Course detail

Strategic Management

FP-IBsmPAcad. year: 2026/2027

The course focuses on the strategic management and development of organisations operating in complex, competitive and continuously changing environments. It integrates classical strategic management concepts with systems thinking, innovation, digital transformation and artificial intelligence. Students learn to analyse an organisation as an open system, identify strategic challenges and their root causes, assess internal and external environments, and understand stakeholder relationships and feedback loops. The course examines the sources of competitive advantage, dynamic capabilities, business model innovation and strategic decision-making under uncertainty. Particular attention is devoted to translating strategy into organisational reality through change management, leadership and effective decision-making, including the Adizes methodology, PAEI management styles, and the Authority–Power–Influence and CAPI concepts. Students also learn to align strategic goals with implementation roadmaps, responsibilities and performance measurement using KPIs, OKRs and the RACI matrix. Through team assignments and a final board-level presentation, students develop and defend an integrated strategic development proposal aimed at building an adaptive and future-ready organisation.

Language of instruction

English

Number of ECTS credits

6

Assignment to study programme types

Master's

Mode of study

Not applicable.

Entry knowledge

Students are expected to have basic knowledge of methods used in planning, organizing, stimulation and control. They have to understand basic function of company. Knowledge of basic marketing methods is required.

Rules for evaluation and completion of the course

To successfully complete the course, students must obtain course credit and pass the final examination. The detailed requirements for both components are specified below.

Full-time study

Course credit – assessment of practical assignments

Students progressively complete three practical assignments during the course:

  1. Strategic System Diagnosis;
  2. Strategic Development Proposal;
  3. Strategic Change Implementation Plan.

The assignments are completed in teams and submitted by the deadlines specified in the course schedule. Each assignment is assessed on a scale of up to 10 points. A minimum total of 15 points is required to obtain course credit.

The main assessment criteria are active participation, effective teamwork, appropriate application of strategic management concepts and analytical tools, quality of analysis, ability to identify and interpret relevant relationships, feasibility of the proposed solutions, use of relevant sources, and clarity of presentation and argumentation.

The points earned for the practical assignments contribute to the overall course assessment and are carried forward to the final examination.

Full-time study and individual study plan (ISP)

Final examination and assessment

The final examination takes the form of a simulated management board presentation. Students work in teams of three to five and prepare, present and defend an integrated strategic development proposal for a selected organisation.

The final presentation must integrate:

  • a strategic system diagnosis;
  • proposed strategic choices and sources of competitive advantage;
  • a transformation and change-management approach;
  • an implementation roadmap;
  • proposed KPIs and/or OKRs;
  • a responsibility model based on the RACI framework.

During the presentation and defence, students must demonstrate both theoretical knowledge and the practical ability to apply the concepts, methods and tools covered in the course. The assessment considers the quality and coherence of the analysis, justification of strategic choices, feasibility of implementation, appropriate use of course methods, quality of the presentation, and responses to questions.

The examination is assessed on a scale from 0 to 100 points and converted into the corresponding ECTS grade. The team presentation is assessed collectively; however, the lecturer may adjust individual grades based on each student’s contribution and performance during the defence. Coursework points are included in the overall course assessment. A student wishing to improve the resulting grade may take an individual oral examination.

Examination arrangements

  • The examination lasts approximately four to five hours and includes at least two breaks.
  • Students may use only the materials and equipment authorised by the lecturer.
  • Students are advised to have a laptop or tablet available during the examination.
  • Examination retakes are organised in accordance with the applicable Study and Examination Regulations.

Students with an individual study plan (ISP)

Students following an ISP must individually complete three practical assignments corresponding to the main stages of the course: strategic system diagnosis, strategic development proposal, and strategic change implementation plan. All assignments must be submitted no later than the end of the 13th week of the semester.

Aims

Course is focused on explanation of strategic management as a fundamental point of complex strategic development of company.

Students will learn application of strategic principles on all company management levels. Students obtain knowledge of approaches and methods of strategic analysis for complex evaluation of market environment and company potential. Students will be familiar with key approaches combining formulation and implementation of strategy of development of company.

Study aids

Not applicable.

Prerequisites and corequisites

Not applicable.

Basic literature

COLLIS, D. J., MONTGOMERY, C. A. Corporate strategy - Resources and the Scope of the Firm. 2nd ed., McGraw-Hill, 2004. 204 p. ISBN 978-00-7231-286-7.
GRANT, R. M. Contemporary Strategy Analysis: Text and Cases Edition. John Wiley & Sons, 2016. 776 p. ISBN 978-11-1912-084-1.
HITT, M. A., IRELAND, R. D., HOSKISSON, R. E. Strategic Management - Competitiveness and Globalization: Concepts and Cases. 12th ed., South-Western College Pub, 2017. 896 p. ISBN 978-1-305-50214-7.

Recommended reading

KOTLER, P., KELLER, K. L. Marketing Management. 14. ed. Pearson, 2011. 816 p. ISBN 978-01-3210-292-6.
MINTZBERG, H., QUINN, J. B., GHOSHAL, S. The Strategic Management Process. Revised European Edition. Prentice Hall Europe 1998, 1036 p. ISBN 0-13-675984-X.
PORTER, M. E. Competitive Advantage. First Free Press Export Edition: Free Press, 2004. 557 s. ISBN 0-7432-6087-2.
PORTER, M. E. Competitive Strategy. First Free Press Export Edition: Free Press 2004. 396p. ISBN 0-7432-6088-0.

Classification of course in study plans

  • Programme MGR-IBM Master's 1 year of study, winter semester, compulsory

Type of course unit

 

Lecture

26 hours, compulsory

Teacher / Lecturer

Exercise

13 hours, compulsory

Teacher / Lecturer