Code
MGYE STR 5940
Level
M2
Field
Stratégie
Language
Anglais/English
ECTS Credits
2
Class hours
28
Total student load
40
Program Manager(s)
Department
- Management, Marketing et Stratégie
Educational team
Introduction to the module
A true understanding of innovation requires a grasp of the technological, competitive, market, and financial dynamics that drive firms in a particular sector to combine resources in distinctive ways. Innovation is not only shaped by industry structures and organisational change, but also by the financial strategies that enable firms to sustain growth, manage uncertainty, and seize new opportunities. With the breadth of information now available on-line, it is increasingly feasible to analyse how these dynamics interact. By comparing several sectors, students can explore how different theoretical approaches to innovation and financial strategy are reflected in real-world cases. The objective of this course is to provide students with the theoretical and practical tools to conduct in-depth sectoral analyses that integrate innovation dynamics with financial perspectives. Using electronic resources, participants will undertake comparative-historic studies of specific industries and their key players, investigating how technological change, competition, markets, and finance jointly shape innovation. Students will then compare their findings across sectors and critically evaluate alternative theoretical frameworks that connect innovation with organisational and financial strategy.
Learning objectives/Intended learning outcomes
- 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.
Rubrics
1. Identify and distinguish technological, competitive, market, organisational, and financial information relevant to sectoral innovation.
2. Apply a phased approach to collect, integrate, analyse, and interpret sectoral and financial data.
3. Use theoretical frameworks and tools to link innovation dynamics with financial and strategic decision-making.
4. Recognise challenges in data, interpretation, and uncertainty, and develop strategies to overcome them.
5. Connect technological, organisational, social, and financial aspects to understand how firms innovate and adapt in changing environments.
Content : structure and schedule
Part 1 – Industry Structure and Competitive Forces ODD 12.5
• Porter’s Five Forces Framework
• Industry Value Chain Analysis
• Market Share Analysis
• Application to sectoral innovation and financial positioning
Part 2 – Internal Capabilities and Strategic Positioning ODD 12.5
• SWOT Analysis
• TOWS Matrix
• Linking firm-level strategies (innovation, finance, governance) with sectoral competitiveness
Part 3 – Macro and Technological Trends ODD 9.3
• PESTEL Analysis
• Trend Analysis (demand, market growth, innovation adoption)
• Technological Roadmapping
• Assessing how macro and technological trends influence sectoral innovation strategy
Part 4 – Competitive Dynamics and Global Context ODD 17.17
• Competitive Landscape Analysis (new entrants, acquisitions, consolidation)
• Porter’s Diamond Model (national vs. regional competitive advantages)
• Understanding internationalisation, M&A, alliances, and their financial/innovation implications
Part 5 – Financial and Strategic Evaluation
• Financial Analysis (profitability, cash flows, risk, governance, performance indicators)
• Connecting sectoral innovation to financial strategy
Part 6 – Strategic Growth and Innovation Pathways ODD 9.3
• Ansoff Matrix (market penetration, product development, diversification)
• BCG Matrix (portfolio analysis: market share vs. growth potential)
• Innovation trajectories, investment prioritisation, and resource allocation
Sustainable Development Goals
ODD 9 12 & 17
Justification for SDGs 9, 12 & 17
Learning Objective 1: Identify Sectoral Innovation Dynamics (SDG 9)
Distinguishing technological, competitive, market, organizational, and financial data supports Target 9.5 (enhance scientific research, upgrade industrial technological capabilities).
Students map distinctive resource combinations that drive sectoral competitiveness, directly advancing sustainable industrial innovation.
Learning Objective 2: Phased Data Collection and Analysis (SDG 12)
Structured approaches to collect, integrate, and interpret data using online resources align with Target 12.5 (substantially reduce waste through prevention, reduction, reuse, and recycling).
Efficient data handling minimizes analytical waste, modeling sustainable production of insights from abundant digital information.
Learning Objective 3: Link Innovation to Financial/Strategic Decisions (SDG 9 & 12)
Theoretical frameworks connecting innovation to finance and strategy embody Target 9.3 (enable SME access to financial services and markets) and Target 12.6 (encourage companies to adopt sustainable practices and report sustainability impacts).
This equips students to evaluate growth strategies that balance innovation with resource-efficient financial decision-making.
Learning Objective 4: Address Data/Uncertainty Challenges (SDG 17)
Recognizing interpretation issues and mitigation strategies advances Target 17.16 (enhance global partnership for sustainable development through technology transfer and capacity-building).
Critical evaluation amid uncertainty fosters collaborative problem-solving skills essential for multi-stakeholder innovation ecosystems.
Learning Objective 5: Integrate Multi-Faceted Innovation Aspects (SDG 17 & 9)
Holistic connections across technological, organizational, social, and financial dimensions support Target 17.17 (encourage effective public-private-corporate partnerships) and Target 9.5.
Cross-sector comparisons reveal adaptation patterns, promoting shared knowledge for resilient, sustainable industrial transformation.
SDGs 9, 12 & 17 frame the course comprehensively: students master tools for innovative, resource-efficient analysis (9 & 12) while building collaborative capacities (17) to drive sectoral sustainability.
Number of SDG's addressed among the 17
3
Learning delivery
synchrone
Pedagogical methods
Etude de Cas réelle / Real Case Study
Seminaires Courts / Short Lectures
Apprentissage Expérientiel / Experiential Learning
Eléments d'étude en ligne / Online Learning Component
Evaluation and grading system and catch up exams
Group work assessment: 40%
• Group paper (20%)
• Group presentation (20%)
Individual assessment: 60%
• Individual paper 30%
• Individual presentation 30%
The final grade may be adjusted based on lateness, unexcused absences, etc.
Make-up Exam (CF2): Mini Case Study.
The grade is capped at 10/20. In the event of failure to pass the make-up exam (CF2), a schooling extension 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
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.
Keywords
Sectoral Analysis, Innovation Dynamics, Financial Strategy, Organisational Change, Competitive Advantage, Technological Evolution, Comparative-Historic Analysis, Strategic Investment, Industrial Organisation, Cross-Sector Comparison.
Prerequisites
No specific prerequisite is necessary.