シラバス Syllabus

授業名 Strategic Thinking
Course Title Strategic Thinking
担当教員 Instructor Name Nigel Konrad Denscombe
コード Couse Code NUC432_N21A
授業形態 Class Type 講義 Regular course
授業形式 Class Format Live Virtual
単位 Credits 2
言語 Language EN
科目区分 Course Category 専門教育科目 / Specialized Subject
学位 Degree BBA
開講情報 Terms / Location 2021 UG Nisshin Term2

授業の概要 Course Overview


Strategic thinking -

“Thinking is the hardest work there is, which is probably why so few people engage in it”
Henry Ford, founder of the Ford Motor Company

“NUCB Business School’s mission is to educate innovative and ethical leaders who possess a ‘Frontier Spirit’ and to create knowledge that advances business and society. Our students will have the ability to bridge the gap between New Asia and the rest of the world.”
Given this context, Strategic Thinking will enable participants to put strategic thinking into play through an active learning environment that will promote leadership traits focused on innovation and ethical decision-making in a SDG-oriented world by cultivating NUCB's core learning idea about having a "frontier spirit" in the era of sustainability.

Strategic thinking might be the most important management skill that, in a globalizing business world where just about everything is changing and the “status quo” is change itself, is a key requirement that provides the boundaries for other business actions. Understanding strategic thinking and doing it well will be a competitive advantage in your careers and in business itself, but ignoring it may be a sure recipe for professional and business failure.

Generally speaking, strategic thinking is commonly defined as a thinking process applied in the context of achieving success in a game or other goal-oriented endeavor. When applied in a business organizational strategic management process, strategic thinking involves generation and application of unique business insights and opportunities intended to positively alter an organization’s future and create a competitive advantage for a firm. Strategic thinking includes finding/developing a strategic foresight for a business organization by exploring all possible organizational futures, and challenging conventional thinking to foster decision-making today. The critical strategic question is not so much “What?” but more “Why?” or “How?”

Here, in this Strategic Thinking course, we will provide a case-based learning environment that will systematically expand the layers of strategic thinking for a holistic and synergistic learning experience. The first step is grounded on learning about logical and critical thinking, which form the base of all decision-making and communication – Logical thinking being process oriented, critical thinking being decision-oriented “inside the box”, and then move “outside the box” to understand creative thinking
– “Creativity is a great legal way of gaining an unfair advantage over the competition”

We will then bring logical, critical, creative thinking into play through frameworks like the SWOT analysis and then build on that with strategic ideas. Why start with SWOT – SWOT is one of the most useful/versatile frameworks in business and life. It helps you understand “where you and now” and gives hint of “where to go in the future”

Strategy and strategic thinking – There are various definitions/ideas of strategy, but the overall course focus here will be on understanding of how to develop strategic ideas through analyzing core strategy development/implementation pillars:

1. Defining opportunities/problems: Situation Analysis
2. Defining what to achieve: Goals and Objectives
3. Defining how to proceed: Strategy Setting

Overall, the course will provide a special integrated toolbox of great foundation skills that are essential for today’s globalizing managers. The key element will be an understanding of how to view and assess business situations and contemplate the actions necessary to deal with change and business innovation, especially regarding sustainability.

本授業の該当ラーニングゴール Learning Goals

*本学の教育ミッションを具現化する形で設定されています。

LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication

受講後得られる具体的スキルや知識 Learning Outcomes


By the end of this Strategic Thinking course, you will be able to understand the basics of strategic theory, and you will learn logical/critical thinking, strategic thinking and ideas, and how to use frameworks in real world business situations. In addition, you will be specifically able to implement elements of strategy such as environmental analysis, internal analysis, typical strategy, strategic planning, and implementing some strategic frameworks. This will lead to effective decision-making in challenging business circumstances, and will unlock innovative leadership possibilities.

Strategic thinking frameworks –
To gain a competitive advantage and beat the competitors, you need to know the market, know the competitor and know “yourself”, and then create appropriate strategies and implement them – Internal/External Analyses. This will require understanding various strategic logic frameworks – SWOT matrix, 3Cs/5Cs, PEST analysis, Porter’s 5-Forces industry analysis, value chain analysis, business model and strategic positioning, TOWS analysis.

SDGsとの関連性 Relevance to Sustainable Development Goals

Goal 4 質の高い教育をみんなに(Quality Education)

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 0 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 100 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

Learning flow –
STEP 1: Looking back – Developing capabilities for strategic thinking
STEP 2: Looking back – Inside the minds of the business strategists
STEP 3: Looking forward – Strategic thinking for designing better future

What you will learn –
From this course, you will learn logical/critical thinking, strategic thinking and ideas, and how to use
frameworks that put these ideas into play.
You will also learn some basics of strategic theory, especially basic elements of strategy such as
environmental analysis, internal analysis, typical strategy, strategic planning, and implementing
some strategic frameworks.

Focus by day and cases –
*Some cases might change before the course starts

STEP 1: Developing capabilities for strategic thinking
Looking Back – View from the “outside”
Day 1 - Case1: Wal-Mart in Japan: Survival and future of its Japanese business
Day 2 - Case2: Grupo Bimbo
Day 3 - Case3: Bharti Airtel in Africa

STEP 2: Inside the minds of the business strategists
Looking back – View from the “inside”
Day 4 - Case4: Language and globalization: Englishnization at Rakuten (A)

STEP 3: Strategic thinking, change, governance and strategy
Looking forward–Strategic Thinking for designing a better future
Day 5 - Case5: Base of the Pyramid Strategy of Essilor in India
Day 6 - Case6: Michelin 2018 - On the road to Transformation
Day 7 - Case7: Apple Inc. in 2020

How to proceed –
Each day of this 7-day course will mostly be comprised of three parts
1. Interactive lecture: The lecturer will give you some basic strategic concepts/theory
2. Class case discussions: This will be the main part of this course, with a new case every class day.
3. Group discussions: class will be divided into breakout groups to discuss topics designated by the lecturer,
including “what to do next” in the case. The group will usually discuss the results/recommendations in front of the class and take questions.

Cases –
Read each case thoroughly. You may have to read at least three times, otherwise, you will not be
able to write a report or prepare for class discussions. Probably you will need to spend at least three
hours per case. The more you spend your time for preparation, the more your learning efficiencies
will increase in class.

Case written reports –
There will be two written reports required for this course,
- Report 1: Pre-course written report on the "Wal-Mart in Japan" case study in Day 1 *
- Report 2: Post course written report either on a case study and/or overall course learning *
You will find the specific report questions in the "Case and written report assignments" for Day 1 and Day 7.

授業スケジュール Course Schedule

第1日(Day1)

DAY 1 *June 09, Period 3 and 4
Developing capabilities for strategic thinking – Looking back/Looking forward
*View from the “outside”

●使用するケース
Case1: Wal-Mart in Japan: Survival and future of its Japanese business
*IBS - Hyderabad, India - case study

第2日(Day2)

DAY 2 *June 16, Period 3 and 4
Developing capabilities for strategic thinking – Looking back/Looking forward
*View from the “outside”

●使用するケース
Case2: Grupo Bimbo
*HBS case study

第3日(Day3)

DAY3 *June 23, Period 3 and 4
Developing capabilities for strategic thinking – Looking back/Looking forward
*View from the “outside”

●使用するケース
Case3: Bharti Airtel in Africa
*HBS case study

第4日(Day4)

DAY 4 *June 30, Period 3 and 4
Inside the minds of the business strategists
*View from the “inside”

●使用するケース
Case4: Language and globalization: Englishnization at Rakuten (A)
*HBS case study

第5日(Day5)

DAY 5 *July 07, Period 3 and 4
Looking forward–Strategic Thinking for designing a better future
*Strategic thinking, change, governance and strategy

●使用するケース
Case5: Base of the Pyramid Strategy of Essilor in India
*NUCB case study

第6日(Day6)

DAY 6 *July 14, Period 3 and 4
Looking forward–Strategic Thinking for designing a better future
*Strategic thinking, change, governance and strategy

●使用するケース
Case6: Michelin 2018 - On the Road to Transformation
*NUCB case study

第7日(Day7)

DAY 7 *July 21, Period 3 and 4
Looking forward–Strategic Thinking for designing a better future
*Strategic thinking, change, governance and strategy

●使用するケース
Case7: Apple Inc. in 2020
*HBS case study

成績評価方法 Evaluation Criteria

*成績は下記該当項目を基に決定されます。
講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 10 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 50 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 0 %
小テスト Quizzes / Tests 0 %
最終レポート Final Report 40 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

Balance will be important in the grading and students must make an effort to do well in the two
categories:
1. Class contribution (=class/breakout group participation)
2. Written case reports (Pre-course and Post-course)

使用ケース一覧 List of Cases

    ケースは使用しません。

教科書 Textbook

  • Michael Porter et al「"On Strategy" *Optional Reference」Harvard Business School Publishing(2011)978-1633694491

参考文献・資料 Additional Readings and Resource

Optional further reference -

Joan Margretta「"Understanding Michael Porter: The Essential Guide to Competition and Strategy" *Optional Reference」Harvard Business Review Press(2011)978-1422160596

Dr. Kenichi Ohmae「"The Mind of the Strategist - The Art of Japanese Business" *optional Reference」McGraw-Hill(1982)McGraw-Hill

授業調査に対するコメント Comment on Course Evaluation

To be updated soon

担当教員のプロフィール About the Instructor 


Nigel Denscombe

Overview
Nigel is a new kind of “hybrid” businessperson standing at the intersection of two key roles: global manager/owner and business educator. This is why in 2001 he created a Tokyo/New York firm, Denscombe Corporation (www.denscombe.co.jp), to “bridge” business and education by providing strategic management solutions for repositioning/creating sustainable value propositions for corporate clients and business schools, and also by providing management education solutions for them as well.

On one side, he is a truly globalized Tokyobased BritishAmerican high valueadded management professional with a 30year successful track record of leading positive industry change and finding new value propositions.
At the same time, he is also an accomplished management educator who has created new business schools/repositioned existing ones and who also has taught a wide range of high valueadded management courses for Asian university business schools and corporate clients. In business education, as a management practitioner in the real world, his mission is to put “ business” back into business school and to
foster the global leadership required to take practical advantage of the great changes going on for sustainable corporate value propositions.

Everything Nigel teaches, he does (or has done) in the real world. This gives him a unique learning value proposition because, with his global management track record and wide business education teaching experience, he offers an unparalleled learning experience for all those participating in his management classes.
Before shifting his focus to Asia, Nigel had extensive management/owner experience in North America and Europe, focused on financial services, new business development, innovating markets and new market entry, and corporate strategy, especially restructuring and new value propositions.


Business Background (Significant Current/Recent)

Denscombe Corporation (http://www.denscombe.co.jp)
President/CEO, Capital Markets, Strategic Management Consulting, Business Education (Tokyo/NY)

CICOM Brains, Inc.
Cofounding team member/former director (Tokyo/Japan)

Denscombe & Co, Inc.
President/CEO, merchant banking/strategic consulting firm (NY/USA)

Bank of America NT & SA
Managing Director/Vice President, (New York, San Francisco, Los Angeles, Mexico City)

Bankers Trust New York Corporation
Assistant Vice President (New York, Mexico City, London/UK)

Harvard University Real Estate Investment
Financial Analyst (Massachusetts/USA)

Avon Corporation
Marketing Specialist – French marketentry team (London/UK, Paris/France)

Avesta Jernverks AB Steelworker (Avesta/Sweden)
Business Educator Background (Current)


Denscombe Corporation (Tokyo/NY)
Strategic Management Solutions: Capital Markets, Strategic Management Consulting, Corporate Education Solutions
*Core Lecturer, business education outsourcing business – Turnkey solutions for business schools and corporate inhouse
management training

International University of Japan, Graduate School of International Management (Niigata, Japan)
*Specially Invited Professor: Strategic Management, Global Marketing, Corporate Governance, International Management, Competing in Emerging Markets, New Frontier of Capitalism ASEAN

Business BreakThrough University (Tokyo, Japan)
*Professor: Casebased integrated business skill program in logical thinking, marketing, strategy and business planning

Waseda Graduate School of Commerce, ETP Japan (Tokyo)
*Lecturer: Business Plan, Financial Management, Japan MarketEntry Business Plan Mentor

GLOBIS University, PartTime
MBA Program (Tokyo)
*Lecturer : Marketing Foundations (2012/13)


Specialized Fields
Strategic management, change management, new market entry, business plan, entrepreneurship, marketing fundamentals, global marketing, emerging markets, corporate governance, international management, capital markets

Academic Background
UCLA, Business and Management of Entertainment (Extension, Los Angeles)
Harvard Business School, MBA in General Management
Harvard College, AB (Modern History)







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