Course overview
The aim of this course is to guide students through the various strategic decisions necessary to design an enterprise model from abstract information and conceptual ideas for a proposed venture. Using frameworks for strategic growth decisions, value creation and business model design, students will confront the tensions and paradox in enterprise design and learn how to reconcile the entrepreneurial drive with the competitive business landscape. Further consideration will be given to how development and growth of an enterprise influences changes to the business model design affecting the value structure, resources, capabilities, and management challenges.
Course learning outcomes
- Reconcile analysis of an enterprise's customer `value' offering with its operational value creating logic using a coherent value activity system diagram
- Articulate an identified priority list of intellectual capital resources and capabilities that define and support a new venture's value creation, capture, and strategic positioning evidencing accurate classification of resources and capabilities according to the intellectual capital framework
- Critique a business concept identifying the key principles of the enterprise design's strategic advantage synthesising the evidence and seven key points of strategic alignment
- Appraise the risks to an enterprise design's value structure, resources, capabilities, and management imposed by growth and evidence the obstacles and drivers of enterprise growth
- Work effectively and collaboratively in a team participating in leadership, coordination, and constructive contribution producing a coherent report for an enterprise design to evidence teamwork, planning, organising, and collaboration