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CMP: Implementing strategy: Processes and Indicators (18BBA40009)

Datos generales

Tipo:

 OP

Curso:

 3

Periodo:

 S semestre

Créditos ECTS:

 4 ECTS

Profesorado:

Grupo Profesor Departamento Idioma
Ed: 1 Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences ENG

Grupo Profesor Departamento Idioma
Ed: 2 Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences ENG

Conocimientos previos


It is necessary a basic knowledge of Strategy and Operations.

Distribución de la carga de trabajo

Workload distribution:


- Faculty presentations/lectures. 20 hours.
- Case study preparation, presentation and feedback . 30 hours
- Company presentations and discussion. 3 hours
- Video discussion. 2 hours
- Independent work: Reading comprehension and reflexion. 20 hours

Contribución de la asignatura al programa

At a time when some companies are recovering from the crisis, the economic environment remains extremely volatile. In this context, a key priority for management teams is an excellent, flexible and coherent strategy implementation. This implementation should put into practice the lessons that we have learned from the crisis, such as the need to define indicators that anticipate the behavior of financial indicators, the need to incorporate risk management inherent in each strategic approach and a flexible implementation that will require integrating performance measurement systems and processes.

Various studies show that less than 10% of correctly formulated strategies are successfully implemented and that the cause of business failure does not so much lie in the design of the strategy, as in its poor implementation; concluding that execution is more important than good vision.

Objetivos de aprendizaje de la asignatura

- Understanding how the strategic design becomes reality.

- Study Business Process Management as the organizational model that enables companies to achieve maximum efficiency, effectiveness and quality simultaneously.

- Analyse Performance measurement Systems or Scorecards which serve to inform about and implement corporate strategy at all organisational levels.

- Apply the previous concepts to practical cases and business situations

Competencias

7. Ser capaz de comprender la complejidad del contexto, en sus dimensiones local y global
3. Ser capaz de tomar decisiones y/o emitir juicios en situaciones complejas
18. Ser capaz de trabajar en equipo y colaborar
2. Ser capaz de aplicar los conocimientos para lograr resultados
6. Ser capaz de desarrollar el pensamiento estratégico y el pensamiento sistémico
4. Ser capaz de comunicar información y/o conocimiento
1. Ser capaz de adquirir, comprender y estructurar los conocimientos de manera crítica

Relación de Actividades con Competencias

7 3 18 2 6 4 1
Case discussions, practical exercises and participation              
Team reports on a case study              
             
             
             

Contenidos

1. Processes in organisations and the value they provide.

2. Business Process Management as an organisational model.

3. How to transition from a structure based on departments to Process-based Management.

4. Indicators and Performance measurement Systems or Scorecards.

5. Key Performance Indicators.

6.

7. The Balanced Scorecard Model.

8. Strategy Maps as a business model and tool to transform intangible assets into tangible ones.

9.

10. Integrating Performance Measurement Systems and Business Process Management.

11. Operational Indicators and Dashboards.

12. The management team meeting after Scorecard Implementation.

13. Aligning people within the organisation.

14.

15.

Relación de Actividades con Contenidos

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Case discussions, practical exercises and participation                              
Team reports on a case study                              
                             
                             
                             

Metodología

- Content presentation; Guided debates/discussions; Constant interaction with the students through questions and answers.
- Case study methodology.
- Problem-solving.
- Contextual learning


Evaluación

Actividades de evaluación

Descripción %
Case discussions, practical exercises and participation 20
Team reports on a case study 40
10
20
10

Bibliografía

Basic bibliography:


- Hammer, M and Hershman L.W. (2010), Faster Cheaper and Better. The 9 Levers for Transforming Ho Work Gets Done. New York: Crown Business.

- Kaplan, R.S. and Norton, D. S. (2001), The Strategy Focused Organization. Boston, Massachussets: Harvard Business Scool Publishing.
- Paladino, B. (2007), Five Key Principles of Corporate Performance Management. John Wiley & Sons, New Jersey.

Additional bibliography or material:

- Heras, M., Sierra, V. and Cusumano, J. (2006), "A Set of Requirements For Analysis of Performance Measurement Systems", presented at the Fifth International Conference on Performance Measurement and Management.
- Kaplan, R. and Norton, D. (2006) Alignment: Using the Balanced Scorecard to Create Corporate Synergies, Cambridge, MA: Harvard Business School Press.
- Kaplan, R.S. and Norton, D.P. (2008), The Execution Premium. Linking Strategy to Operations for Competitive Advantage. Boston, Massachussets: Harvard Business Scool Publishing.
- Neely, A.D. (2008), Business Performance Measurement: Unifying Theory and Integrating Practice. Cambridge: Cambridge University Press.

Links

http://www.bain.com/management tools/home.asp

http://www.balancedscorecard.org/

http://www.som.cranfield.ac.uk/som/research/centres/cbp/index.asp

http://www.thepalladiumgroup.com/

Horarios y secciones

Grupo Profesor Departamento
Ed: 1 Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences

Horario Ed: 1

Grupo Profesor Departamento
Ed: 2 Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences

Horario Ed: 2