Code
MGYF STR 5931
Level
M2
Field
Stratégie
Language
Français/French,Anglais/English
ECTS Credits
3
Class hours
28
Total student load
60
Program Manager(s)
Department
- Management, Marketing et Stratégie
Educational team
Introduction to the module
This seminar discusses the organizational challenges associated with digital transformation and digital technologies. Many people are enthusiastic about the prospects of a digital economy energizing the larger European economy. Much of the speculation and reporting emphasizes the need for new business models. However, it is easy to assume that private companies and public agencies can readily change to take advantage of new business models when they decide which ones are most appropriate. Regardless of the specific business models that are devised and selected, they have to be “enacted” by organizations in order to realize their expected economic and social value. Indeed, forty years of systematic empirically grounded research about ICTs and organizational change suggests that many organizations have trouble in readily changing their practices and structures to take effective advantage of ICTs. Research has found how it requires complex organizational work takes to get information systems "up and running." In addition, academics have found that there are sometimes major differences between the ways that systems have been envisioned and how they are used in practice. The body of research that examines topics like these is called Organizational Technology (OT). OT research has lead us to a deeper understanding of ICT and organizational change and some highlights of this "deeper understanding" are the substance of this seminar.
Developing today’s business strategies requires an in-depth knowledge of the threats, challenges and opportunities presented by digital technologies. It also requires to being able to redesign the organization and business processes to leverage these technologies. Understanding and knowing how to align the organizational structure with the digital architecture is a key competence for future digital managers. Alignment in the context of digital strategy is challenging for several reasons. First, organizations find it difficult to fully articulate their digital strategies upfront in the face of environmental dynamism. Alignment is therefore a continual process of aligning to the moving target of emerging strategy. Second, digital strategy is inherently multi-functional and alignment requires the simultaneous development and reconfiguration of IT and business resources across multiple organizational processes.
Learning objectives/Intended learning outcomes
- 4.2 - Lead a complex project with responsibility, with the aim of supporting the transformation of organisations (design, management, team coordination, implementation and management, control, dissemination), by mobilising multidisciplinary skills and bri
Rubrics
Compétences Centrales / Core Competencies
- Comprendre les différentes Stratégies de Transformations Numériques / Understanding the Different Digital Transformation Strategies
- Design Organisationnel pour la Transformation Digitale / Organizational Design for Digital Transformation
- Stratégie Digitale / Digital Strategies
Compétences Douces / Soft Skills
- Sens Critique / Critical Thinking
- Créativité / Creativity
- Travail en Equipe / Collaborative Teamwork
Content : structure and schedule
This course focuses on organizational design and digital transformation.
The first seminar deals with established facts, theoretical foundations, and tools related to organizational design and the "strategy-structure" fit. It explores the famous "strategy-structure" relationship within the context of digital transformation. A company's organizational structure or design must support its strategy. This module will provide an in-depth understanding of this fundamental relationship.
The second seminar examines the issue of strategic alignment in the digital age and lessons learned from best-in-class companies. It aims to understand how digital technologies influence organizational structure—specifically, how to design and redesign the structure to align it with digital strategy. More than ever, the question of strategic alignment remains central to all companies seeking to leverage the latest advances in digital technologies.
Sustainable Development Goals
Industrie, Innovation et Infrastructure (9)
Number of SDG's addressed among the 17
1
Learning delivery
Mixte
Pedagogical methods
Seminaires / Lectures
Etudes de Cas / Case Studies
Eléments d'étude en ligne / Online Learning Component
Débats / Debates
Evaluation and grading system and catch up exams
Continuous assessment: 40% group case studies
Final exam (CF): 60% individual evaluation (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.
● 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.
● 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
Olson et al. (2001). Coordination Theory and Collaboration Technology. Psychology Press.
Miles & Snow. (2003) Organizational Strategy, Structure, and Process. Stanford University Press.
Malone et al. (2003). Inventing the Organizations of the 21st Century. The MIT Press.
Tapscott. (2008). Grown Up Digital. How the Net Generation is Changing Your World. MacGraw-Hill.
Westerman et al. (2014). Leading digital: Turning technology into business transformation. Harvard Business Press.
Galbraith (2014). Designing Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels. Third Edition, Jossey-Bass.
Tapscott (2014). The Digital Economy ANNIVERSARY EDITION: Rethinking Promise and Peril in the Age of Networked Intelligence. 2nd Edition. MacGraw-Hill.
Venkat. (2017). The digital matrix: new rules for business transformation through technology. Greystone Books.
Keywords
Transformation Numérique; Technologies Digitales; Stratégie Numérique; Digital transformation; Capacité Digitale / Digital technologies, Digital strategy, Digital Capability