Today’s business environment is constantly and rapidly changing. Globalization, the financial crisis, the development of digital business models and emerging markets are causing drastic uncertainty among well-established organizations. Firms need to be efficient in their response, while embracing technological change and undertaking strategic action such as mergers, acquisitions and alliances.
These challenges signify a growing demand for strategic skills and high standard technical training.
That’s why the Strategic Management specialization covers a wide range of topics focusing on internal and external strategic analysis, as well as on the structure/organization of companies.
Comprised of students from 25 nationalities, this specialization is a real opportunity to interact with people from a wide range of cultures and backgrounds. Through group projects and events, students absorb a fantastic variety of knowledge and experience from their fellow classmates.
Students interact regularly with international firms (consultancy, industry, services) through numerous workshops and conferences. They also have the opportunity to take on an optional company project, where they tackle a real-life strategic issue alongside an industry professional or consultancy firm.
The ‘real-life’ knowledge students learn throughout the curriculum results in an extremely high placement success rate.
100% of our annual graduates in Strategic Management find employment within 3 months. This success can be attributed to strong academics, in-depth interview preparation and extensive networking and career events. While the majority of students choose to pursue consulting, this specialization is also geared towards finance, business development, venture capital and project management just to name a few. Attracting top consulting and industry players from around the world, the specialization in Strategic Management provides students with an invaluable network and the frameworks of strategic thinking necessary for a successful career in the industry and as a top manager.
Strategic management is essential to company growth and survival, while encompassing two main components:
Strategic analysis - Identification of major trends and sources of opportunities:
‘External analysis’ consists of identifying the forces that constrain a firm –be it from the industry or from competition- and determining the course of action in order to reach sustainable success.
‘Internal analysis’ refers to identifying performance leverages within a firm by assessing the available resources and determining ideal paths for optimal performance.
- Structure and organization - How a company is designed and manages projects, including central functions such as planning, management control and information systems. It also deals with employees’ commitment, corporate values and culture.
The Strategic Management Specialization’s curriculum covers these two main fields through 30 courses and electives. It is common with HEC’s MSc in Strategic Management. Both populations of students are grouped within the same promotion and have access to the same courses.
With a choice of almost 20 electives, students are able to adjust their curriculum to suit their own professional goals. They can also complete a certificate program at the end of their masters, thus expanding their knowledge of another related area of interest.
- Business Strategy
- Cometing for Advantage
- Deciding Strategically on the Scope of the Firm
- Financial Dimension of Strategic Decisions
- Strategy Implementation
- Case Cracking
- Core Methodologies
- Research and Writing Tools for Thesis
- Strategic Analysis of Negotiation Games.
- Business Analytics
- Business Plan Workshop
- Creativity and Innovation
- Designing and Managing Processes for Competitive Advantage
- Digital Transformation, Media and Beyond
- From Digital to Big Data
- Innovative Business Models for Sustainability
- Internet-Based Business Models
- Issues in Offshoring Strategy
- Learning in Organizations
- Managing Global Complexity
- Managing Public-Private Partnerships: Strategic and Organizational Issues
- Project Management
- Private Equity Strategies
- Reinventing a Consulting Strategy Firm
- Strategic Aspects of Mergers and Acquisitions
- Strategic Challenges in Creative Industries
- Time to Reorganize (MOOC).
Leading consulting firms actively participate in workshops throughout the year, both on campus and in their local offices. Consultants present their activities and methodologies as well as supervising case study sessions, for a complete immersion in real-life business.
Additionally, many leaders from the industrial and service sector are involved in the curriculum, sharing their experience in policy matters. This allows students to interact with CEOs, Business Unit Managers and Directors of Strategy of large companies.
Examples of companies participating in these workshops (non-exhaustive list):
- AD Little
- AT Kearney
- Bain & Co
- Boston Consulting Group
- McKinsey & Company
- Oliver Wyman
- Roland Berger.
Globstrat is a 3-day business simulation in which teams of 5 participants are in charge of managing virtual companies that compete in international markets. Teams will have to make multiple strategic decisions in different areas, e.g. product portfolio, pricing, advertising, marketing, international expansion, and innovation.
In parallel of the electives, the students have the possibility to complete a 10-week part-time Company Project. Starting in January, this project is proposed by a company facing a real-life, concrete strategic issue. In many cases, the project is an opportunity to deal with demanding clients. Supervised by a professor, the student groups complete their study and deliver their results and recommendations to the firm’s top management.
The students who choose to achieve the company project have to choose 3 elective courses in addition (8 otherwise).
Students have the opportunity to go on study trip during the program with company visits and networking events.
The professional experience requirement is satisfied through the completion of at least 4 months in a course-related field. It is, however, important to stress that this professional experience may not be an internship per se but a full-time job.
Around 50% of courses are taught by academic professors and researchers from HEC Paris and other universities and around 50% taught by professionals holding key positions in the private or public sector:
- Laurence Lehmann Ortega, Academic Director, Affiliate Professor, winner of the 2015 Pierre Vernimmen Teaching Award
- Thomas Astebro, Professor
- Matthieu de Chanville (HEC 1998), Senior Principal, AT Kearney
- Olivier Chatain, Associate Professor
- Giada Di Stefano, Assistant Professor
- Rodolphe Durand, Professor
- Oliver Gottschalg, Associate Professor
- Philippe Greco, CEO, Concomitance - Strategy, Sales and Marketing
- Eric Hazan (HEC 1992), Partner, McKinsey & Company
- Ambroise Huret (HEC 2000), Partner, Eleven Strategy
- Frédéric Iselin, Affiliate Professor
- Sri Kudaravalli, Associate Professor
- Yann Le Fur (HEC 1995), Senior Banker, Natixis
- Michel Lander, Assistant Professor
- Bertrand Limoges (HEC 2000), Partner, Isatis Capital
- Elie Matta, Associate Professor
- Marie-Laure Michaud, Principal, The Boston Consulting Group
- Joseph Nehme, Affiliate Professor
- Michaël Ogrinz (HEC 2000), Partner, Advent International
- Gonçalo Pacheco de Almeida, Associate Professor
- Archag Touloumian (HEC 2009), Engagement Manager, Oliver Wyman
- Bertrand Quélin, Professor
- Marc Vermeulen, Affiliate Professor