BUS482: Strategic Management and Consulting
Fall 2013
Tuesdays and Thursdays
Section A: 9:30AM – 10:50AM McIntyre 212
Section B: 12:30PM – 1:50PM McIntyre 320
Prof. Lynnette Claire
McIntyre 108C, lclaire@pugetsound.edu, 253-879-3576
www.pugetsound.edu/faculty-pages/lclaire
Office Hours:
Tuesdays 11:00AM – 12:00PM, Wednesdays 10:00AM – 11:00AM and by appointment
Resources:
Strategic Management Course Pack: Selections from Strategic Management by Jay B. Barney
and William S. Hesterly. Prentice Hall, 2006.
Beyond Performance by Scott Keller and Colin Price. Wiley, 2011.
Case Course Pack: Cases by various authors and publishers.
Presentation Zen: Simple Ideas on Presentation Design and Delivery by Garr Reynolds. New
Riders Press, 2008. (optional)
http://moodle.pugetsound.edu
Objectives:
Learn how organizations can achieve a sustainable competitive advantage.
Gain skills, knowledge and experience to help you transition to the working world.
Achieving these objectives will:
 Integrate and enhance your previous business curriculum.
 Cultivate primary and secondary research skills.
 Enable you to analyze and develop strategies for organizations.
 Develop analytical and problem solving skills.
 Refine oral and written communication skills.
 Improve team participation and management skills.
 Prepare you for the working world.
Course Overview:
Analyzing an organization’s internal and external environments and making choices that
attempt to bring a competitive advantage to the organization is called strategic
management. This process uses tools and knowledge that you have gained in your business
courses (including this one) to provide a distinct advantage to an organization. To learn tools
and theories, we will use part of a textbook by Barney and Hesterly that approaches strategy
from a resource-based view of the firm, Beyond Performance by Keller and Price, cases and
additional readings. A consulting project with an organization in our community will provide
you with the opportunity to apply and expand your knowledge, and build your confidence in
the application of your business skills. This course also provides bridges to life after Puget Sound
through professional development activities and readings.
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BUS482: Strategic Management & Consulting, Fall 2013
Texts:
 Strategic Management Course Pack: Chapters 1 - 5 from Strategic Management by
Barney and Hesterly. This book approaches strategic management from a strong
theoretical base: the resource-based view of the firm. We will use this book to anchor our
analysis of cases and client firms.
 Beyond Performance by Keller and Price. This publication utilizes data to help build
stronger organizations for both current performance and long-term health.
 Case Course Pack. We will read, think about and discuss six cases; they will provide
examples for us to explore course concepts in more depth. These cases also provide
examples of the type of research you will need to do for your consulting project and a
model for the case study you will write.
 Articles. Additional readings may be accessed through library databases and websites.
See citations on Course Outline.
 Presentation Zen: Simple Ideas on Presentation Design and Delivery by Garr Reynolds. This
recommended, though optional, text will improve your presentations significantly. If you
plan to give many presentations during your lifetime, it will definitely be worth the cost.
Graded Assignments:
Consulting Project (450 points)
Teams and projects will be assigned at the beginning of week two with input from you. All the
projects involve helping local organizations with strategic management. The details of each
project vary. You will work closely with the business owners/managers on this project.
Confidentiality within our classroom community is required. You are expected to contact me
as you need assistance.
Twice during the term, you will submit individual reflections on the project as e-mail
attachments. Your group will meet with me for the first group update. The second group
update will be in written form. Each group will write a case study of their client organization.
The case will be posted on Moodle and all students will read all cases. The case authors are
responsible for leading group discussion on the day their case is discussed. The client report
must be submitted to me for feedback before refining it for the client presentation. You will
submit final individual reflections and peer evaluations.
Projects will be graded holistically and criteria includes (but is not limited to) the quality and
quantity of work, the presentation of the work to the client (written and oral), the case study
and class discussion, the ability to work together as a team, the ability to work with the client,
group updates, and individual reflections on the process. Peer evaluations, input from clients
and professor observations may provide evidence that not all group members deserve the
same grade for the project. A detailed rubric, update and reflection prompts, and peer
evaluation forms are in a separate handout that is also posted on Moodle.
The clients determine 10% of your grade. I share my grading standards with the clients. Here
they are for you:
A
Exceeds expectations: Professional. Work worth paying for!
B
Meets expectations: What was expected from in a Puget Sound Senior Research
Seminar.
C
Approaching expectations: There was value added, but not as much as expected.
D/F Did not meet expectations: Possibly not worth the client’s time in meeting with students.
Major errors. Inappropriate behavior. Poor to very bad.
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BUS482: Strategic Management & Consulting, Fall 2013
Professionalism (160 points)
Senior Seminar is a course—and a bridge to the professional world. Professionalism is an
encompassing term that describes a standard of behavior and action that is admirable in a
given profession. The Business Dictionary defines professionalism as “meticulous adherence to
undeviating courtesy, honesty, and responsibility in one’s dealings with customers and
associates, plus a level of excellence that goes over and above the commercial
considerations and legal requirements.”
Your current profession is that of a student. And you are quickly moving forward into a new
profession. The Professionalism grade will be merited by how closely you adhere to the
definition above. Some specific behaviors that contribute to professionalism include keeping
commitments (being present and timely for class and meetings), being thoroughly prepared
for class and meetings, actively listening, providing feedback, engaging in discussion in a
manner that moves the conversation forward or expands it, inviting others into the
conversation, and communicating appropriately. Case preparation assignments and quizzes
(given as needed to incentivize/assess preparation) are also included in this grade. I try to
observe your behaviors each day and make notes so that I may accurately assess you
throughout the term. Professionalism is not only behavior but includes an attitude of
respectfulness and honesty.
Professional Development (90 points)
You are expected to attend at least two professional meetings during the term; you may
attend one networking event and one content-based event, or two content-based events.
You will write a short report on each meeting. Please attend events that interest you. The
meetings may be chosen from a list posted on a GoogleDoc or you are encouraged to find
an event that interests you (please send me a short e-mail with a link to the event to ensure its
suitability). Extra credit is possible for attending an extra meeting or having a follow-up
meeting with someone you met at an event. You must complete one professional
development report by October 17th; the other by November 26th. Each report is worth 35
points. By September 19th, you must submit a description of a job that you would like to obtain
and a current resume and cover letter suitable for that position (20 points possible).
Professional Development documents may be submitted electronically or in paper format. If
submitted electronically, please use the naming convention 490yourlastname prof1.doc or
“prof2” or “resume” or “cover.”
Final Exam (100 points)
A 15-minute oral exam will be conducted during finals week with me. You will receive three
questions related to course concepts and materials. After 15-minutes of preparation, you will
answer the questions; I will ask clarifying questions to assess your depth of understanding.
Guidelines, sample questions and a schedule will be distributed November 26th. You may take
your exam any day during finals week.
Electronic Devices and Cell Phone Policy
You are encouraged to take notes in whatever form is most useful to you. However, due to
the distraction potential of electronic devices (laptops, tablets, smartphones, etc.) to you and
to your classmates, if you use an electronic device in class, you will be expected to
demonstrate that you are using it for legitimate class purposes on a regular basis. If you are
using it to surf the web, check your e-mail, etc., you will be asked to leave the classroom and
to not use your electronics in class in the future.
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BUS482: Strategic Management & Consulting, Fall 2013
Please turn your phone off before entering the classroom. If there is a legitimate need for you
to be available via phone, please talk to me before class starts. Texting in class is
unacceptable. If you cannot resist the temptation of the phone, you need to check your
phone in with me at the beginning of each class session.
Grading:
There are 800 points possible in this course. The distribution of points is as follows:
Consulting Project
Professionalism
Professional Development
Final Exam
450 points
160 points
90 points
100 points
800 points
Grades will be assigned based on points earned. The standard 90% (A), 80% (B), 70% (C), 60%
(D) and less (F) divisions will be used. Plus and minus grades will be earned by those in the top
and bottom two percentiles. Prof. Claire’s mindset: A exceeds expectations, B meets
expectations, C approaches expectations, D/F do not meet expectations.
Integrity, honesty and respect are expected in this class. Please refer to the section on
academic honesty in the Logger Academic Handbook (http://www.ups.edu/x4718.xml) for
details.
Accessibility and Accommodation
If you have a physical, psychological, medical or learning disability that may impact your
course work, please contact Peggy Perno, Director of the Office of Accessibility and
Accommodations, 105 Howarth, 253.879.3395. She will determine with you what
accommodations are necessary and appropriate. All information and documentation is
confidential.
Classroom Emergency Response Guidance
Please review university emergency preparedness and response procedures posted at
www.pugetsound.edu/emergency/. There is a link on the university home page. Familiarize
yourself with hall exit doors and the designated gathering area for your class. If building
evacuation becomes necessary (e.g. earthquake), meet your instructor at the designated
gathering area so she can account for your presence. Then wait for further instructions. Do
not return to the building or classroom until advised by a university emergency response
representative. If confronted by an act of violence, be prepared to make quick decisions to
protect your safety. Flee the area by running away from the source of danger if you can
safely do so. If this is not possible, shelter in place by securing classroom or lab doors and
windows, closing blinds, and turning off room lights. Stay low, away from doors and windows,
and as close to the interior hallway walls as possible. Wait for further instructions.
4
BUS482: Strategic Management & Consulting, Fall 2013
Course Outline:
This schedule is subject to change.
Wk: Day
1: Tues
Date
9/3
Topic
Course
introduction,
Strategy
1: Thurs
9/5
Forming
groups,
Strategy,
Case
discussion
**Reading:
2: Tues






9/10
**Reading: 


Objectives
Provide course overview.
Learn about consulting clients.
Understand the strategic
process.
Get to know everyone in the
class.
Provide input for me to assign
consulting project groups.
Understand what you need to
learn to develop strategies.
Learn how to read a case.
Apply strategic planning and
management tools to an
organization.
Study Questions
Important Notes*
 What do you value most in group
members?
 What strengths and weaknesses do you
bring to a team effort?
 Pay particular attention to “Building Team
Performance” in the reading.
 What is a strategy? Why is it important?
 What is competitive advantage?
 How do you figure out what a firm
does/does not do well? How do you learn
about its environment? How can you best
prepare for case discussion?
 Complete case preparation.
NFTE case prep (P).
Please make an extra effort to be in
class today
Syllabus (M)
The Discipline of Team by Jon R. Katzenbach & Douglas K. Smith. Harvard Business Review, Jul/Aug 2005, 83:7/8, p.162-171 (L)
Chapter 1 on strategy (SM)
What is Strategy? By Michael E. Porter. Harvard Business Review, Nov/Dec 1996, 74:6, p.61-78 (L)
Appendix on how to read cases (SM)
NFTE case (C)
Teams,
Gain skills to be more effective in  How do you speak with others? How do
Develop team norms. Make contact with
Communica- your consulting projects.
you communicate in written form? How can
your client; meet if possible. Do your
tion,
Create better working
you improve?
homework on the organization. Secret
Feedback,
relationships with client.
 Why do you think the “Principles of
shop (if relevant).
Consulting
Create more effective teams.
Conduct” in Masterful Consulting are or are
Learn to give feedback.
not important? What do you think is
Get consulting assignment.
important?
Develop team norms.
 Consider how you best give/receive
feedback.
 What team norms would you like to have?
Masterful Consulting by Keith Merron. Consulting to Management, Jun 2005, 16:2, p.5-58 (M)
The Art of Creating Smart Questions by Steven S. Benson, William J. Chandon & Gerald Nadler. Consulting to Management, Dec 2005,
16:4, p.19-23 (M)
Delivering Coaching Feedback by Vivette Payne, Chapter 5 of Coaching for High Performance. 2007, p.79-95 (L)
*Unless noted, assignment are due by the start of class. P = paper copy E = electronic copy Items in Garamond italics relate to the Timeline for the strategic consulting project.
**Reading assignments should be completed before class on the date listed.
SM = Strategic Management course packet BP = Beyond Performance C = case packet M = Moodle L = access through library databases W = access through website
5
BUS482: Strategic Management & Consulting, Fall 2013
Wk: Day
2: Tues Thurs
2: Thurs
Date
9/1012
9/12
**Reading:
3: Tues





9/19
**Reading: 
3: Thurs9/19Fri
20
4: Tues
9/24
**Reading:
Objectives
Study Questions
Important Notes*
Meet briefly with Dr. Claire
Strategic
process,
Environment
9/17
**Reading:
3: Thurs
Topic

Thoroughly understand the
 Complete case preparation
National Geographic case prep
strategic planning process.
(P).
Gain a clear understanding of
how internal and external
environments impact strategy.
Understand the difference
between the internal, task &
general environments.
Building your Company’s Vision by James C. Collins and Jerry I. Porras. Harvard Business Review, Sep/Oct 1996, 74:5, p.65-77 (L)
Are you Solving the Right Problem? By Dwayne Spradlin. Harvard Business Review, Sep 2012, 90:9, p.84-93 (L)
National Geographic case (C)
Internal and
Understand the resource-based
 What are your client’s most valuable
Meet with client. Clarify. Research
external
view of the firm.
resources and capabilities?
external and internal environments.
environIdentify resources and apply
 Think about how the questions of the VRIO
ments
VRIO framework.
framework (Table 3.1) may be applied to
Learn what sorts of resources
resources in your client firm.
confer sustained competitive
 Why is the general environment important
advantage.
for strategy creation?
Gain a better understanding of
 How does a Porter’s five forces analysis help
Porter’s five forces.
us make strategy?
Chapter 2 on External Environment (SM)
Chapter 3 on Internal Environment (SM)
Research
Learn how to find data from
 What do you need to learn?
Due at 8am: Reflection1(E).
which to build strategies.
 What sources are you finding helpful in
Resume & cover letter (P).
Learn how to fill data holes.
learning about your client firm and its
Gain skills to conduct primary
environments?
research.
 What are the pros and cons of various
sources?
 How can you collect data most effectively
and efficiently?
Getting into your Competitor’s Head by Hugh Courtney, John T. Horn & Jayanti Kar. McKinsey Quarterly, 2009, 1, p.128-137 (L)
Meet with Dr. C. for update 1 (bring
written update).
Internal and
Improve your skills in analyzing
 Complete case preparation
IMAX case prep (P).
external
the internal and external
Research! Begin writing your case.
environment
environments.
s, Research
Gain ideas about research
sources.
IMAX case (C)
*Unless noted, assignment are due by the start of class. P = paper copy E = electronic copy Items in Garamond italics relate to the Timeline for the strategic consulting project.
**Reading assignments should be completed before class on the date listed.
SM = Strategic Management course packet BP = Beyond Performance C = case packet M = Moodle L = access through library databases W = access through website
2
BUS482: Strategic Management & Consulting, Fall 2013
Wk: Day
4: Wed
4: Thurs
Date
9/25
9pm
9/26
**Reading:
5: Tues
Topic
Presentations


10/1
**Reading: 
5: Thurs
10/3
**Reading:
6: Tues
10/8
6: Thurs
10/10
7: Tues
10/15
7: Thurs
10/17

**Reading: 
7: Thurs
10/17
8: Tues
10/22
Objectives
Study Questions
Learn to give better
presentations.
Case writing, Learn to write a short business
 What are the fundamental components of
Presentations case.
cases we’ve read?
Learn to present more
 What are the best/worst presentations
effectively.
you’ve attended? Why?
Identify the key issue(s) your
team wants input on.
Read at least three cases from previous seminars (M)
View Presentation Zen: on reserve at the library or 9/25 at 9pm in Battin Lounge (see above)
Internal and
Understand how environments
 Complete case preparation.
external
impact strategy.
environment, Refine your ability to do a SWOT
SWOT
analysis.
Important Notes*
Optional Presentation Zen viewing
in Battin Lounge – w/snacks&drinks
Make Green Delicious case prep
(P).
Research! Write your case. Prepare for
class discussion. Ask for client feedback.
Make Green Delicious case (C)
Strategic
Connect the analysis tools.
 Now that you’ve completed your strategic
Each team brings two print copies
analysis
Learn how the tools lead to
analyses, what does each tell you about
of draft VRIO, Porters and SWOT (P).
should lead
strategy.
appropriate strategies for your client?
to strategy
Understand how to make a
 How do the analyses combine to inform
strategic choice.
strategic choice?
Bringing Science to the Art of Strategy by A.G. Lafley, Roger L. Martin, Jan W. Rivkin & Nicolaj Siggelkow. Harvard Business Review, Sep
2012, 90:9, p.56-66 (L)
Class cases
Learn about other projects.
Case must be posted 48 hours
Think critically.
before class discussion.
Provide constructive input for
Research. Think. Write your case.
colleagues.
Prepare for class discussion. Provide and
use feedback. Revise background sections.
Develop range of solutions.
For each day 10/8-10/17, read the two class-created cases (M)
Professional
Developmnt
Fall Break
Prof. Dev. Report 1 (P or E)
Enjoy
*Unless noted, assignment are due by the start of class. P = paper copy E = electronic copy Items in Garamond italics relate to the Timeline for the strategic consulting project.
**Reading assignments should be completed before class on the date listed.
SM = Strategic Management course packet BP = Beyond Performance C = case packet M = Moodle L = access through library databases W = access through website
3
BUS482: Strategic Management & Consulting, Fall 2013
Wk: Day
8: Thurs
Date
10/24
**Reading:
9: Tues
Topic
Generic
business level
strategies



10/29
**Reading: 
9: Thurs
10/31
**Reading: 
10: Tues
11/5
**Reading:

Objectives
Study Questions
Important Notes*
Understand the difference
What is a cost leadership strategy? What are
Reflection 2 (E)
between corporate level and
its sources?
Update 2 (E)
business level strategies.
What is a differentiation strategy? What are its Don’t let yourself relax too much! Jump
Understand the three basic
sources?
back into work on the additional research
business level strategies: cost
What is a focus strategy? What are its
and strategies as soon as fall break is over.
leadership, differentiation and
sources?
focus.
How might our class’ clients utilize each of the
For each strategy, understand its
strategies?
sources, benefits and risks.
Chapter 4 on Cost Leadership (SM)
Chapter 5 on Differentiation (SM)
Using Generic Strategies: Some Caveats by Lim Gaik Eng. Singapore Management Review, Jan 1994, 16:1, p.43-49 (L)
Strategy
Gain a better understanding of
 Complete case preparation.
Novozymes case prep (P).
the generic business level
Develop a range of solutions. Seek
strategies and how they are
feedback from client. Prioritize.
used.
Novozymes case (C)
Creating
Understand the difference
 What is performance? Health? What is the
performance between performance and
difference? Why does each matter?
and health
health.
 Evaluate your client on the nine elements of
Experience how research builds
organizational health.
credibility.
 Which archetype is your client?
Internalize the elements of
 How are/could your client’s capabilities be
organizational health.
supported by the three systems?
Understand what a mindset is,
 What is your client’s mindset? How does it
why it’s important and how it
need to change? How can you help?
can be changed.
Beyond Performance Introduction through Chapter 4 (BP)
Execution,
Understand how initiatives should  How can firms effectively execute strategy?
Assessment
be balanced.
 Why is it difficult to execute strategy?
Be able to use the levers of
 What levers do you have to influence
influence.
execution?
Understand the change engine.
 How can you assess the change you’re
Learn to measure impact.
trying to make?
Be able to use centered
leadership.
Beyond Performance Chapters 5-7 (BP)
Develop execution plans. Schedule final
presentation. Build on revised case to
continue writing draft final report.
*Unless noted, assignment are due by the start of class. P = paper copy E = electronic copy Items in Garamond italics relate to the Timeline for the strategic consulting project.
**Reading assignments should be completed before class on the date listed.
SM = Strategic Management course packet BP = Beyond Performance C = case packet M = Moodle L = access through library databases W = access through website
4
BUS482: Strategic Management & Consulting, Fall 2013
Wk: Day
10: Thurs
Date
11/7
**Reading:


11: Tues
11/12
**Reading:
11: Thurs
11/14
**Reading:
12: Tues


11/19
**Reading:
12: Thurs




11/21
**Reading:

Topic
Objectives
Study Questions
Important Notes*
Strategy
Understand how to execute and
 Complete case preparation.
KaBoom case prep (P).
execution &
assess a strategy effectively.
assessment
Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan & David P. Norton. Harvard Business Review,
Jul/Aug 2007, 85:7/8, p.150-161 (L)
KaBoom case (C)
Report
Think critically about what you
 What does the client need to know?
Refine execution plans. Develop
writing,
need to include in your client
 What do you need to demonstrate mastery
assessment measures. Write draft final
Presentareport.
of for Dr. C.?
report.
tions
Develop an outline for your client  How can you best communicate in written
report.
form?
Learn to make interesting,
 How can you make your communication of
focused presentations.
your findings and recommendations
compelling?
Five Quick Ways to Trim—and Improve—Business Writing by John Clayton. Harvard Management Update, Sep 2008, 13:9, p.3-5 (L)
BUS482 Project Rubric in Strategic Consulting Project Guide (handed out in class and on Moodle)
Strategic
Learn other approaches to
 How can simple rules substitute for
tools and
strategy.
strategy?
approaches
Practice with new tools such as
 What other models for strategy creation
simple rules, McKinsey 7S and
have you learned about?
scenario planning.
Strategy as Simple Rules by Kathleen M. Eisenhardt & Donald N. Sull. Harvard Business Review, Jan 2001, 79:1, p.106-116 (L)
Adaptability: The New Competitive Advantage by Martin Reeves & Mike Deimler. Harvard Business Review, Jul/Aug 2011, 89:7//8,
p.134-141 (L)
Re-Thinking
Evaluate your chosen strategy.
 How did your strategies fare in the tests?
Draft report (E)
Strategy
Learn to approach strategy
 What new thinking is needed?
Refine your final report. Plan your
differently.
 What new conversations and exploration
presentation
are needed?
Have you Tested your Strategy Lately? By Chris Bradley, Martin Hirt & Sven Smit. McKinsey Quarterly, 2011, 1, p.40-53 (L)
How We Do It: Strategic Tests from Four Senior Executives by Raymond Gilmartin, David Speiser, Gail Musden & Jeffrey Elton. McKinsey
Quarterly, 2011, 1, p.54-49 (L).
Difficult
Learn to communicate
 How do you act/react in stressful
Discussions
information that may not be
conversations?
what your client wants to hear.
 What is a stressful conversation you may
Practice techniques.
face in this class?
 Which techniques do you want to try?
Taking the Stress Out of Stressful Conversations by Holly Weeks. Harvard Business Review, Jul/Aug 2001, 79:7, p.112-119 (L)
*Unless noted, assignment are due by the start of class. P = paper copy E = electronic copy Items in Garamond italics relate to the Timeline for the strategic consulting project.
**Reading assignments should be completed before class on the date listed.
SM = Strategic Management course packet BP = Beyond Performance C = case packet M = Moodle L = access through library databases W = access through website
5
BUS482: Strategic Management & Consulting, Fall 2013
Wk: Day
13: Tues
Date
11/26
Topic
Leading
strategic
change
**Reading: 
13: Thurs 11/28
14: Tues
12/3
**Reading:
14: Thurs



12/5
**Reading:

15: Mon
15: Tues
12/9
12/10
15: Wed
15: Thurs
& Fri
Finals
12/11
12/1213
12/1620
Objectives
Gain insight into how you could
lead strategic change in an
organization (as opposed to
consulting).
Integrate the performancehealth transformation model.
Study Questions
 If you were suddenly CEO of your client
organization, how would you lead change?
 How much of the model in exhibit 10.1 did
you do in your project? Do you need to
make changes?
 How does your client fare on the tests of
transformational change?
Important Notes*
Prof Dev Report 2 (P/E)
Final exam guidelines distributed.
Refine your final report and presentation.
Beyond Performance Chapters 8-10 (BP)
Happy Thanksgiving!
 What role did your client CEO play? How
Proofread your final report and
might you help him/her take a leadership
presentation. Present to client.
role?
 What do you aspire to in leadership?
 What might your leadership journey look
like?
 What challenges might you face in your first
supervisory role?
How Strategists Lead by Cynthia Montgomery. McKinsey Quarterly, 2012, 3, p.67-73 (L)
Level 5 Leadership: The Triumph of Humility & Fierce Resolve by Jim Collins. Harvard Business Review, Jul/Aug 2005, 83:7/8, p.136-146 (L)
Becoming the Boss by Linda A. Hill. Harvard Business Review, Jan 2007,85:1, p.48-56 (L)
Leadership
Discuss leaders who you want to
 What type of leader do you like to follow?
follow & who you want to be as
 What type of leader do you aspire to be?
a leader.
Envision a path to your goals.
In Praise of the Incomplete Leader by Deborah Ancona, Thomas W. Malone, Wanta J. Orlikowski & Peter M. Senge. Harvard Business
Review, Feb 2007, 85:2, p.92-100 (L)
Last day to present to client.
Sharing your
Share and learn about the
 Be prepared to share your project with your
Last day of class.
Work
variety of strategic consulting
classmates.
projects you worked on this term.
Electronic copy of final report due
Reading
Reading 
Period
Period
Final Exam
Demonstrate mastery of the
Schedule your final exam
course concepts and material.
individually on any day during the
week.
Leadership
Discuss a leader’s role in strategy.
Discuss the challenges of
leadership positions.
Evaluate Prof. Claire
Final consulting report (P) is due at time of final presentation: One copy for Dr. C., one for the client. Electronic copy of report due by the last day of class.
Final reflection (P) and peer eval (P/E) should be written no sooner than two days after your final presentation. They must be received by the end of finals
week.
*Unless noted, assignment are due by the start of class. P = paper copy E = electronic copy Items in Garamond italics relate to the Timeline for the strategic consulting project.
**Reading assignments should be completed before class on the date listed.
SM = Strategic Management course packet BP = Beyond Performance C = case packet M = Moodle L = access through library databases W = access through website
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