Innovative business model and action strategy 2400-ZEWW838-OG

As part of the interactive work based on case studies, we will look for answers, among others to the following questions:
• What are the key components of a successful business model?
• What is innovation and how to use the potential of the so-called open innovation?
• What are the basic patterns and variants of business models?
• How to understand the concept of value chain at the company, sector, country and global level (the so-called Global Value Chain)?
• What is the life cycle of the enterprise and what are the limits to growth?
• What are the strategic conditions in shaping business models (the role of different asset classes, competitive environment, etc.)?
• What are the essential areas of enterprise management in shaping the business model?
• How is the business model different from the company's strategy?
• What are the basic models that are useful in setting corporate strategy?
• What are the basic elements of building an organizational strategy?
• What are the basic components of strategic management of an organization in different phases of the life cycle?
• How to adjust the tools supporting managerial control to the business model?
• What is strategic and operational controlling?
• What tools should be used to properly identify risks to the operation of the company / organization?
• New business models in the field of implementation of climate goals and sustainable development - case studies

Detailed issues

1. Strategy and business model
Contemporary trends in management. General characteristics of the idea and concept of strategy, the process of strategic management; goals, essence and stages of the strategic management process, evolution of strategic thinking, main schools and strategic management approaches, basic tools of strategic analysis and enterprise resources

2. Business models

Business model - basic concepts
Evolution of business models
Business Model Canvas
The structure of the business model
Basic methods of designing business models. Characteristics of innovative business models. Sustainable business modeling - CSR, ESG
Technological trends and business models
The future of business models

3. Generating and evaluating strategic options
SWOT matrix, basic / central strategies (corporate): strategies at the level of units (business), functional strategies (functional)

4. Implementation and control of the strategy
successful strategy implementation, resource planning: structure, leadership, human resources, technique, balanced scorecard

Type of course

general courses

Prerequisites (description)

The course is implemented as part of a project co-financed by the European Union with the European Social Fund under the Operational Programme Knowledge Education Development 2014-2020. Therefore, it is necessary to register on the website: https://www.wne.uw.edu.pl/pl/misja-wne/formularz-4 and sign a training contract, after completing registration under USOS. Course is free of charges.

Course coordinators

Marcin Dwórznik
Agnieszka Różycka
Grzegorz Tchorek

Learning outcomes

Knowledge, skills:

As a result of the education process, the student:
- knows the methods and tools for modeling information and decision-making processes in the organization
- has knowledge of dependencies occurring in organizations (in terms of internal and external factors)
- knows the methods of obtaining market data and consumer needs
- knows the general principles of creating and developing various forms of entrepreneurship
- can define the basic concepts and problems of management and strategic management,
- knows the methods of strategic analysis, identifies various typologies of strategies, the criteria for their selection and describes the control and monitoring tools,
- has in-depth knowledge of the functioning of the organization, its goals, resources, conditions, environment, etc.
- Uses specialist terminology, diagrams and models in the field of strategic management and enterprise resource analysis
- has extensive knowledge of building and implementing the company's strategy,

Skills:
After completing the course, the student:
- can analyze the micro, meso and macro environment, using various methods of strategic analysis,
- has the ability to think critically and evaluate the company's development strategy,
- can independently define problems and look for their solutions
- has the ability to propose solutions in the selection of the company's business model and the method of its implementation
- can properly analyze the causes and course of processes and phenomena in the company's environment
- can be responsible for their own work and jointly performed tasks, and manage the work in a team
- has the ability to set strategic goals for the company and to diagnose key factors of the company's competitiveness
- has the ability to select and construct strategic plans and company strategies at the level of the entire organization and at the functional level
- is aware of the possibilities of strategic management and the business model as an instrument increasing the competitiveness of the organization,

Social competence

At the end of the course, the student:
- understand the social responsibility related to strategic management and various business models
- is able to see relationships occurring in the functioning of selected business models
- can initiate actions for selected business models
- can plan and manage business ventures
- is able to self-assess competences and improve their skills in the area of organization management
- can define priorities for achieving strategic management goals
- is able to work in a group and independently analyze case studies
- understands the idea of lifelong learning
- reports readiness to participate in projects
- develops leadership skills
- develops critical thinking
- is able to plan and take up challenges related to self-education

Assessment criteria

Attendance during classes and evaluation of the effects of group and individual work on case studies

Points for activity during classes (30%) and points for the assessment of the effects of group work (30%) and individual work (40%) on case studies

Bibliography

1. Osterwalder A. Pigneur Y. "Tworzenie modeli biznesowych - Podręcznik wizjonera", Helion 2012
2. Pijl P., Lokitz J., Solomon L.K., "Nowoczesne projektowanie modeli biznesowych", Helion 2018

Notes

Term 2023Z:

None

Additional information

Information on level of this course, year of study and semester when the course unit is delivered, types and amount of class hours - can be found in course structure diagrams of apropriate study programmes. This course is related to the following study programmes:

Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system:

Description of 2400-ZEWW838-OG in USOSweb