Book_MSc_SOC_2011_12

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BOOK M2 –MSc SOC – 2011/2012

Book

MASTER 2 – MSc Strategy &

Organization Consultancy

Filière Business Management

ACADEMIC YEAR 2011-2012

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BOOK M2 –MSc SOC – 2011/2012

MSc STRATEGY &ORGANIZATION CONSULTANCY

COURS CODE COURSE STUDENT HOURS

TOTAL ECTS

SEMESTER 1

Seminar 860 Research Methodologies 15 2

Seminar 807 Business Ethics for Consultants 15 2

Core 809 Strategy & Business Modeling 30 3,5

Core 813 M&A and Strategic Alliances : Performance & Management 30 3,5

Core 748 Corporate Finance 30 3,5

Core 152 Strategic Analysis & Critical Thinking 30 3,5

Core 153 Organization Performance: Assessment & Improvement 15 3

Core 822 Organizational Change Management 15 3

- 692 TICD 20 3

- 888 Master Thesis STEP 1 50 3

TOTAL SEMESTER 1 250 30 SEMESTER 2

Seminar 860 Research Methodologies 15 2

Seminar 821 Creativity & Innovation Tools Workshop 15 2

Core 154 Compliance & Legal Performance 15 2

Core 155 Cracking Business Cases : Techniques & Capabilities 15 2

Core 158 Financial Accounting & Due Diligence 15 2,5

Core 401 Risk & Performance Management 30 3

Core 159 Strategic IS : Business Value & Performance 15 2,5

Core 161 OM, TQM & Business Performance 30 3

Core 830 Transformation Consulting (by Capgemini consulting) 30 3

- 692 TICD 20 1

- 888 Master Thesis STEP 2 50 7

TOTAL SEMESTER 2 250 30

TOTAL SOC GE STUDENT 500 60 Internship 480 15

TOTAL MSc SOC INTERNATIONAL CANDIDATE 980 75

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BOOK M2 –MSc SOC – 2011/2012

TABLE OF CONTENTS

860 - RESEARCH METHODOLOGIES ......................................................................................................... 4

807 - BUSINESS ETHICS ............................................................................................................................ 5

809 - STRATEGY AND BUSINESS MODELING ........................................................................................... 6

813 - M&A AND STRATEGIC ALLIANCES: PERFORMANCE & MANAGEMENT.......................................... 7

748 - CORPORATE FINANCE..................................................................................................................... 9

152 - STRATEGIC ANALYSIS & CRITICAL THINKING ................................................................................ 10

153 - ORGANIZATION PERFORMANCE: ASSESSMENT AND IMPROVEMENT ........................................ 12

822 - ORGANIZATIONAL CHANGE MANAGEMENT ................................................................................ 13

860 - RESEARCH METHODOLOGIES ....................................................................................................... 14

821 - CREATIVITY & INNOVATION TOOLS WORKSHOP ......................................................................... 15

154 - COMPLIANCE & LEGAL PERFORMANCE ....................................................................................... 16

155 - CRACKING BUSINESS CASES: TECHNIQUES & CAPABILITIES ........................................................ 17

158 - FINANCIAL ACCOUNTING AND DUE DILIGENCE ........................................................................... 18

401 - RISK AND PERFORMANCE MANAGEMENT ................................................................................... 20

159 - STRATEGIC INFORMATION SYSTEMS: BUSINESS VALUE & PERFORMANCE ................................ 21

161 - OM, TQM & BUSINESS PERFORMANCE ....................................................................................... 22

830 - TRANSFORMATION CONSULTING BY CAPGEMINI CONSULTING ................................................. 23

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BOOK M2 –MSc SOC – 2011/2012

860 - RESEARCH METHODOLOGIES

NUMBER OF HOURS: 15 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Lorraine UHLANER

COURSE OBJECTIVES

introduce students to the methods of research. provide students with the necessary grounding in research methods to support their project and

business research project enable students to link the research process with the theories and principles of management.

LEARNING OUTCOMES After having taken this course participants will be able to:

understand how to formulate a research proposal;

be able to understand the basic elements to be included in the thesis project;

identify typical thesis problems and how to overcome them.

have a better understanding of what to expect in the case interview.

PREREQUISITES None

COURSE CONTENT Overview of the research process

Deciding on the research framework

Designing the study: qualitative and quantitative approaches

Preparing for the business case in the consultancy interview

TEACHING & LEARNING METHODS The course includes various pedagogical tools: lectures, cases, class discussion, team work and a final written individual assignment.

ASSESSMENT METHODS Preliminary proposal for your final research project 100% Bonus points will be allocated for exceptional class participation, including individual contributions and work submitted from in-class exercises.

RECOMMENDED READING Saunders, M., Lewis, P. and Thornhill, A. (2009), Research methods for business students, Harlow, UK : Pearson education. ISBN 978-0-273-71686-0.

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BOOK M2 –MSc SOC – 2011/2012

807 - BUSINESS ETHICS

NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Geert Demuijnck COURSE OBJECTIVES

To teach students how to better frame ethical issues related to business and the economy, and to become more aware of the philosophical questions which underlie individual and collective decisions.

To allow students to learn about the practical implementation of ethical standards in business by participating to the Lille World Forum (forum for a responsible and sustainable economy)


better frame ethical issues related to business and the economy, especially issues concerning the domain of specialization of each MSc program.

be more aware of the philosophical questions which underlie individual and collective decisions. The aim of the course is not to provide precise answers to specific questions.

PREREQUISITES The only important prerequisite is intellectual honesty, i.e. the willingness to be led where the arguments lead you, even if you feel uncomfortable with the conclusions. Discomfort should sharpen our critical reflection, but not prevent us from thinking. The underlying optimistic assumption is that an interest for more fundamental questions is not incompatible with being an efficient executive or manager.

COURSE CONTENT The course content is adapted to each MSc and is taught by experts in ethical issues concerning each domain of specialization. The lecturers will choose topics that are relevant to the future professional career of the students. Relevance is understood in a broad sense. Some of them will start from a more abstract discussion and spell out important implications for our ethical understanding of management issues. Others will rather opt for case studies in a much more applied perspective, in order to reveal the underlying ethical questions. Lecturers:

MSc. Arts & NGO: Geert Demuijnck, EDHEC Business School.

MSc. Legal & Tax: Bjorn Fasterling, EDHEC Business School

MSc. SOC: Luc Van Liedekerke (Center for Ethics and Economics, University of Leuven, Belgium)

MSc. Entrepreneurship: Mollie Painter-Morland (DePaul University, Chicago)

MSc. Marketing: David Bevan (School of Management. Royal Holloway, University of London) The seminar is organized in November during the week in which the Lille World Forum takes place. EDHEC Business School as partner of this Forum give the opportunity to all the MSc students to be invited and to assist to one of the workshops of the Forum.

TEACHING & LEARNING METHODS The seminar consists of lectures, presentations and discussions of compulsory readings. Although the groups are rather big, some interaction is welcome and will be provoked.

ASSESSMENT METHODS Grading will be based on a written assignment proposed by each MSc. lecturer. Students will have 24 hours to post the assignment on blackboard. The date will be fixed at the end of the seminar. Each student is also required to post a short comment on the Worldforum workshop he or she attended.

RECOMMENDED READING Mandatory readings for each of the MSc groups will be posted on Blackboard.

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BOOK M2 –MSc SOC – 2011/2012

809 - STRATEGY AND BUSINESS MODELING NUMBER OF HOURS: 30 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 3.5 ECTS COURSE COORDINATOR: Denis DAUCHY – Rafaël VIVIER

COURSE OBJECTIVES

How to grasp a business situation from a strategic perspective? How to identify key strategic business issues? How to structure recommendations and a strategic line? How to design a sustainable business model?


train and test their strategic thinking ability;

apply a concrete strategic analysis and business modeling methodology

articulate all the facets of a business system in order to craft appropriate analysis and recommendations.

PREREQUISITES Knowledge of the basic concepts and grids in corporate and business strategy (strategic management course)

COURSE CONTENT

strategy as a business decision level

the fundamentals formulation for a company

the environment data integration

the resources for feeding growth and sustainable competitive advantages

the strategic line at corporate and business levels

the business model approach and methodology

the value proposition and revenue model

the operating model and ecosystem

the economic equation and the growth model

the execution framework and the corporate model

TEACHING & LEARNING METHODS Each session alternates interactive lectures, real business situation illustrations, business cases studies and presentations and team-work.

ASSESSMENT METHODS Business case 1 evaluation 20% Business case 2 evaluation 30% Individual examination 50%

RECOMMENDED READING

Contemporary Strategy Analysis – Grant – Blackwell 2005.

Exploring corporate strategy - Johnson and Scholes - Prentice Hall 1993

Blue Ocean Strategy, Kim & Mauborgne, Harvard Business School Publishing 2005.

The fortune at the bottom of the pyramid, Prahalad, Wharton School Publishing 2006.

Business Model Generation, Alexander & Pigneur, John Willey & Sons 2010.

7 étapes pour un business model solide, Dauchy, Dunod 2010.

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BOOK M2 –MSc SOC – 2011/2012

813 - M&A AND STRATEGIC ALLIANCES: PERFORMANCE &

MANAGEMENT

NUMBER OF HOURS: 30 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 3.5 ECTS COURSE COORDINATOR: Valérie DUPLAT – Louis HEBERT – Jean-Luc ARREGLE COURSE OBJECTIVES Understand and make sense of all the challenges associated with M&A and strategic alliances.


acquire effective management skills associated with managing external growth strategies, including M&A and Strategic Alliances

for M&A: understand the challenges and opportunities associated with M&As as key elements of a firm’s strategy and competitive advantage

for Strategic Alliances: understand the management issues proper to alliances and their performance;

for Strategic Alliances: identify and deal with the challenges specific to technology licensing and the market for technology, and challenges specific to franchising.

PREREQUISITES Strategic management course

COURSE CONTENT

Case study: Bombardier Transportation and the Adtranz Acquisition

Case study: Labatt-Femsa

Case study: GSK’s acquisition of Sirtris

Case study: The Renault-Nissan Alliance

Case study: Photonica

Case study: Lizzaran

TEACHING & LEARNING METHODS The course combines lectures, articles, role-games, case studies and a project group work. A key objective is for you to develop your own personal synthesis and approach for identifying and solving the problems that managers can face in M&A and Strategy Alliances. Needless to say, preparing for lectures and cases gives you the best and perhaps the only way to practice in lieu of actually managing M&A and Strategic Alliances.

ASSESSMENT METHODS

participation 25%

project group work 35%

examination 40%

RECOMMENDED READING

Rouse & Frame (2009), «The 10 steps to successful M&A integration», Bain Co.

Aiello & Watkins (2000), «The fine art of friendly acquisitions», HBR

Chaudhuri, S. and B. Tabrizi (1999) Capturing the real value in high-tech acquisitions, Harvard Business Review, September-October.

Hébert. “Key challenges in managing alliances”

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BOOK M2 –MSc SOC – 2011/2012

M. Hitt, T. Dacin, E. Levitas, J.L. Arregle and A. Borza, 2000, “Partner Selection in Emerging and Developed Market Contexts: Resource-Based and Organizational Learning Perspectives”, Academy of Management Journal, vol. 43(3), pp. 449-467.

Casciaro, T. and Lobo, M. (2005). Competent jerks, lovable fools, and the formation of social network. Harvard Business Review.

Zanarone, G. (2009). Vertical restraints and the law: evidence from automobile franchising. Journal of Law & Economics, 52(4), 691-700.

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BOOK M2 –MSc SOC – 2011/2012

748 - CORPORATE FINANCE

NUMBER OF HOURS: 30 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 3.5 ECTS COURSE COORDINATOR: James K. SEWARD – Alexander J. TRIANTIS – Florencio LOPEZ DE SALINES COURSE OBJECTIVES

to ask and answer the question, ‘What is it worth? to build your skills and confidence in answering that question to make investment decisions in real – as opposed to financial – assets to acquaint the widely-used, yet rigorous, ideas that have revolutionized the practice of valuation of

projects, divisions, and companies during the past few decades.


develop the necessary tools to valuing projects, divisions, and corporations;

explore the interaction of the firm with financial markets and institutions, and how valuation and pricing relations in these markets matter for investment decisions;

acquaint you with making corporate valuation, investment, and (some) risk management decisions in the mergers and acquisitions (M&A) context.

Simply put, by the end of the course, I expect you to be comfortable with the tools and frameworks to answer the question: What is a real asset — a new product, a new project, a division, a company — worth?

PREREQUISITES Successful completion of the prior Finance and Accounting classes for the program at EDHEC, or some comparable institution (for a listing of the competencies expected, please see the attached appendix).

COURSE CONTENT

Agency and Corporate Governance Around the World and its Implications for Valuation

Estimating Corporate and Divisional Costs of Capital

Working Capital Management

Discounted Cash Flow Models of Investment Decisions

Comparables Methods of Valuation

Creating a Presentation Pitchbook

Discerning Motives in Mergers and Acquisitions

TEACHING & LEARNING METHODS The most important requirement of Corporate Valuation is the preparation for discussion in class, the assigned reading material, or cases for the day. We expect you to attend every class.

ASSESSMENT METHODS The HP- Compaq Pitchbook Memoranda 35% Participation 15% Final Exam 50%

RECOMMENDED READING

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BOOK M2 –MSc SOC – 2011/2012

David Hillier, Stephen Ross, Randolf Westerfield, Jeffrey Jaffe and Bradford Jordan, Corporate Finance, McGraw Hill, European Edition (2010).

152 - STRATEGIC ANALYSIS & CRITICAL THINKING

NUMBER OF HOURS: 30 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 3.5 ECTS COURSE COORDINATOR: Marc KITTEN – Jérôme HALLAY COURSE OBJECTIVES

to practice to develop the students’ consulting skills to focus on successful strategies and effective approaches in solving consulting problems focus


Further develop their ability to master the techniques that were developed by McKinsey, BCG and Bain and are systematically used by their consultants in their client engagements.

Apply a tested business problem solving methodology with problem definition, identification and structuring of issues using pyramid thinking and issue trees, prioritisation, primary and secondary research, issue analysis, and synthesis.

Perform effective business communication and support to decision making that includes the translation of the solution into memorable written and oral messages delivered in a tailored way to the audience.

PREREQUISITES Students need an understanding of the basic functioning of the firm (finance, marketing, operations, human resources, strategy) that their studies should have equipped them with.

COURSE CONTENT

Team dynamics

Problem Definition

Decomposition of the problem into issues using logic trees

Prioritisation of the issues

Data research

Issue analysis

Synthesis of results

Visual and oral communication

Final presentation of the solution

TEACHING & LEARNING METHODS Workshop around a case study specifically developed for the program with alternance of work in small teams and class interactions.

ASSESSMENT METHODS Team presentations (50%) Individual exam (50%): Individual participation: students will be graded by their team. This grade and a potential additional positive or negative mark given by the lecturers will be used to adjust the overall course grade (students can add up to 15 points or lose up to 10 points out of 100).

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BOOK M2 –MSc SOC – 2011/2012

RECOMMENDED READING Case and course notes

Barbara Minto: “The Minto pyramid principle” (McKinsey seminal work)

Gene Zelazny: “Say it with charts”

Vault Guide to the Top European Consulting Firms, latest Edition: European Edition

The Boston Consulting Group on Strategy: Classic Concepts and New Perspectives by Carl W. Stern and Michael S. Deimler

The McKinsey Mind - Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm by Ethan M. Rasiel and Ph.D., Paul N. Friga

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BOOK M2 –MSc SOC – 2011/2012

153 - ORGANIZATION PERFORMANCE: ASSESSMENT AND

IMPROVEMENT

NUMBER OF HOURS: 15 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Lorraine UHLANER COURSE OBJECTIVES

learn about different aspects of performance culture obtain training in techniques consultants use to enhance the firms’ organizational performances.


set up a baseline for assessment (and some of the organization metrics to consider)

set up a firm with a strong culture (i.e. one with a shared view of the firm’s vision and mission)

train managers to give effective feedback (to enhance role clarity)

create more effective recruitment and selection, including the realistic job preview.

enhance the effectiveness of group discussion through the use of the nominal group technique.

PREREQUISITES None

COURSE CONTENT

connecting organizational and financial Performance ; Assessing organizational health: Key practices

creating Alignment ; Creating direction in the high performance firm

creating accountability ; Establishing clear roles

the War on Talent ; Building capability through recruitment

renewal ; Building an open, innovative culture

TEACHING & LEARNING METHODS This course will emphasize the following training routine: introduction of topic via lecture, demonstration, practice, feedback. Pedagogical tools will include class exercises, simulations and cases.

ASSESSMENT METHODS Group Final Project: Consultancy proposal 50% Final Examination 50% Class participation (bonus points)

RECOMMENDED READING

DeSmet, A., Palmer, R., and Schaninger, W., 2007, “The Missing Link: Connecting Organizational and Financial Performance”, Confidential working paper, McKinsey&Company.

Martin, R.L. 2010 “Drawing a line between strategy and execution almost guarantees failure,” Harvard Business Review, July –August, pp. 64-71.

Fubini, D., Price, C., and Zollo, M., 2006, “Successful mergers start at the top,” McKinsey on Finance, Autumn, pp. 12-16.

Guthridge, Komm and Lawson, 2008, “Making talent a strategic priority”, McKinsey Quarterly, number 1, pp. 49-59.

DeSmet, A., McGurk, M. and Schwartz, E., 2010, “Getting more from your training programs”, McKinsey Quarterly, October, pp. 1-8.

Barsh, J., Capozzi, M.M. and Davidson, J., 2008, “Leadership and Innovation,” McKinsey Quarterly, Number 1, pp. 37-47.

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BOOK M2 –MSc SOC – 2011/2012

822 - ORGANIZATIONAL CHANGE MANAGEMENT

NUMBER OF HOURS: 15 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Marios KATSIOLOUDES – Tyrone PITSIS COURSE OBJECTIVES Understand:

How do consultants provide change management expertise? Where does change derive from? When is change necessary? Is change always good? How do we sustain change? What risks are present in the change process? How do organizations involve and motivate their human resources in the process of change? What are

the differences and similarities between change and innovation?


discuss the importance of process innovation and change management in organizations;

describe a basic process for innovating processes in organizations;

distinguish between innovation and improvement in organizations;

describe a suitable method of implementing change;

describe the stakeholders of the process of change in organizations;

diagnose areas that require change within an organization;

manage change within organizations;

consult organizations on change

PREREQUISITES None

COURSE CONTENT

Introduction to the management of change

Why Change? What about Innovation?

Strategic change management

The Analysis and the Making of recommendations about communication strategies related to Managing Innovation and Change in Organizations

The Design of an Action Plan for Managing Change in a specific organizational setting

Application of the Management of the Change Management Steps to a Specific Organization

TEACHING & LEARNING METHODS ASSESSMENT METHODS Final Examination: 100% Bonus points will be given to students who provide meaningful contributions to the class discussions.

RECOMMENDED READING

- Bob Hamlin, Jane Keep and Ken Ash, Organizational Change and Development. A Reflective Guide for Managers, Trainers, and Developers. Prentice Hall/Pearson Education. (ISBN: 0-273-63886-6), 2001.

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BOOK M2 –MSc SOC – 2011/2012

.

860 - RESEARCH METHODOLOGIES

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Lorraine UHLANER

COURSE OBJECTIVES

introduce students to the methods of research. provide students with the necessary grounding in research methods to support their project and

business research project enable students to link the research process with the theories and principles of management.


understand how to formulate a research proposal;

be able to understand the basic elements to be included in the thesis project;

identify typical thesis problems and how to overcome them.

have a better understanding of what to expect in the case interview.

PREREQUISITES None

COURSE CONTENT Overview of the research process

Deciding on the research framework

Designing the study: qualitative and quantitative approaches

Preparing for the business case in the consultancy interview

TEACHING & LEARNING METHODS The course includes various pedagogical tools: lectures, cases, class discussion, team work and a final written individual assignment.

ASSESSMENT METHODS Preliminary proposal for your final research project 100% Bonus points will be allocated for exceptional class participation, including individual contributions and work submitted from in-class exercises.

RECOMMENDED READING Saunders, M., Lewis, P. and Thornhill, A. (2009), Research methods for business students, Harlow, UK : Pearson education. ISBN 978-0-273-71686-0.

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BOOK M2 –MSc SOC – 2011/2012

821 - CREATIVITY & INNOVATION TOOLS WORKSHOP

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Amanda GRAHAM – Steve HEELEY COURSE OBJECTIVES

Work to deliver a consultancy project at the end of the week Learn innovation processes, creativity techniques and thinking techniques


Created innovation processes from component parts

Carried out three creativity techniques

Implemented the above techniques within a consultancy project

Experienced working as a team within a consultancy project

Delivered the project to time and quality

Taught other members of the group a creativity technique

PREREQUISITES None

COURSE CONTENT

Identify individual strengths and weaknesses with respect to some typical consulting skills – organisation, analysis, idea generation, relationship building and presentation.

Innovation Processes. Introduction to projects.

Generating New and Different Thinking and Ideas

Filtering the Ideas and Getting to Solutions

Building on Solutions

Consultancy Tools

Deliver projects

TEACHING & LEARNING METHODS The approach to this course is multi-dimensional. The students will learn processes and techniques via normal methods such as demonstration, you tube clips, explanation and comprehensive course material which will always be followed by experiential learning and reviewing. The next dimension is that there is a deliverable at the end of the week which involves implementation all of the techniques to deliver a simulated consultancy project.

ASSESSMENT METHODS Group Deliverable: 70% Teaching Activity: 30%

RECOMMENDED READING

The Creativity Tools Memory Jogger - (juin 1998) de Diane Ritter et Michael Brassard

The Innovation Tools Memory Jogger: Generating Customer Buy-in and Solutions That Flourish - (janvier 2009) de Paula K. Martin

http://www.amazon.fr/Creativity-Tools-Memory-Jogger/dp/1576810216/ref=sr_1_1?ie=UTF8&s=english-books&qid=1292583168&sr=8-1

http://www.amazon.fr/Innovation-Tools-Memory-Jogger-Buy/dp/1576811093/ref=sr_1_1?ie=UTF8&s=english-books&qid=1292583250&sr=8-1

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BOOK M2 –MSc SOC – 2011/2012

154 - COMPLIANCE & LEGAL PERFORMANCE

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Olivier BEDDELEEM COURSE OBJECTIVES Make sense of the degree to which the law can be used in a strategic way for consultants.


Understand the links between law and strategy and how law influences the management of a business

Identify legal opportunities and manage legal risks

Take into account law in a European and a multinational environment in order to create value for businesses

PREREQUISITES None, but it is preferable to have some contract and business law background.

COURSE CONTENT

Law, strategy and value creation

Law, compliance and risk management

Law in a European context

Case study : the EU reform of auditing

Testimonial

TEACHING & LEARNING METHODS PowerPoint presentations, case studies

ASSESSMENT METHODS Final Examination 100% In class involvement bonus

RECOMMENDED READING "Legal Strategies : How Corporations use Law to Improve Performance", A.Masson and M.J. Shariff

(eds), Springer, 2009

"La performance juridique : pour une vision stratégique du droit dans l'entreprise", C. Collard et C. Roquilly, LGDJ, 2010

"Corruption and compliance - weighing the costs", 10th global fraud survey, Ernst & Young

Green paper, 13 october 2010, "Audit Policy: Lessons from the Crisis", European Commission, COM(2010) 561 final

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BOOK M2 –MSc SOC – 2011/2012

155 - CRACKING BUSINESS CASES: TECHNIQUES & CAPABILITIES

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Marc KITTEN – Jérôme HALLAY COURSE OBJECTIVES

to equip the students with the methodologies of strategy and management consulting to practice to develop their consulting skills, but their success in the programme rests upon their

individual contribution, involvement and intensive practice beyond the class to focus on successful strategies and effective approaches in solving consulting problems, more

specifically for consulting case interviews, although the logic is the same as in real client engagements


Understand the recruiting process at strategy and management consultancies

Understand the expectations of the recruiters and the skills they are looking for

Prepare themselves for the case study and learn how to "crack the case", i.e. integrate the capability to develop a robust structured recommendation when confronted to any business problem.

PREREQUISITES Students are expected to have attended the first part of the consulting workshop. They also need a reasonable understanding of the basic functioning of the firm (finance, marketing, operations, human resources, strategy) that their studies should have equipped them with.

COURSE CONTENT

Management consulting industry. The different roles of the consultant. Consulting projects, organisation and processes.

Recruiting process

Strategy cases, « brainteasers » and « guesstimates »

Review of the methodologies for acing the case : problem solving, pyramid principle, decision trees and structuring frameworks

Examples of cases (McKinsey, BCG, Bain, Oliver Wyman, AT Kearney, Booz, etc.)

Structuring and communicating a solution – Basic elements of communication (Examples from McKinsey, Bain, Accenture)

TEACHING & LEARNING METHODS Workshop in the form of an interactive lecture with numerous individual and group class exercises, mostly consulting recruiting cases from the top strategy consultancies.

ASSESSMENT METHODS Students will be graded on one coursework done in small groups (structured approach to the analysis of a recruiting case study). In addition, individual participation in class will be taken into account in the grading.

RECOMMENDED READING

- Courses notes

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BOOK M2 –MSc SOC – 2011/2012

158 - FINANCIAL ACCOUNTING AND DUE DILIGENCE

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2.5 ECTS COURSE COORDINATOR: George IATRIDIS – Danielle LYSSIMACHOU – Paul KLUMPES COURSE OBJECTIVES

to look at accounting methods on a number of specific issues/controversies where standards have been introduced to influence how organisations report externally in practice.

to evaluate critically the position that financial statement auditing occupies in the economic relationships surrounding organisations and the contribution it makes to achieving accountability; and

to explain and analyse the main steps involved in conducting financial statement audits and the decisions auditors make in that process.


Prepare, use and interpret financial accounting statements; Describe and evaluate the components of conceptual frameworks for accounting; Explain and apply basic theoretical ideas about financial reporting, including its role in a framework of

governance and accountability; Describe the principal elements in the international accounting regulatory structure applying to

financial statements; Analyse the way in which theory, practice and rules (primarily accounting standards) apply to specific

reporting issues which have been subjects of controversy and regulation in recent years; Appreciate the various sources of data that may be useful in analysing the position and performance

of a firm; Prepare the main consolidated financial statements (i.e. balance sheet and income statement)

following an IFRS approach; Understand the issue surrounding partnerships and segment reporting; Calculate the weighted average cost of capital for a firm; Explain the role of auditing in relation to financial statements; Analyse debates about the roles auditing should fulfil; Understand major auditing concepts such as independence, liability and reporting; Be aware of the main stages of the typical evidence process and developments in audit

methodologies; and Appreciate the application of theoretical and conceptual ideas to practical settings, through actual

cases.

PREREQUISITES Woods, F. and A. Sangster, Business Accounting, FT Prentice Hall.

COURSE CONTENT

Part A Financial Accounting: Accounting as an Information System, Financial Statements, IFRS: The Process of Harmonization and International Comparability, Earnings Management and Earnings Conservatism, Current and Long-term Assets and Liabilities, Cash Flow Statement, Financial Ratio Analysis, Consolidations, Partnerships, Segment Reporting, Capital Structure and Weighted Average Cost of Capital

Part B Due Diligence: Corporate Governance, Combined Code of Corporate Governance, Auditor Judgement, Auditor Independence, Audit Tests, Internal controls, Audit Reporting, Audit and Business Failures

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BOOK M2 –MSc SOC – 2011/2012

TEACHING & LEARNING METHODS Three stages for each lecture: presentation of a theoretical framework and/or key concepts ; numerical exercises ; case studies implementing the framework (class discussion of the cases)

ASSESSMENT METHODS The assessment of the course comprises of a final exam.

RECOMMENDED READING

Elliott, B. and Elliott, J., ‘Financial Accounting and Reporting’, FT Prentice Hall.

Arnold, G., ‘Corporate Financial Management’, FT Prentice Hall.

Porter, B., Simon, J. and Hatherly, D., ‘Principles of External Auditing’, John Wiley.

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BOOK M2 –MSc SOC – 2011/2012

401 - RISK AND PERFORMANCE MANAGEMENT

NUMBER OF HOURS: 30 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Emmanuel FRAGNIERE COURSE OBJECTIVES

To give students a basic understanding of the principles of risk management and their application To acquire the tools and skills required to conduct successfully risk management missions as employed

in most strategic consulting firms.


To define the risk profile of a company

To develop an enterprise risk policy

To have a broad understanding of the risk management function in a company

PREREQUISITES None

COURSE CONTENT

Corporate Perception of Business Risk

Risk evaluation: prioritization of intangible risks associated with intangible services

The analytics of risk management: understanding business risk through decision trees

The analytics of risk management: understanding business risk through simulation

Service management and risk management

The risk management process

Operational risk

Contingency planning and disaster recovery

Control management and risk ownership

Basel II

Strategic risk and sustainable development

Risk management consulting

TEACHING & LEARNING METHODS Several case studies and workshops are used to illustrate the practical implementation of risk management in service companies. The emphasis of the module will be on the quantitative aspects of risk management, as well as a thorough understanding of basic principles as required by a general manager.

ASSESSMENT METHODS The grading of this module will be performed based upon class participation during the theory and workshop time slots combined with a final exam. Workshops 50% Final exam 50%

RECOMMENDED READING Risk Management, Emmanuel Fragnière & George Sullivan. Publisher: Crisp, 2006

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BOOK M2 –MSc SOC – 2011/2012

159 - STRATEGIC INFORMATION SYSTEMS: BUSINESS VALUE &

PERFORMANCE

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2.5 ECTS COURSE COORDINATOR: Mohamed Hédi CHARKI – Christophe ELIE-DIT-COSAQUE COURSE OBJECTIVES

to show the extent to which Information System (IS) do matter for achieving business value and boosting bottom-line performance.

to develop critical thinking about IS and strategic business impacts.


Develop critical thinking about the extent to which IS can be a driver of business performance

Understand how IS can be leveraged in order to enable organizations to reach sustainable competitive advantage and craft strategy

Disentangle how IS can be mobilized to enable Business Process Reengineering

Unravel the ways to align IS and business strategy

PREREQUISITES The students are expected to have a comprehensive knowledge of the fundamental concepts in Strategic Management, Organizational Behavior and basic awareness of Information Technologies and Internet based systems.

COURSE CONTENT

Do Information Systems matter?

Information Systems, Competitive Advantage and Strategy

Information Systems and Business Process Reengineering

Managing IS Projects

Information Systems and Governance

TEACHING & LEARNING METHODS The course encompasses lectures, mandatory prior readings, videos, case studies and intensive discussions during class. Thus, class attendance is mandatory.

ASSESSMENT METHODS Final Exam: 100% Bonus for class participation

RECOMMENDED READING Keri E. Pearlson, Carol S. Saunders, (2009) Strategic Management of Information Systems, 4th Edition, John Wiley and Sons. Peter Weill, Jeanne W. Ross, (2009), “IT Savvy. What Top Executives Must Know to Go from Pain to Gain”, Harvard Business Press, Massachusetts. Richard Hunter, Georges Westerman, (2009), “The Real Business of IT. How CIOs Create and Communicate Value” Harvard Business Press, Massachusetts.

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BOOK M2 –MSc SOC – 2011/2012

161 - OM, TQM & BUSINESS PERFORMANCE

NUMBER OF HOURS: 30 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Vincent VAN PETEGHEM COURSE OBJECTIVES

the different aspects of operations management the production processes in manufacturing as well as service organizations the alignment with strategy the analysis of existing processes the development of new processes and the planning and control


Position operations management within the general (strategic) management of an organization.

Understand the dynamics of operations strategy and develop one for a company

Be aware of the various manufacturing technologies and their purposes

Know the difference between push and pull systems

Plan and control processes and know which approach is appropriate in what situation

Apply quantitative and qualitative problem-solving techniques in operations management

Understand the importance of quality management and statistical process control

PREREQUISITES None

COURSE CONTENT

Introduction to Operations Management

Strategic impact of operations and process management

Operations strategy

Process Design: positioning and analysis

Supply Chain Management

Capacity Management

Inventory Management

Resource Planning and Control

Lean Management

Total Quality Management and Improvement

TEACHING & LEARNING METHODS This course includes various pedagogical tools: lectures, videos, academic articles, books and business case

ASSESSMENT METHODS Final examination: 70% Course assignments: 30% Participation in class: BONUS

RECOMMENDED READING Operations and Process Management: Principles and Practice for Strategic Impact, 2009, N. Slack, S. Chambers, R. Johnston and A. Betts, Pearson Education Limited, second edition.

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BOOK M2 –MSc SOC – 2011/2012

830 - TRANSFORMATION CONSULTING BY CAPGEMINI

CONSULTING

NUMBER OF HOURS: 30 hours SEMESTER 1 & 2 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Sébastien Morel, Francois Sonntag (Capgemini Consulting) COURSE OBJECTIVES Ensuring a first consistent understanding of Business Transformation

LEARNING OUTCOMES At the end of the Seminar, students will have a deep understanding of structuring principles of a transformation project, and have lived a consulting experience with professionals Business outcomes:

Conducting analysis to help aligning top management on the need to transform Measuring economic, organizational and social impacts of a transformation Building a roadmap in consistency with the given objectives Preparing and animating steering committees Drawing a diagram of people involved, including political stakes (decision maker, operating, IT,

business) Methodology outcomes:

Understanding the structure a transformation project, from strategic analysis to design and implementation phases

Preparing and writing a presentation for decision-maker according to consulting standards Mastering basic skills such as meeting animation, problem solving, transformation map, plan-do-

review.

Capitalizing on all knowledge / experience from both academic and professional background, in order to practice consulting skills in a professional environment

PREREQUISITES None

COURSE CONTENT

Program management Written communication Oral communication Consulting tools Crisis management Case studies inspired from real Capgemini Consulting assignments

TEACHING & LEARNING METHODS Students will be learning the basic knowledge of consulting through plenary sessions. In parallel, case studies will be given to sub-groups of students in order to challenge their learning. All along this process, “advisory consultants” will be dedicated for each sub-group to coach them and share their own experience.

ASSESSMENT METHODS At each session, students will be evaluated on the case they will present in front of a steering committee composed of two management consultants.

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Moreover, “advisory consultants” will provide a mark to the group they are following, based on the quality of their work but also on their progression through the different sessions.

RECOMMENDED READING “Triggers” written by Xavier Hochet and André-Benoît de Jaegère, edited by Odile Jacob

Book_MSc_SOC_2011_12

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