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Veranstaltungen von Dr. Gustav Oertzen


Management - Seminar #10 Managing a company´s top strategic decisions (Seminar)

Dozent/in: Gustav Oertzen

Einzeltermin | Mi, 09.11.2022, 14:15 - Mi, 09.11.2022, 16:15 | C 14.102b | .
Einzeltermin | Fr, 02.12.2022, 14:15 - Fr, 02.12.2022, 20:00 | C 14.103 | .
Einzeltermin | Sa, 03.12.2022, 09:00 - Sa, 03.12.2022, 19:30 | C 14.201 | .

Inhalt: The long-term success of a company depends mainly on very few key decisions. Prominent examples include the strategic direction (e. g. what sustainable competitive advantages to build on in the future), very large investments as into new ventures or acquisitions of other companies, and mergers with other companies. These decisions are made under uncertainty and under financial constraints. Furthermore, these decisions are not made by “the company” but by human beings who are personally affected stakeholders, possibly subject to individual biases and who decide in groups differently than as individuals. To tackle these strategic decisions, we will work on 10 topics which touch collectively content (what are the right decisions) and process (how to get to the right decisions). The topics will include theoretical concepts as e. g. strategic frameworks, research results as e. g. from behavioral economics, and also practical examples. Topics: • Managing uncertainty (different kinds of uncertainties, scenario building around key uncertainties, action types as big bets / options / no regret moves) • How to make very large decisions – esp. on investments (business case, cash vs. P&L, sunk money, valuation, threats/opportunities, …) • Typical traps in decision making (individual biases, how to avoid typical traps, possible process solutions) • Special focus on group decisions (typical behaviours, e. g. overlooking / neglecting very large risks in group decisions, group thinking and possible process solutions) • Getting decision support by Artificial Intelligence and Big Data (established in mass decision processes, future extension to management decisions) • Different stakeholders in top management decisions (roles and interests of equity and debt markets, supervisory board members, top management, employee representatives) • Managing decisions in state owned companies (differences in goals and processes for state owned vs. private companies; success factors/typical flaws; possible solutions) • Create or build on sustainable competitive advantages (examples as economies of scale / first mover / network effects / access to limited resources; their sustainability; how to start) • Decide on the company's direction: focus vs. diversification (influencing factors as management attention, spread of risk, cyclicality, capital market expectation and resulting pros/cons) • Making strategic decisions in disruptive situations (example CO2 footprint, Kyoto protocol, CO2 avoidance as strategic and marketing tool, internal pricing, external compensation)