Unit STRATEGIC BUSINESS MANAGEMENT

Course
Engineering management
Study-unit Code
A002917
Curriculum
In all curricula
Teacher
Andrea Genovese
Teachers
  • Andrea Genovese
Hours
  • 72 ore - Andrea Genovese
CFU
8
Course Regulation
Coorte 2025
Offered
2026/27
Learning activities
Caratterizzante
Area
Ingegneria gestionale
Sector
ING-IND/35
Type of study-unit
Obbligatorio (Required)
Type of learning activities
Attività formativa monodisciplinare
Language of instruction
English
Contents
The module introduces the fundamentals of strategic management with a perspective oriented to engineering management. The course combines classical strategic frameworks (external and internal analysis, formulation, implementation) with a quantitative dimension and a critical reflection on traditional models. Students develop skills in the strategic analysis of industrial and technology firms, integrating qualitative tools (PESTEL, Five Forces, SWOT, VRIO, BCG) with quantitative models (break-even analysis, sensitivity analysis, economic-financial evaluation of competitive advantage). The course also adopts a critical approach, discussing the limitations of orthodox models and introducing complementary perspectives. Particular attention is devoted to innovation and technology strategies, portfolio management, and strategic decisions under uncertainty.
Reference texts
Main textbook:

Anderson, L., Buengel, D. & Simpson, J.J. (2025). Strategic Management and Case Analysis: An Integrated Approach. Virginia Tech Publishing. [Open Access]

Additional materials (slides, case studies, datasets, Excel models, critical readings) will be provided by the lecturer.
Educational objectives
By the end of the module, students will be able to:

1. Analyse the strategic position of an industrial or technology firm using the main qualitative frameworks (PESTEL, Five Forces, SWOT, VRIO, BCG, Porter).

2. Evaluate strategic alternatives using quantitative models (break-even analysis, sensitivity analysis, competitive advantage valuation) to support strategic decisions, integrating the competencies acquired in Engineering Economy.

3. Criticise the limitations of orthodox strategic models and apply complementary perspectives (discourse, power, stakeholders) to enrich strategic analysis.

4. Formulate and communicate integrated strategic recommendations, based on qualitative and quantitative analyses, in contexts characterised by uncertainty and conflicting interests.

5. Work in groups to develop a complete strategic project, from diagnosis to recommendation, with an oral presentation of results.
Prerequisites
Basic skills in linear algebra, descriptive statistics, and elementary probability.

Familiarity with the fundamental concepts of Engineering Economy (time value of money, fixed and variable costs, break-even analysis, NPV), acquired in the first year.

Familiarity with the use of Excel.
Teaching methods
The module consists of lectures and guided tutorials for a total of 81 contact hours.

Lectures combine theoretical explanations, case discussions, and applied examples, supported by PowerPoint presentations and board work.

Tutorials include:

Analysis of strategic cases using qualitative frameworks.

Quantitative labs with Excel models (break-even analysis, sensitivity analysis).

Critical debates on the limitations and alternatives to orthodox strategic models.

Strategic group project work, with final presentation.

All materials will be made available through the University's virtual learning environment.
Other information
Attendance: Attendance is not mandatory but is strongly recommended.

Office Hours: The lecturer is available to students for consultation. Office hours will be communicated at the beginning of the course.
Learning verification modality
1. Group Project Work (50% of final grade): A group strategic project (3-4 students) on a real industrial or technology firm. The project includes: external and internal analysis, formulation of a proposed strategy, quantitative evaluation of the strategy (Excel models), and final oral presentation.

2. Final Written Examination (40% of final grade): A 2-hour written exam consisting of open-ended questions aimed at verifying understanding of theoretical concepts and the ability to critically select the most appropriate tools to support a complex strategic decision.
Extended program
The module will be articulated in the following indicative content.

Week 1: Introduction to Strategic Management for technology and industrial firms. What is strategy and why it matters for engineering managers. Levels of strategy (corporate, business, functional). Introduction to case analysis. The role of the strategist in the industrial firm. Heterodox perspectives: strategy as discourse — strategic language is not neutral but constructs reality. Connection to Engineering Economy: review of "value creation" and "profit vs cash flow" concepts. Exercise: analysis of an introductory case.

Week 2: Organisational performance analysis. Mission, purpose, vision and values. Balanced Scorecard and performance metrics. Competitive advantage and sustainability over time. Quantitative: comparative financial analysis (ROE, ROI, ROS, EVA) and calculation of Sustainable Growth Rate (SGR). Heterodox perspectives: critique of the Balanced Scorecard as a control tool. Connection to Engineering Economy: use of financial statements and profitability ratios already seen in the first year. Excel lab: building a strategic performance dashboard.

Week 3: External environment analysis. PESTEL analysis. Porter's Five Forces. Strategic Group Mapping. Industry dynamics and competitive positioning. Quantitative: sensitivity model of the impact of the Five Forces on industry profitability. Heterodox perspectives: Resource Dependence Theory — firms depend on resources controlled by other actors. Excel lab: sensitivity analysis with tornado chart.

Week 4: Internal firm analysis. Resources, capabilities and core competencies. VRIO framework. Isolating mechanisms. Value Chain Analysis. Quantitative: economic contribution of a critical resource (attributable EVA) and cost-based value chain analysis. Heterodox perspectives: critique of VRIO as a static model. Lab: value chain mapping.

Week 5: Strategy formulation. SWOT analysis. Synthesis and identification of the "Strategic Issue". Decision frameworks for strategy. Quantitative: weighted SWOT with weights and scores; sensitivity analysis on results. Heterodox perspectives: strategy as a political and negotiated process. Excel lab: building a quantitative SWOT.

Week 6: Corporate-level strategy. Growth strategies (diversification, alliances, M&A). Portfolio Planning: BCG Matrix. Quantitative: construction of BCG Matrix with real data; calculation of diversification degree (Herfindahl index). Heterodox perspectives: alternative theories to contingency approach for portfolio management (institutional theory, stakeholder theory, resource dependence, sensemaking). Excel lab: BCG Matrix with real financial data.

Week 7: Business-level strategy. Porter's framework: Cost Leadership and Differentiation. Focus strategies. Blue Ocean Strategy. Quantitative: break-even analysis for comparing competitive strategies (cost vs differentiation); sensitivity analysis on price and volumes. Heterodox perspectives: critique of Porter's model and alternatives (Resource-Based View, Dynamic Capabilities). Connection to Engineering Economy: use of fixed/variable costs, contribution margin, and break-even analysis already seen in the first year. Excel lab: quantitative comparison of competitive strategies.

Week 8: Functional-level strategy: Operations & Technology Strategy. Manufacturing strategies (lean, digital manufacturing). Supply chain strategy. Make-or-buy decisions. Quantitative: Total Cost of Ownership (TCO) for make-or-buy decisions; capacity planning analysis. Connection to Engineering Economy: application of total cost and differential analysis concepts already seen in the first year. Excel lab: TCO and make-or-buy analysis model.

Week 9: Innovation strategy. Entrepreneurial Orientation. First Movers vs. Fast Followers. Four types of innovation. Product Life Cycle. Quantitative: Real Options Analysis for R&D investments (valuation of strategic flexibility). Heterodox perspectives: the discourse of innovation as a legitimation tool. Connection to Engineering Economy: extension of investment evaluation methods (NPV) already seen in the first year to the innovation context. Excel lab: real options model for R&D.

Week 10: Technology strategy. Technology roadmapping. Strategies for AI, automation, IoT adoption. Open innovation. Quantitative: innovation diffusion model for estimating adoption rates. Heterodox perspectives: critique of the linear model of innovation. Excel lab: diffusion model and scenario analysis.

Week 11: Strategy implementation. Gap analysis and root cause analysis. Organisational design and structures. Change management and digital transformation. Quantitative: quantitative strategic gap analysis (DuPont Analysis to decompose ROE and identify intervention levers). Heterodox perspectives: power and politics in implementation processes. Connection to Engineering Economy: use of financial ratios (ROE, ROI) and financial leverage already seen in the first year. Excel lab: strategic gap analysis with DuPont.

Week 12: Case Studies & Project Work. Integrated applications to real strategic management problems in industrial and technological contexts. Discussion of complex cases. Project work presentations. Exam preparation.
Obiettivi Agenda 2030 per lo sviluppo sostenibile
he course contributes to the achievement of the following Agenda 2030 Goals:

Goal 4 (Quality Education): by providing advanced strategic skills for the management of industrial and technology firms.

Goal 9 (Industry, Innovation, and Infrastructure): by developing strategic analysis skills for investments in technological innovation, automation, and industrial infrastructure.

Goal 12 (Responsible Consumption and Production): by applying strategic tools to sustainability, responsible supply chain, and circular economy transition problems.