearer statement of the concepts being covered and the problems being addressed?
Classroom Activity and Participation will also be used for calculating total attendance for the final
evaluation of student’s eligibility to attend the final exam.
2. Assessment Task 2: Online Quiz

Each student needs to download and read through the content material on weekly basis. There will
be quizzes provided for each session of content material, in which the location will be randomized
for student’s evaluation. Students are needed to finish the respective session’s content material &
quizzes before moving on to the next session/ topic. Please be noted that the completion of reading
the content material & quizzes will be considered in the calculation of the total attendance for
final evaluation of student’s eligibility to attend the final exam.
3. Assessment Task 3: Group Assignments

From time to time, group assignments will be assigned to students. These assignments can be in the
form of simple case, complex case or non-case assignments. The assessment rubric for each
assignment will be provided as guide for students to fulfill the assignments.
4. Assessment Task 3: Business Simulation

Students will be divided into groups and will be required to participate in business simulation
activities. This assessment will be performed in the assigned face-to-face/ video conference session.
Student needs to be aware on the schedule as their absence from this activity will definitely reduce
their overall grading.
5. Assessment Task 4 : Final Project

Each group will be required to develop a strategy execution project, which mainly consist of (a) the
main strategy, (b) the success factors/ infrastructure, (c) strategy objectives, (d) strategy mapping,
and finally (e) the strategic initiatives that needed to be implemented. Each group will be needed to
select a company and develop the above components based on that particular company. This final
project should be submitted in a written report which should be no more than 20 pages (Arial font
size 12, and 1.5 spacing). The report should cover but not limited the following:
I. Background of the Company

II. Summary of the Strategy
III. The Critical Success Factors/ the infrastructure
IV. Strategic Objectives (Balanced Scorecard)
Page 6 of 15
V. Strategic Mapping (Balanced Scorecard)

VI. Strategic Initiatives (Balanced Scorecard)
VII. Formulation of KPI
VIII. Conclusion and Recommendation
The assessment rubric for assessing the group final project will be given later during the term.
9. General Information
Students are required to be familiar with the BINUS UNIVERSITY - Code of Conduct, and to abide by its terms
and conditions.
9.1. Copying of Copyright Material by Student

A condition of acceptance as a student is the obligation to abide by the University’s policy on the
copying of copyright material. This obligation covers photocopying of any material using the
University’s photocopying machines, and the recording off air, and making subsequent copies, of
radio or television broadcasts, and photocopying textbooks. Students who flagrantly disregard
University policy and copyright requirements will be liable to disciplinary action under the Code of
Conduct.
9.2. Academic Misconduct

Please refer to the Code of Conduct for definitions and penalties for Academic Misconduct,
plagiarism, collusion, and other specific acts of academic dishonesty. Academic honesty is crucial to
a student's credibility and self-esteem, and ultimately reflects the values and morals of the University
as a whole. A student may work together with one or a group of students discussing assignment
content, identifying relevant references, and debating issues relevant to the subject. Academic
investigation is not limited to the views and opinions of one individual, but is built by forming opinion
based on past and present work in the field. It is legitimate and appropriate to synthesize the work of
others, provided that such work is clearly and accurately referenced.
Plagiarism occurs when the work (including such things as text, figures, ideas, or conceptual structure,
whether verbatim or not) created by another person or persons is used and presented as one’s own
creation, unless the source of each quotation or piece of borrowed material is acknowledged with an
appropriate citation. Encouraging or assisting another person to commit plagiarism is a form of
improper collusion and may attract the same penalties. To prevent Academic Misconduct occurring,
students are expected to familiarize themselves with the University policy, the Subject Outline
statements, and specific assignment guidelines. Students should also seek advice from Lecturer/
Instructor on acceptable academic conduct.
9.2.1. Guidelines to Avoid Plagiarism

Whenever you copy more than a few words from any source, you must acknowledge that
source by putting the quote in quotation marks and providing the name of the author. Full
details must be provided in your bibliography. If you copy a diagram, statistical table, map,
etc., you must acknowledge the source. The recommended way is to show this under the
diagram. If you quote any statistics in your text, the source should be acknowledged. Again,
full details must be provided in your bibliography. Whenever you use the ideas of any other
author you should acknowledge those, using the APA (American Psychological Association)
style of referencing. Students are encouraged to co-operate, but collusion is a form of
cheating. Students may use any sources (acknowledged of course) other than the
assignments of fellow students. Unless your Lecturer/ Instructor informs you otherwise, the
following guideline should be used:
Students may work together in obtaining references, discussing the content of the
references and discussing the assignment, but when they write, they must write alone.

Page 7 of 15
9.2.2. Referencing for Written Work (where applicable)

Referencing is necessary to acknowledge others' ideas, avoid plagiarism, and allow readers
to access those others’ ideas. Referencing should:
1. Acknowledge others' ideas;
2. Allow readers to find the source;
3. Be consistent in format and
4. Acknowledge the source of the referencing format.
To attain these qualities, the school recommends use of either the Harvard or American
Psychological Association (APA) style of referencing, both of which use the author/date.
9.2.3. Referencing Standards

APA style referencing.
9.2.4. Disclaimer
Every effort will be made to ensure that the teaching, learning and assessment activities of
this course are given as described. Any unpublished changes for course improvement will be
notified and discussed in class. However, circumstances may occasionally make this
impossible, and BINUS BUSINESS SCHOOL therefore reserves the right to add, alter or
withdraw particular information contained in this syllabus.

Page 8 of 15
Approval
Prepared by, Reviewed by,
Tengku Mohd. Khairal Abd., BBA.,MBA.,Ph.D. Yulia Magdalena, SE., S.Kom., M.MSI.
Subject Matter Expert Academic Resource Center Manager
Checked by, Approved by,
Faranita Mustikasari, S.T., MBA, Ph.D. Willy Gunadi, S.Kom., M.M., Ph.D
Subject Content Coordinator Head of Program of Master in Management
BINUS BUSINESS SCHOOL (Blended Learning)

Page 9 of 15
APPENDIX-1: ASSESSMENT RUBRICS FINAL PROJECT
Proficiency Level
Learning
Assessment Indicators Excellent Good Average Poor
Outcomes Mark
(A – 4) (B – 3) (C – 2) (D – 1)
Detailed outline, in- Good outline, clear and Adequate description of Not demonstrated,
1. Apply appropriate approaches and techniques depth justification of justifiable problem, problem statement limited description of
in strategy execution. problem, high relevance relevance to the problem statement
to the business business
1.1. Background of the
Company
1.2 Summary of the Strategy
1.3 The critical success
factors/the infrastructure
Detail and in-depth Good outline, clear and Adequate description of Not demonstrated,
2. Able to recommend effective implementation
justification strategic justifiable problem, the strategic analysis limited description of
strategies based on the issues at hand.
analysis tool applied, relevance to the tools applied strategic analysis tools
high relevance to the business applied
business
2.1 Strategic objectives
(Balanced Scorecard)
2.2 Strategic Mapping
3 Formulate management issues, and able to Appropriate and Good level of An adequate level of Poor level of
recommend the needed infrastructure for excellent level of innovativeness on the innovativeness on the innovativeness on the
strategy implementation innovativeness on the proposed proposed proposed
proposed recommendation recommendation recommendation
recommendation
3.1 Strategic Initiatives
3.2 Conclusion and
Recommendation
4. Able to formulate KPI based on Balanced Excellent presentation Good presentation of Adequate presentation Poor presentation of
Scorecard of the project and the analysis and of the analysis and the analysis and
discussion, clear and discussion, clear and discussion, moderate discussion, moderate
appropriate language appropriate language level of language used level of language used
used used
4.1. Formulation of KPI
4.2. Report structure
4.3. Spelling & Grammar
4.4. Citation
Total Marks

Page 11 of 15
APPENDIX-2: TEACHING, LEARNING AND ASSESSMENT PLAN (only for Lecturer’s own discretion)
Learning Resource Formative Summative
Week Topic Time Learning Activity
Outcome needed Assessment Assessment
One Introduction: Keys in Strategy LO 1 180 - Introduction - Syllabus - Mentimeter - Group
Execution minutes to the Subject - Teaching Material - Classroom activity Assignments
- The New Normal Video - Explanation - Business
- Recognizing the DANCE Conference about syllabus Simulation
- The Last Competitive Edge - Explanation on - Individual
- Digitalization Drives the content Project
Innovation material for
- What is Execution? (Part
the session
One)
Commitment to Case Teaching
Method
Briefing on Term Project (Group
Assignment)
Two A Modern View of Strategy LO1 Online - Self learning - Online Quiz
Execution: Six Success Factors LO3 through video - Forum Grading
- What is Execution? (Part content
Two)
- Identify & Execute 3 Types of
Change
- Resist One-sidedness
- Disrupt or be Disrupted
- Emphasize Who Over Why,
How and What
- Make Strategy execution
your No.1 Priority
- Go for 20% Strategy and 80%
Execution

Page 12 of 15
Three Connecting the Dots (Steve Jobs) LO 1 180 - Explanation on - Teaching Material - Mentimeter
& LO 2 minutes the content - Case - Classroom activity
- Connecting Customers, LO 3 Video material for
Stakeholders, Networks & Conference the session
Connections - Breakoutroom
- Connecting Silos: Bridging activities
the Matrix - Online quiz
- Connecting Business
using
Activities & Organizational
Mentimeter
Priorities
- Connecting &
Communicating
- Leveraging Social Media
Case Analysis:
3. Google now Alphabet:
but what’s the
corporate strategy –
case 19 Grant, R.
(2018).
Chipotle Mexican’s grill strategy
in 2018: Will the new CEO be
able to rebuild customer trust
and revive sales growth? – case
12 Thompson, Jr., Arthur, A.,
Peteraf, M. A., Gamble, J.E.,
&Strickland, A. J., (2020).
Four Measuring the Execution: The LO 2 180 - Explanation on - Teaching Material - Mentimeter
Balanced Score card LO 3 minutes the content - Case - Classroom activity
- Objective & Key Results Video material for
- Strategy Execution Conference the session
Measurement Framework - Breakoutroom
- The Balanced Scorecard activities

Page 13 of 15
Preparation for Simulation on - Online quiz

the next session using
Case: Mentimeter
3. Zara: Super-fast fashion
– case 15
Grant, R. (2018)
Five Simulation: Balanced Scorecard LO 2 180 - Explanation on - Teaching Material - Mentimeter
- Strategy Mapping LO 3 minutes the content - Case - Classroom activity
- Strategy Objective Video material for
- Strategic Initiatives Conference the session
- Breakoutroom
activities
- Online quiz
using
Mentimeter
Six The Elements of Change and LO 1 Online - Self learning - Teaching Material - Online Quiz
Agile Strategy Execution LO 2 through video - Case - Forum Grading
- Awareness, Anticipation & LO 3 content
Absorption
- Adoption, Customer &
Choices
- Communication &
Connectors
The Intelligence of Change
Seven Failure in Strategy Execution LO 1 Online - Self learning - Online Quiz
- Growing Impact of Failures LO 2 through video - Forum Grading
- Examples of Failures LO 3 content
- Factors Causing Failures
The New Failure in Radical
Innovation

Page 14 of 15
Eight Cultivating Learning LO 1 180 - Explanation on - Mentimeter

Environment LO 2 minutes the content - Classroom activity
- Learning from Failure LO 3 Video material for
- Continuous Innovation Conference the session
- Meta-Learning - Breakoutroom
- Developing Learning activities
Intelligence - Online quiz
Case Analysis:
using
3. NY Times Adapting to
Mentimeter
the digital revolution -
case 11 Grant, R. (2018).
4. PT Nyonya Meneer
surviving the tragedies,
leading to self-
governance – Binus Case
Centre
Wrap Up Sessions

Page 15 of 15

Course Outline - MGMT8081048 Strategy Execution

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BINUS BUSINESS SCHOOL

Reviewed by Yulia Magdalena, S.E., S.Kom., M.MSI

BINUS BUSINESS SCHOOL

2. Study Program Competency Goals and Learning Objectives

CG – 1 Each student should be able to critically identify problems/issues in management, create

6. Text and Other Resources

6.2. Other Resources

2/ A Modern View of Strategy Execution Chapter 5 LO1

3/ Connecting the Dots (Steve Jobs) & Chapter 7 LO 1

MGMT8081048 – Strategy Execution

- Connecting & Communicating

4/ Measuring the Execution: The Balanced Score Chapter 8 LO 2

Preparation for Simulation on the next session

5/ Video Simulation: Balanced Scorecard Harvard Business LO 2

6/ The Elements of Change and Agile Strategy Chapter 9 LO 1

7/ Failure in Strategy Execution Chapter 9 (Pijl) LO 1

8/ Cultivating Learning Environment Chapter 10 LO 1

revolution - case 11 Grant, R. (2018).

No. Components Percentage LO 1 LO 2 LO 3 LO4

8.2. Class Policies

▪ Answering cell phones or pagers

MGMT8081048 – Strategy Execution

The Online (OL) Sessions

8.3. Submission and Collection of Assessment for Case Study Discussion

8.4. Evaluation Descriptions

2. Assessment Task 2: Online Quiz

3. Assessment Task 3: Group Assignments

4. Assessment Task 3: Business Simulation

5. Assessment Task 4 : Final Project

I. Background of the Company

V. Strategic Mapping (Balanced Scorecard)

9.1. Copying of Copyright Material by Student

9.2. Academic Misconduct

9.2.1. Guidelines to Avoid Plagiarism

MGMT8081048 – Strategy Execution

9.2.2. Referencing for Written Work (where applicable)

9.2.3. Referencing Standards

MGMT8081048 – Strategy Execution

Prepared by, Reviewed by,

Checked by, Approved by,

MGMT8081048 – Strategy Execution

MGMT8081048 – Strategy Execution

MGMT8081048 – Strategy Execution

MGMT8081048 – Strategy Execution

Preparation for Simulation on - Online quiz

MGMT8081048 – Strategy Execution

Eight Cultivating Learning LO 1 180 - Explanation on - Mentimeter

MGMT8081048 – Strategy Execution

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