Cambridge Judge Business School

Executive Education

STRATEGIC THINKING FOR

THE CXO
 Strategic Thinking for the CXO

“
OVERVIEW

Business in the 21st century is fast-changing

and has been foregrounded by global
disruptions such as the COVID-19 pandemic.
This is creating unprecedented volatilities
and posing enormous challenges for 90%
organisations around the world. It is now Executives believe that the
more important than ever to formulate, pandemic will fundamentally
adapt and execute strategies effectively for change the way they do business
surviving and thriving in today's business over the next 5 years.
environment.

Hence, ask yourself these questions:

85%
Are concerned that the pandemic
Is my strategy adaptable to massive will have a lasting impact on their
changes in consumer behaviours? customers’ needs and wants over
the next 5 years.
Will there be new competitors in the
market as a result of new market forces at
play? 21%
At what point do I pursue strategic Have the expertise, resources and
alliances with other industry players? commitment to pursue new
growth successfully.
Should I consider new corporate
strategies in light of global events?

Enrol in this eight-week programme with

Cambridge Judge Business School faculty
and develop a robust understanding of
how to strengthen organisational resilience
while maintaining a competitive
advantage for long-term success. You will
learn a variety of frameworks and models
67%
“
Believe this will be the most
challenging period in their career.

McKinsey & Company

to examine the business ecosystem and

assess the capabilities of your organisation.
These tools will help detect early signs of disruptions, therefore, providing you the opportunity
to create forward-looking and successful strategies like Amazon and Apple.

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 Strategic Thinking for the CXO

WHO IS THIS PROGRAMME FOR?

Participants will learn a variety of frameworks to examine the competitive environment

and assess the relative position of their organisation to identify early signs of disruption.

This programme is ideal for:

CXOs responsible for short- and long-term strategy, growth and business continuity
at the firm level.

Mid- to Senior-Level Management Executives responsible for building a strategic

roadmap that is adaptable for any market environment.

Corporate Strategy Heads who need to monitor and report on new growth
opportunities, areas for achieving efficiency and advising organisational strategy.

Strategy Consultants advising clients on business transformation and growth,

as well as mapping out business recovery strategies.

PROGRAMME HIGHLIGHTS

Key Takeaways
By the end of this programme you will be able to:

DISCUSS USE
the core concepts, principles and strategic frameworks, models and tools
practices associated with strategy to formulate, evaluate and improve
formulation, evaluation and execution. strategies.

ANALYSE IDENTIFY
critical, real-world business inflection points that are the harbingers
situations and develop creative, of large, systemic changes, such as digital
strategic solutions. transformation and pandemics.

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 Strategic Thinking for the CXO

FEATURED FRAMEWORKS INCLUDE:

Maintaining competitive advantage in a post-crisis environment is challenging. Through

this programme , you will learn a variety of frameworks and models for formulating,
evaluating and executing strategies:

Resource-Based View (RBV) Model: Exploit existing opportunities using available

resources. Determine the strategic resources you can leverage to achieve a sustainable
competitive advantage.

Blue Ocean Strategy: Identify opportunities to reconstruct the industry. Make

competition irrelevant and align your business for differentiation while reducing costs.

Business Ecosystem Mapping: Advance your thinking beyond industry; think

business ecosystem. Tap the nine-step strategic process for identifying new value
creation opportunities.

The Resource-Process-Value (RPV) Framework: A useful way to frame the challenge

of integrating acquisitions and assess your organisation’s capability to grow and
respond to opportunities.

A Model of Intended, Deliberate and Realised Strategy: A model that helps

organisations manage strategies in face of uncertainty and change.

The Strategy Palette: A matrix that reveals five unique environments, each of which
requires a unique approach to strategy and execution.

The Management Model Framework: A framework for operationalising a firm’s

management model; going beyond what and why to how work gets done in
organisations.

Balanced Scorecard (BSC) Framework: A multidimensional measurement and

accountability framework for strategy execution. It allows managers to measure
forward-looking indicators that link intangible assets and articulate a clear theory of
value creation, ensuring that employees, processes and business functions are aligned
with company goals.

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 Strategic Thinking for the CXO

FEATURED CASE STUDIES AND EXAMPLES:

Throughout the programme, you will analyse different companies facing very different
scenarios and reflect on the outcomes, as well as consider alternate decisions.

Lego Salesforce
Discover what had led the Explore how Salesforce.com
LEGO group to the edge of devised a Blue Ocean strategy,
bankruptcy and discuss allowing it to sustain its
what you would do to turn market leadership position in
the company around. the crowded CRM space for
over a decade.

Honda Starbucks
Learn from Honda's journey Explore how Starbucks has
how to embrace change been adapting to the COVID-19
and uncertainty with pandemic.
strategic adaptability.

Other examples include:

Amazon, Apple, Airbnb, Cisco, Disney, Facebook, Gillette, Harley-Davidson, HP, IBM,
Lenovo, Monsanto, Microsoft, Netflix, Nokia, NVDIA, Ping An Insurance, Ryanair, Slack,
The Body Shop, TikTok, TATA, Uber, Tag Heuer, General Electric, Unilever and Walmart.

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 Strategic Thinking for the CXO

SYLLABUS

Module 1: Introduction to Strategy

What is strategy? Understand the scope of your organisation in a challenging environment to produce
goal-oriented results. Focus on the core building blocks to make strategic choices and carry them to reality.
Define strategy and differentiate it from vision, mission and tactics.
Discuss best practices of strategy formulation in the real world.
Apply Porter's 5 Forces model and the Resource-Based View (RBV) to evaluate strategies.
Analyse cost-leadership strategy of real-world companies.

Module 2: Frameworks for Creating Breakthrough Strategies

The key to success is creating an adaptive business capable of sustaining dynamic environments.
Generate winning strategies and learn how to renew them in times of crisis for a competitive advantage.
Analyse the differentiation strategy of real businesses.
Differentiate Blue Ocean strategy from Red Ocean strategy.
Apply the tools of Blue Ocean Strategy to analyse real-world business cases.

Module 3: Good vs. Bad Strategy in 21st Century

Understand the key differences between a good and bad strategy to create a great strategy. Translate this
into your organisational strategy to achieve your goals in times of uncertainty.

Discuss how tech titans such as Microsoft and Apple benefit from network effects.
Recognise how the parameters of competition and rivalry have shifted.
Apply the power-based model to evaluate strategies.

Module 4: Beyond Industries: Strategy in Ecosystems

Get an introduction to ecosystems and why it is important to think beyond an industry. Then identify
new value creation opportunities in your ecosystem to create breakthrough strategies.

Explain what an ecosystem is and why it is important.

Examine business strategy in an ecosystem.
Articulate the key risks of an innovation ecosystem.
Map business ecosystem following the “nine-stage process”.

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 Strategic Thinking for the CXO

Module 5: Growth, Competition and Mergers & Acquisitions

Explore key aspects of managing growth and competition, including alliance, coopetition and mergers &
acquisitions. We examine how legacy companies cope with competition from outside their industry along
with alternative ways to expand and diversify.

Define growth and categorise different strategies of growth.

Identify ways to manage external competition as well as opportunities for co-opetition and alliances.
Apply tools and best practices to strategise for mergers & acquisitions.
Propose growth strategies for companies during crises such as the COVID-19 pandemic.

Module 6: Corporate Strategy: New Ways of Conceptualising It

Get an in-depth understanding of corporate strategy. Learn how to establish corporate strategies to
evaluate the need and impact in turbulent times.
Articulate the definition and the golden rules of corporate strategies.
Analyse the failed and successful diversification strategies.
Make recommendations for diversification by analysing the conditions under which diversification
creates value.

Module 7: Emergent Strategies

Learn how to make adjustments to survive and capitalise external environments. Understand intended
and emergent strategies, agility, adaptation & pivoting and the models of management.

Define emergent strategy.

Recognise the dynamic nature of strategy and the importance of flexibility and adaptation.
Apply the strategy palette framework to devise and adapt strategy according to the competitive
circumstances.
Use the management model framework to evaluate and improve management models.

Module 8: Execution and Implementation of Strategy

Once you have a strategy, what's next? Master how to execute a plan to achieve your objectives
and the key challenges associated with it.

Recognise the importance of strategy execution.

Apply the balance scorecard framework for managing strategy execution.
Discuss best practices and tactics for strategy execution and implementation.

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 Strategic Thinking for the CXO

THE LEARNING EXPERIENCE

The Strategic Thinking for the CXO programme is an eight-week journey that includes live
and recorded lectures, featured guest speakers, Q&A Sessions and moderated discussions.

Orientation Goal Setting

Get accurate information on how to There are learning goals set for each week,
optimise the learning platforms and including watching the video lectures and
opportunities available in this completing the assignments. All
programme. assignments have weekly deadlines.

Live Webinars Guest Speakers

During the programme, your faculty Get insight into proven strategies from
will host four live webinars. industry thought leaders.
Live webinars are usually conducted
between 1 p.m. and 3 p.m.
UTC on Tuesdays or Wednesdays.

Q&A Sessions Follow-Up

In addition to the live webinars, A Programme Support Team will follow-up
Course Leaders also host Q&A through emails and via phone calls with
sessions every week or every participants who are unable to submit their
alternate week to help participants assignments on time.
clarify any questions they may have
about the content.

Continuous Programme Assignments

Access Try-it activities:
You will continue to have access to Develop your own templates and tip
the videos and learning material for sheets to apply the strategic frameworks
up to 12 months from the and models at work.
programme start date. Follow the step-by-step guidance to map
an ecosystem.
Analyse real-world business situations
with strategic frameworks and models.
Discussion activities
Contextualise your learnings using
real-world problems, share your
experience with peers and exchange
key takeaways from lectures and guest
interviews.

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 Strategic Thinking for the CXO

PROGRAMME FACULTY

Dr. Kamal Munir

Reader in Strategy & Policy
Academic Director, Centre for Strategic Philanthropy (CSP)
Race & Inclusion Champion, University of Cambridge
Fellow of Homerton College
Dr. Kamal Munir has been teaching at Cambridge Judge Business School since
2000 and his research focuses on technological and business model disruptions at
the corporate and societal levels.

He has published several articles in leading organisational and technology journals, including the Academy of
Management Journal, Cambridge Journal of Economics, Industrial and Corporate Change, Organization Studies and
Research Policy, and presented his work at numerous international conferences. At the same time, he has written
numerous articles for newspapers and magazines including the Financial Times, The Guardian, Dawn and Economic
and Political Weekly. His work has been quoted and cited in several forums, including BBC’s Hard Talk, World
Economic Forum, Financial Times - among many others.

Dr. Munir has consulted for the State Bank of Pakistan, the World Bank and the Asian Development Bank. He has also
been a consultant to the governments of UK, Pakistan and Nigeria. In the private sector he served as a consultant
and trainer for several leading organisations. He is frequently invited internationally to speak on issues related to
social, technological and economic change.

Shahzad (Shaz) Ansari

Professor of Strategy & Innovation
Director of the MPhil in Innovation, Strategy & Organisation Programme
Professorial Fellow of St Edmund’s College
Professor Ansari’s areas of expertise in executive education include strategic
management, technological and business model innovation, social innovation and
corporate social responsibility. He has contributed to executive education
programs in many organisations, including McKinsey, Airbus. Shell, British Telecom,
China Development Bank, Nokia, Laing O’Rourke, UNICEF, Essex County Council, City & Guilds, KLEC (Kuala Lumpur
Education City), Shanghai University of Finance and Education among several others. He is frequently invited to speak
on issues related to strategy, innovation and social change. Professor Ansari is also a member of the Cambridge
Corporate Governance Network (CCGN).

He has published in several leading academic journals including Academy of Management Journal, Academy of
Management Review, Strategic Management Journal, Organization Science, Journal of Management Studies, Strategic
Organization, Research Policy, Industrial and Corporate Change, Journal of Management Inquiry and Organization Studies.

He serves on the editorial boards of Administrative Science Quarterly, Academy of Management Journal, Academy of
Management Review, Strategic Management Journal, Journal of Management, Organization Science, Journal of
Management Studies and Organization Studies. He is a a high performing member of the Erasmus Research Institute of
Management (ERIM) at Erasmus University in Rotterdam, the Netherlands and is an Honorary Professor of UCL, London.

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 Strategic Thinking for the CXO

CERTIFICATE

Upon successful completion of the programme, participants will be awarded a digital

Certificate of Completion by Cambridge Judge Business School Executive Education.

Date

L E
P
Your Name

M
completed

A
STRATEGIC THINKING FOR THE CXO

S
Cambridge Judge Business School
Executive Education
University of Cambridge

Allison Wheeler Heau Jane Davies

Director of Open Programmes Director
Cambridge Judge Business School Cambridge Judge Business School
Executive Education Executive Education
University of Cambridge University of Cambridge

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 Strategic Thinking for the CXO

ABOUT CAMBRIDGE JUDGE BUSINESS SCHOOL

Founded in 1990, Cambridge Judge Business School is part of the Faculty of Business and
Management at the University of Cambridge. In 1991 sponsorship from Sir Paul and Lady Judge
provided the funds that enabled construction of a building for the newly established school.
One of Britain’s most brilliant and innovative architects, John Outram, was chosen to design the
building, which has been widely acclaimed for its boldly imaginative and colourful design.

The reputation of Cambridge Judge Business School has grown rapidly and today it is
internationally celebrated as a provider of stimulating management education, with a particular
emphasis on entrepreneurship and innovation management. With a world-class faculty of over
50 members and a philosophy of collaboration, the School is a place where people from many
disciplines meet and share ideas – policy makers, entrepreneurs, leaders of industry, regulators,
not-for-profit organisations and academics. One of the main strengths of Cambridge Judge
Business School is its position at the heart of a vibrant entrepreneurial community – the so-called
Silicon Fen, or Cambridge Cluster. Cambridge and the area surrounding it is home to a multitude
of high-tech businesses and the School benefits from this proximity by drawing on experienced
business founders who can act as role models to aspiring entrepreneurs and business leaders.

Alumni: Cambridge Judge Business School’s global community has over 6200 members in more
than 100 countries worldwide; a truly international and dynamic network.

Cambridge Judge Business School Executive Education

Cambridge Judge Business School Executive Education offers a wide range of open enrolment
and customised programmes. These programmes are designed for organisations, business
professionals, managers, leaders and executives from many different functions who strive for
professional and personal growth. Programmes are developed to help executives and
organisations from both the private and the public sectors achieve operational excellence and
results.

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Cambridge ideas
have changed the
world. Over 100
Nobel Prizes have
been awarded
to Cambridge
alumni.

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 Strategic Thinking for the CXO

PROGRAMME FEE AND DURATION

Upon successful completion of the programme, participants will be awarded a digital

Certificate of Completion by Cambridge Judge Business School Executive Education.

USD 2,000
8 weeks, online

Singapore residents who wish to enrol in this programme will be charged GST.

PREREQUISITES

in English. All videos are recorded in English. All assignments are written in
?
English and are required to be responded to in English.

The programme requires you to have a device and 1 Mbps (or faster) Internet
connection. The device on which you access the programme should support
one of the following browsers: Chrome 71, Firefox 64, IE 11, Edge 42, Safari 11.

ABOUT EMERITUS

Cambridge Judge Business School Executive Education is collaborating with online education provider
Emeritus to offer a portfolio of high-impact online programmes. These programmes leverage Cambridge
Judge Business School’s thought leadership in technical practice developed over years of research,
teaching and practice.

By collaborating with Emeritus, we are able to broaden access beyond our on-campus offerings in a
collaborative and engaging format that stays true to the quality of Cambridge Judge Business School
Executive Education.

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Schedule a call with a
Programme Advisor to
learn how this programme
can help you

SCHEDULE A CALL

Apply for the programme here

APPLY NOW

This programme is being delivered in

collaboration with Emeritus.

Prospective participants with

questions on the programme are
encouraged to contact Emeritus,
for further information.

Email: cambridge@emeritus.org
Call: +44 122 858 5700

Cambridge Judge Business School

Executive Education
University of Cambridge
Trumpington Street
Cambridge CB2 1AG
United Kingdom

The organisers reserve the right to change

any details of the Programme without notice.
© JBS Executive Education Limited has
copyright of all original material contained in
this brochure.