Code
MGYF STR 5921
Level
M2
Field
Stratégie
Language
Français/French
ECTS Credits
2
Class hours
28
Total student load
40
Program Manager(s)
Department
- Management, Marketing et Stratégie
Educational team
Introduction to the module
This course is structured around two pillars of modern management: strategy and innovation management in the age of Artificial Intelligence (AI). AI is no longer limited to automating repetitive tasks; it now impacts the core of management - decision-making, team coordination, performance tracking, and talent management. AI represents an opportunity, provided one understands what is changing and what should remain unchanged but be 'augmented.' Students will first explore the operational applications of generative AI as well as key strategic concepts and notions such as value creation mechanisms, governance structures, stakeholder management, and dynamic capabilities. This part of the course will specifically provide an opportunity to further examine competitive analysis tools and methods, and to conduct comprehensive strategic diagnostics (finance) to build high-performing and sustainable organizations. In the second part of the course, they will delve into key concepts of innovation management (R&D, IP, ecosystems, digital innovation, etc.) to understand how to transform research and new ideas into commercial value. This second component will allow students to master and design the outlines of an innovation strategy in a VUCA context."
Learning goals
- 5. Élaborer une vision stratégique et innovante, en s’appuyant sur les potentiels de l’intelligence digitale et sur un écosystème favorable
Learning objectives
- 5.1 - Monitor global and systemic changes in ecosystems in an international environment with a view to anticipating possible transformations and innovations and proposing proactive and proportionate responses to the major issues and challenges ahead.
Course Learning objectives
Niveau 5 (Évaluer) : À l’issue de ce cours, l’étudiant sera capable de diagnostiquer et de critiquer le positionnement stratégique d'une organisation face aux ruptures technologiques induites par l’IA, en évaluant de manière transversale les opportunités et les risques au sein de sa chaîne de valeur et de son écosystème Niveau 6 (Créer). A l’issue du cours l’étudiant sera notamment capable de concevoir et de justifier ses choix et orientations stratégiques y compris en matière de RSE (ODD 8 et 9).
Level 5 (Evaluate) : By the end of this course, students will be able to diagnose and critique an organization's strategic positioning in the face of AI-driven technological disruptions, by cross-functionally evaluating the opportunities and risks within its value chain and ecosystem.
Level 6 (Create) : By the end of the course, students will be able to design and justify their strategic choices and orientations, including those related to CSR (SDGs 8 and 9).
Content : structure and schedule
Part 1: Global Strategic Intelligence and Ecosystem Diagnosis
Morning (Theory): Methods and tools for conducting strategic intelligence on global systemic shifts. Analysis of the international environment in the AI era using PESTEL models and Porter's 5 Forces. Identification of major technological disruptions to anticipate future sector transformations within a VUCA context.
Afternoon (Case Study): Analysis of a changing global business ecosystem. Students will perform an external diagnosis aimed at identifying weak signals of disruptive innovation and mapping global systemic opportunities and threats.
Part 2: Internal Diagnosis, Finance, and Organizational Resilience (SDG 8.2)
Morning (Theory): Evaluating the organization's proactive response capability through the value chain and the Resource-Based View (RBV). The strategic role of corporate finance as a lever for technological modernization and sustainable value creation. Focus on SDG 8.2: economic productivity through innovation and modernization.
Afternoon (Case Study): Internal resource audit and financial analysis of an international organization. Students will evaluate the company’s capacity to fund and implement a proportionate response to shifts in its global environment.
Part 3: Innovation Management and Ecosystem Orchestration (SDG 9.5)
Morning (Theory): R&D management strategies and intellectual property in an international competitive environment. Navigating and orchestrating business ecosystems and partnership networks to foster viable and sustainable innovations. Focus on SDG 9.5: enhancing scientific research and technological capabilities.
Afternoon (Case Study): Development of a strategic innovation "Blueprint". Designing an ecosystem collaboration architecture to transform a technological breakthrough (e.g., generative AI) into a resilient competitive advantage.
Part 4: Project Management, Agility, and Operational Response (SDG 9.a)
Morning (Theory): Complex project management throughout its lifecycle to ensure a proportionate operational response. Mastering Agile methods to drive continuous transformation in the face of global uncertainties. Strategic risk management and operational alignment. Focus on SDG 9.a: facilitating sustainable and resilient infrastructure development.
Afternoon (Case Study): Simulation of complex project management under extreme constraints. Students will plan the deployment of a proactive strategic solution, integrating organizational agility to address the major challenges and key stakes identified during the initial strategic intelligence phase.
Sustainable Development Goals
ODD 8 & 9 / SDGs 8 & 9
Sustainable Development Goal 8 promotes sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. This module specifically explores the levers that enable a company to generate sustainable growth and balanced long-term value creation. Corporate strategy and finance are at the heart of responsible economic performance, based not only on profitability but also on social and environmental responsibility. Strategic analysis tools (PESTEL, Porter’s Five Forces, value chain) help identify the factors of sustainable competitiveness by integrating environmental and social dimensions into value creation. The explicit link with corporate governance and stakeholder management promotes managerial practices that foster a fair and inclusive work environment, in line with Target 8.2 (“Achieve higher levels of economic productivity through diversification, technological upgrading, and innovation”).
Mastering corporate finance develops a management approach focused on sustainable growth, supported by performance indicators that integrate economic and social sustainability.
In sum, this module supports SDG 8 by training students to design strategies that balance competitiveness, productivity, and social responsibility — laying the foundations for a sustainable and inclusive economy.
Justification for SDG 9 – Strategic Management of Technology and Innovation
Sustainable Development Goal 9 aims to build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation. This module directly aligns with these aims, as it places technology, research, and innovation at the core of organizational performance and transformation.
Research & Development, intellectual property, and innovation management represent concrete levers of SDG 9, especially Target 9.5 (“Enhance scientific research and upgrade the technological capabilities of industrial sectors”). By studying technological entrepreneurship, research commercialization, and innovation ecosystems, students explore how companies contribute to sustainable industrialization rooted in collaboration and green innovation. Concepts such as collective strategies, co-innovation, and networks promote the creation of ecosystems capable of addressing technical and societal challenges, contributing to an economy based on shared value creation and resilient infrastructure.
Thus, the module on innovation management directly supports SDG 9 by equipping future professionals with the ability to develop technologies and business models that advance smart, sustainable, and inclusive industrialization.
Number of SDG's addressed among the 17
2
Learning delivery
synchrone
Pedagogical methods
Seminar / lecture(s): Yes
Case study(ies): Yes
Practical work : Yes
Presentation(s): Yes
Online learning component: Yes
Mentoring: Yes
Learning journey: No
Strategy games / competitions: No
Debate(s): Yes
Evaluation and grading system and catch up exams
Group assessment: 40% Case studies
Individual Assessment: 60% (Theory questions / Mini case study)
The final grade may be adjusted based on individual participation (lateness, unexcused absences, etc.).
Resit (CF2): Theory questions / Mini case study. The grade is capped at 10/20.
In the event of failure to pass the resit (CF2), an extension of studies may be granted by the academic board.
Module Policies
Professor-Student Communication
● The professor will contact the students through their school email address (IMT-BS/TSP) and the Moodle portal. No communication via personal email addresses will take place. It is the student responsibility to regularly check their IMT-BS/TSP mailbox.
● Students can communicate with the professor by emailing him/her to his institutional address. If necessary, it is possible to meet the professor in his office during office-hours or by appointment.
Students with accommodation needs
If a student has a disability that will prevent from completing the described work or require any kind of accommodation, he may inform the program director (with supporting documents) as soon as possible. Also, students are encouraged to discuss it with the professor.
Class behavior
● Out of courtesy for the professor and classmates, all mobile phones, electronic games or other devices that generate sound should be turned off during class.
● Students should avoid disruptive and disrespectful behavior such as: arriving late, leaving early, careless behavior (e.g. sleeping, reading a non-course material, using vulgar language, over-speaking, eating, drinking, etc.). A warning may be given on the first infraction of these rules. Repeated violators will be penalized and may face expulsion from the class and/or other disciplinary proceedings.
Learners are expected to strictly adhere to the class schedule provided in their timetable.
● The tolerated delay is 5 minutes. Attendance will be declared on Moodle during these 5 minutes via a QR code provided by the teacher at each course start.
Each half-day of unexcused absence or lateness will result in a penalty of -1 point on the final course grade.
● Student should arrive on time for exams and other assessments. No one will be allowed to enter the classroom once the first person has finished the exam and left the room. There is absolutely no exception to this rule. No student can continue to take an exam once the time is up. No student may leave the room during an examination unless he / she has finished and handed over all the documents.
● In the case of remote learning, the student must keep his camera on unless instructed otherwise by the professor.
Honor code
IMT-BS is committed to a policy of honesty in the academic community. Conduct that compromises this policy may result in academic and / or disciplinary sanctions. Students must refrain from cheating, lying, plagiarizing and stealing. This includes completing your own original work and giving credit to any other person whose ideas and printed materials (including those from the Internet) are paraphrased or quoted directly. Any student who violates or helps another student violate academic behavior standards will be penalized according to IMT-BS rules.
Textbook Required and Suggested Readings
Grant, R. M. (2021). Contemporary strategy analysis. John Wiley & Sons.
Palepu, K. G., Healy, P. M., Wright, S., Bradbury, M., & Coulton, J. (2020). Business analysis and valuation: Using financial statements. Cengage AU.
Vijay Govindarajan, V.; Venkatraman. (2024). Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future, Harvard Business Review Press.
Proksch, M., Paliwal, N., Bielert, W., (2024). The Secrets of AI Value Creation: A Practical Guide to Business Value Creation with Artificial Intelligence from Strategy to Execution. Wiley.
Keywords
Sectoral Analysis, Innovation Dynamics, Financial Strategy, Organisational Change, Competitive Advantage, Technological Evolution, Comparative-Historic Analysis, Strategic Investment, Industrial Organisation, Cross-Sector Comparison.
Prerequisites
Completion of a Strategic Management course, particularly with prior knowledge of Porter’s framework and associated tools (diagnosis, Five Forces, Value Chain).