Strategy ImplementationNorthwestern University Kellogg School of Management

MORS 455, Fall 2017Professor: Ned Smith, ned-smith@kellogg.northwestern.edu, www.ned-smith.com

Teaching Assistants: Yuan Tian (primary), y-tian@kellogg.northwestern.edu; Jackie Ng (technical), jacqueline.ng@northwestern.edu

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Two-thirds of business and corporate strategies fail not due to poor strategy or flawed logic but poorexecution. However smart a new strategy may be, it takes informed managers, strong leadership, andenlightened organizational design to make it a successful one. This course focuses on strategy implementation,with emphasis on the organizational structures, both formal and informal, decision making processes, andevaluative practices that facilitate the successful attainment of strategic objectives. This class is not aboutdesigning business strategy, per se (though this important task will not be ignored), but rather designing anorganization to execute on that strategy. Our guiding framework involves applying principles of organizationalarchitecture and social organization to mobilize the necessary resources to pursue one’s strategic goals andcreate value.

Students will learn managerial tools and techniques for aligning an organization’s formal and informal structureswith its strategic goals. Additionally, students will analyze firm- and market-level data using techniques derivedfrom network analysis and graph theory to answer questions ranging from competitive firm positioning andstrategic partnering to how to organize one’s employees to both create new value and deliver on existing valuestreams. The course uses a combination of teaching and learning techniques including hands-on data analysisand “technical labs,” lectures, case studies, and direct interaction with outside executives.

Evaluation will be based on active participation, pre-class assignments, a mid-term exam, and a final project. Youcan find the course pack at https://www.study.net/Kellogg. Additional (free) readings are posted on canvas. The corereading and review material for the course will be the slide-deck. Links to data downloads, survey instruments, and codesamples here: www.ned-smith.com/mors-455-strategy-implementation/ (Password = MORS455).

This syllabus is in draft form and is likely to change.

Session6 Session7 Session8 Session9 Session10

Mid-Term Exam90minutes,nooutside

materialsornotes.Answeronexambookletorlaptop.

Mid-TermExam,Debrief

DiskDrives& DisruptiveInnovation

IndustryNetworks/I-OTables

TechnicalLabDayDoingNetworkAnalysis:TheCompanyBehindtheChart

Finalprojectin-classworkdayinbreak-outrooms

StrategicAlliancesEcosystems&Networksof

AlliancesToyota

1st &2nd DegreeAllianceWorksheet

InterpersonalAlliancesEntry&Buy-in

Framing&ReputationCharlotteBeers

Designing“SocialStrategies”

Social“Failures”:Meet,Broadcast,Find,Interact

Social“Solutions”

In-classsocialstrategylab.Collectivelydesignasocial

strategy

FinalizePresentations(30Minutes)

Presentations

Wrap-upandGoodbye

StudyforExam.Slides,classnotes,andcasequestions.

DownloadRStudio &variousdatasets.Bringlaptop.

Submitassignment(Possible) Post-class assignmt.

ReadAMEXcase, Submitassignment

Groupprepforfinalpresentation.

Course Overview(detailed information on each class session and assignments on pages to follow)

Session1 Session2 Session3 Session4 Session5

Strategy&OrganizationIntroductions&Course

Requirements#strategy

BIC

#organizationGrouping,Linking,Processes,

&Systems

Groupassignmentsforfinalproject

FormalOrganizationalStructure&Design

Appex&Metrics

OrgDesignLabTheSwisswatchindustryDesignandpresentanorganizationalcharttomanageamassive(100+companies)mergerinthe

Swisswatchindustry.Defineastrategyanddesignastructuretoalign.

Informal Structure:OrganizingforExecution

Closure,Trust,&High-PerformingTeams

Mac;IBMBlackTeamManagingReputation

WorkingUnderClosureConnectivity&Stability

LehmanBrothers

Informal Structure:Organizing forInnovation

Brokerage,Vision,&Creativity

GeneStoner&theM-16Affymax

TheDiversityPredictionTheorem:Applicationsof…Mini-Lab:Calculatingandinterpretting yournetwork

statistics

InformalStructure:BalancingInnovation&

ExecutionPathologiesofClosureAsch,Groupthink

TheMilgram Experiment:AReinterpretation

elBulliKnowledgeManagement&

LearningBP-X

Pre-class reading,Submitassignment

ReadAppex case,Submitassignment

ReadLehmanBrotherscase,Submitassignment

Fill outnetworksurvey WatchelBulli videos;ReadBP-X case(s),Submitassignment

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Topic Details1. #Strategy & #OrganizationIn addition to (re)defining strategy & organization, this session introduces the vehicle through which theleadership of organizations can effectively occur. This vehicle is the “structure” of the firm. We’ll discuss structureas consisting of three basic parts—architecture, routines, and culture, or “ARC”—and consider variouscompanies to highlight the advantages of creating a structure that supports your strategy (and converselymaintaining and executing a strategy that aligns with your structure). We’ll also discuss a general framework forevaluating whether or not firms’ strategies display strategic “logic.”

IMPORTANT NOTE: “CP” indicates that a reading is in the Course Pack. “W” denotes that a reading is posted on Canvas and is NOT in the CP.

Pre-Class Reading (These are things you are expected to read prior to class.)

1 – This syllabus. Read in full. Circle anything that doesn’t make sense and ask me about it in class.2 – External Context: Industry Analysis. Ch. 6 in SSP (W, this reading may be a review for you on industry analysis, though you may find that ituses some new terminology)

Pre-Class Assignment (These are questions you are assigned to answer and submit prior to class).1 – Define “strategy.”2 – What is Kellogg’s strategy?3 – What is the strategy of your last employer?4 – Define “organization.”

Post-Class Optional Reading (I recommend that you at least download these readings each week to skim and read the ones that interest you.)

The Strategy Concept I: Five Ps for Strategy (CP)Core Competence of the Organization (CP)

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Topic Details2. Formal Organizational Structure & DesignThe manager’s function is not to make people work (try it sometime, it won’t be pleasant for you), but to makeit possible for people to work (DeMarco and Lister, p. 34). Effective organizational design is the mechanism to achievethis outcome. But what does it all mean? “The traditional search for competitive advantage in terms of specificproducts, technology, or production processes is obsolete. You won’t find it there any more. The only real,sustainable source of competitive advantage lies, instead, in an organization’s ‘architecture’—the way in which itstructures and coordinates its people and processes in order to maximize its unique capabilities over the longhaul, regardless of continuous shifts in the competitive landscape.” (Nadler and Tushman, p. viii). In this session we willexplore this remarkable shift in the nature of competitive advantage. We will identify how organizationalarchitecture provides managers with the tools to create lasting advantage. Specific topics will include internal fit,strategy-structure alignment, organizational design as the operational and enterprise levels, the processes ofdesign, and how to know when to redesign an organization.

Pre-Class Reading

1 – Appex Corporation (CP)

Pre-Class Assignment

1 – What is the nature of the cellular industry and what are the key success factors for Appex? (If you are familiar with Porter’s Five Forces,you might opt to do a quick F.F. analysis).2 – For each of the organizational structures presented in the case (entrepreneurial, circular, functional, product teams, divisional) how aretasks grouped? How are the organizational units linked/integrated with one another?3 –Were all of the changes in structure necessary?

Post-Class Optional Reading

Organizational Alignment: The 7-S Model (CP)Competing by Design (book by Nadler and Tushman, available on Amazon and at other retailers)

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Topic Details3. Informal Structure: Organizing for ExecutionWe now appreciate the power of formal organizational structure, but what about informal structure? What aboutthe “Company Behind the Chart” (Krackhardt and Hanson 1993). Significant value can be harvested from the socialstructure that exists both within and among organizations. This session will introduce some of the basicelements of social network theory and will introduce the two engines of "social capital," brokerage and closure.Closure, our focus here, is a strategy for delivering on a known value stream. Dense social ties facilitate trust, drivealignment, and lower the cost of monitoring. We will learn about companies who are successful at creating andbenefitting from social closure and analyze the organizational and environmental conditions under which doingso is optimal. Shifting gears, we will consider what it is like to work under closure and discuss career concerns—both positive and negative—of working in a closed social system. In this session we will also explore the criticalrole that networks play in building trust and reputation.

Pre-Class Reading

1 – Rothschild, M. 1992. “The Henderson Revolution.” Upside Magazine. (W)2 – Lehman Brothers (CP)

Pre-Class Assignment

1 – How would you describe the internal (informal) structure of the equity research division when Jack Rivkin takes over? What informationfrom the case are you relying on to make this judgment?2 – How would you describe the position of the equity research division within Lehman? Again, what information from the case are you relyingon to make this judgment?3 – How much would a competitor need to pay you to leave Rivkin’s team? (Ignore the fact that Lehman ceased to exist many years later).

Post-Class Optional Reading

Greif, A. 1989. “Reputation and Coalitions in Medieval Trade: Evidence on the Maghribi Traders.” Journal of Economic History. (W)Granovetter, M. 1985. “Economic Action and Social Structure: The Problem of Embeddedness.” American Journal of Sociology. (W)

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Topic Details4. Informal Structure: Organizing for InnovationIn contrast to social closure, brokerage is a strategy for creating new value. It involves the recombination ofunique sets of knowledge and is a key driver of creativity and innovation. Successful leaders read both marketsand organizations to figure out what to do, and who to involve to get things done. We will discuss severalcompanies that effectively utilize principles of social organization and brokerage to innovate. We will analyze dataat individual, firm, and market levels to understand the value generating potential of brokerage. Additionally, wewill explore the dual roles of independence and diversity that underlie the benefits of social brokerage. As we willcome to see, these are also the key ingredients behind the “wisdom of crowds” concept.

Pre-Class Reading

1 – Managing in the White Space (CP, This reading is not meant to insult your intelligence, though it is very juvenile. If you’re lost, you’ll learnat least a little bit by reading this article. If you’re not lost, this is a quick read)

Pre-Class Assignment

Fill out the network survey linked here: www.ned-smith.com/mors-455-strategy-implementation/ (password = MORS455)

Post-Class Optional Reading

Burt, R. 2004. “Structural Holes and Good Ideas.” American Journal of Sociology. (W)Beckman, C. & P. Haunschild. 2002. “Network Learning…” Administrative Science Quarterly (W) Rowley, T., Behrens, D., & Krackhardt, D. 2000. “Redundant governance structures…” Strategic Management Journal (W)McEvily, B. & Zaheer, A. 1999. “Bridging ties: A source of firm heterogeneity in competitive capabilities.” Strategic Management Journal. (W)Shipilov, A. V. & Li, S. X. 2008. “To have a cake and eat it too?...” Administrative Science Quarterly (W)

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Topic Details5. Informal Structure: Balancing Innovation & ExecutionValue is created by brokerage, but it is delivered by building a strong team around brokering ties. In this session,we’ll go deeper into what it means to optimize for both brokerage and closure and extend the critical linkbetween reputation, organizational structure, and performance. We will reframe our discussions of social capitalusing the related business terms of exploration and exploitation and draw important comparisons and contraststo those ideas. In part two we will extend the concepts of brokerage and closure to explore an increasinglyimportant business practice: knowledge management.

Pre-Class Reading / Watching

1 – Watch Anthony Bourdain videos (W)2 – British Petroleum: Focus on Learning (CP)3 – Unleashing the Power of Learning (CP)

Pre-Class Assignment

1 – What makes learning difficult? (Your answers need not related to BP-X).2 – Is BPX well positioned to be a learning organization? Why or why not?

Post-Class Optional Reading

Hansen et al. 2001. “What’s your strategy for managing knowledge?” Harvard Business Review. (Available upon request)Smith, E.B., & Y. Hou. 2015. “Redundant heterogeneity and group performance.” Organization Science. (W)

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Topic Details6. Mid-Term Exam & Exam DebriefYou will have 90 minutes to complete the mid-term exam. You will need only a pen or pencil (or laptop, with wifiturned off) and your brain.We will discuss the format of the exam in class.

We will spend the session immediately following the exam debriefing it. We will take as much time as necessaryto do this. Debriefing the exam is an extremely important learning opportunity, as research shows thatforgetting information (as is inevitable, especially in a demanding environment such as this one) and subsequentlyrelearning it adds significantly to a person’s ability to retain new information. An additional benefit is that youshould have a fair idea of your absolute (though not necessarily relative) performance on the exam by the end ofthe session.

We will spend any remaining time exploring three possible topics: disruptive innovation, mapping industrynetworks, and strategic mindsets.

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Topic Details7. Technical Lab Day: Doing Network Analysis – The Company Behind the ChartWe will spend the first half of class doing hands-on data analysis together. I will provide instructions (and code)to access data and software. Bring your laptop. If you do not have a laptop, be sure to sit next to someone whodoes. We will analyze real-world network data from a medium-sized electronics firm together in class. Timepermitting we will also analyze industry input-output data using some basic matrix algebra and tools derivedfrom graph theory. By the end of the session you should be able to create and manipulate network datasets,read them into one or more software packages, visualize network data, and compute basic network statistics atthe level of individuals, groups, and organizations.

In the second half of class you will work with your project group teams to analyze the network data you havecollected.

Pre-Class Assignment

- All downloads located or linked here: www.ned-smith.com/mors-455-strategy-implementation/ (Password = MORS455)- Download and install “R Studio” to your laptop & run provided script to install necessary packages.- Download “Electro” dataset to your desktop- Download “MORS455-LI” dataset to your desktop (we may not have time to analyze this in class)- Download “IO” dataset to your desktop (we may not have time to analyze this in class)

Post-Class Optional Reading

Krackhardt, D. & J.R. Hanson. 1993. “Informal Networks: The Company Behind the Chart.” Harvard Business Review. (W)

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Topic Details8. Strategic Alliances“As we move further into the twenty-first century…most organizations will take on high degrees ofspecialization—and, therefore, rely more heavily on others to perform business functions that fall outside thosespecialties. Clearly, we need a more systematic understanding of what it takes to enhance performance acrossbroad networks of participants” (Hagel III and Brown). The scope of organizational design is expanding. Asorganizations continue to focus on their own core competencies—and rely on other organizations tosupplement those competencies—effective strategic managers must consider issues of architecture andorganizational design on an intra-firm basis. We will review several of the most basic decisions in strategicalliances and dive deeper into matters involving the architectural design of alliance networks and businessecosystems.

For the second half, we will extend our discussion of strategic alliances to analyze alliances at the interpersonallevel. Specially we will investigate why and when individuals sometimes must rely on strategic partners, animportant kind of strategic alliance, to get their ideas heard.

Pre-Class Reading

3 pre-class slides.

Pre-Class Assignment

Please write about a time when a person/people didn’t hear your idea/initiative/suggestion, but they should have. What was the idea? Who didyou talk to about the idea first? How did you vet the idea? Did you tweak your idea? In what way did you tweak your idea? What value wouldthe idea bring? To whom? Who could implement the idea? Now generate two to three explanations about why your idea failed to gaintraction. (You do not need to answer each of these questions, necessarily. They are just to get you thinking).

Post-Class Assignment (tentative)

1 - Imagine you want to change industries post Kellogg. Where in the class network (first and second degree ties) is your next job located? (Ifit’s not represented, how do you plan to get that new job?). 2 - Is there anyone in class for whom you are the right strategic partner?

Post-Class Optional Reading (extending ideas of partners in unique and interesting ways)

Hagel & Brown. “Productive Friction: How Difficult Business Partnerships Can Accelerate Innovation” (CP)Sgourev, S. V. & E. W. Zuckerman. 2006. “Improving Capabilities Through Industry Peer Networks.” MIT Sloan Management Review. (W)St

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Topic Details9. Designing “Social Strategies”A natural extension of strategic alliances is engaging in the co-creation of value with your customers (or users,donors, etc). Doing this effectively requires developing a “social strategy.” “Social strategy” is not what you thinkit is. Rather, developing effective “social strategies” requires a major shift in the way organizations interact withtheir target audiences. The core message of this session is this: To have a functioning social strategy, it isnecessary to build a unique social solution that addresses a social failure by improving relationships amongcustomers if and only if those customers undertake, knowingly or unknowingly, a set of organizational functionsthat directly benefit your organization. A mouthful? Yes. Fear not. We will break it down into digest-able piecesand not leave until we get it. We will consider several examples of organizations, firms, and social movementsthat have developed and executed successful social strategies according to this criteria. Our final collective goalwill be to design a social strategy for one or more organizations.

Pre-Class Reading

AMEX (CP)

Pre-Class Assignment

1 – Rank AMEX’s Members’ Project / Members Know / OPEN Forum / Link-Like-Love according to how valuable you think each program wasfor AMEX. You might decide that one or more projects created no value for AMEX, and presumably should be scrapped. If so, state thisexplicitly.2 – How is value (if any) being created for AMEX by offering these programs?3 – How did you make your ranking? What method did you use to reach your answer?

Post-Class Optional Reading

None

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Topic Details10. Group Presentations & Wrap-upNetwork analysis has permeated the analytical toolbox of many of the world’s most innovative companies. Firms, both large and small, have begun to use the tools of social network analysis (SNA) to understand the collaborative structure within their organizations and the collaborative and competitive structures in their respective markets. In the early days of SNA much of the work was conducted by boutique consultants. Today, many of the largest consulting firms have specialists in this area and many companies such as Google have built robust internal teams with this talent. Despite the revolutionary change in the practice of SNA over the last decade, the basic workflow of conducting a SNA remains the same. Five steps in particular are universal and do not vary by industry, organizational size, or other firm characteristics. These steps are:

1 - Select a bounded social unit as the target of the SNA. This could be a division in a firm, an entire organization, or a cluster or industry. 2 - Once a bounded unit is selected, learn about the context and ask: (1) what are the relevant entities (i.e. who are the people who should be included in

the study); (2) what are the relevant relationships (i.e. friendship, advice, co-investment, and so on); and, finally, (3) what are people trying to achieve with these relationships (i.e. generating more innovative ideas, getting promoted, getting in on the best deals, or something else)?

3 - Once these are determined, the SNA will require the analyst to ask the relevant entities about their relationships. This is done through what is called a “Network Survey” (though increasingly is being done using digital trace data such as email and IM logs, cell phone communication, geotagging, and so on).

4 - Once the surveys are completed, code and analyze the data. After coding, analysis typically consists of visualization and calculating various measures at the level of individuals, groups, and the full network.

5 - Interpret. Now that you have the data, you are likely to see patterns that you may have or have not expected which now need to be interpreted and explained.

Your task for the final project is to conduct a SNA on a bounded social unit of your choice (except this class). I would recommend—for purely time-related reasons—choosing a social unit that is somewhere between 15-25 people. I am OK with smaller units as well as larger ones, but smaller units may not be as interesting and larger ones may become unmanageable in such a short period of time, though if you’re up for it, have at it! After choosing the setting, describe why it is interesting/important, who will consist of your relevant entities, and what are meaningful relationships that exist between these people (and why?). Finally, describe why you think that networks may matter here and for what? Develop and conduct a survey with two components. First, ask three network questions. The simplest, and often most appropriate prompts are: who do you report to? (formal structure), who do you consider a friend?, and who do you go to for work-related advice? You also might think of other relational prompts that are of interest, such as who would you like to communicate with, but currently do not? Second, ask up to 5 questions about people’s background and/or achievements. These could include: Where did you go to undergrad, how many years of experience do you have, and so on. With respect to achievements, you can ask questions about work satisfaction, feelings of success, etc. I suggest gathering your data using an online survey tool such as Survey Monkey, Qualtrics, or Google Survey. If the organization is willing to share additional data such as performance metrics or pay, great, but this is not required or expected. After you have collected your data, code and analyze it. In our 7th session together we will do some in-class work analyzing network data, followed by group work to explore the data you’ve collected. Interpret. What is interesting and unexpected. Make some predictions about peoples outcomes (will someone leave, get promoted, have a brilliant idea), and justify them based on what you know of the context, network theory and your own intuition. Contrast the formal and informal structure. Did anything surprise you? Who is likely to be an opinion leader in the organization? If people are unable to access the people they want to talk with, why?

On the final day of class we’ll be presenting our analysis to the class. You have one final deliverable: A 7-10 minute presentation with your analysis and interpretation. (Special thanks to Sharique Hasan).

For more information, including sample surveys and code, go here: www.ned-smith.com/mors-455-strategy-implementation/ (Password = MORS455)Stra

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Deliverables & Grading(Individual) Preparation & Participation (20 pts; first and second half of course)- You are expected to attend all class sessions and participate in class discussions. Attendance does factor into your participation

grade. I take attendance by taking a panoramic picture of the classroom at the very start of class. You should read this to meanthat you have a strong incentive to be on time so as not to miss the picture.

- Preparation for class involves a) reading the assigned materials, and b) completing and submitting any assigned pre-class work. Ifyou are not prepared to answer the pre-class preparation questions, you are not prepared for class. You are free to attend classeven if you are unprepared, though please place your name card face down so that I do not call on you. Otherwise, please haveyour name card visible for all class sessions as I take this to mean you are prepared and may field questions during class.

- You may contribute to class discussions in many different ways: Asking clarifying questions; Explaining and justifying yourpreferred course of action; Identifying key issues in a reading; Building on discussion using (relevant) personal experiences andother supplementary material (e.g., news, logic); Listening to your colleagues and engaging them in constructive dialogue anddebate;Advancing critical evaluations of arguments and evidence.

(Individual) Pre-class assignments (20 pts)- Pre-class assignments are due (via email to me and the TA) by 9am on the day of class.- The purpose of these assignments is not to intimidate, annoy, or infantilize you, but rather to ensure meaningful classroom

discussions by incentivizing reading and preparation.

(Group) Final Assignment (20 pts)- In addition to a group-level grade, each member of the group may be asked to complete individual evaluations of other group

members which can factor into an individual’s grade on this assignment.

(Individual) Mid-Term Exam (40 pts)- The exam will involve no books or notes.You may take the exam on a laptop or tablet and email your answers.- The exam is worth a major component of your final grade. I believe that the material covered in this class is so important for

your professional development that I view individual mastery of the material as priority number one in this course.- The exam is work 40 pts and consists of 20-25 questions. The goal of the exam is to ensure that you can (1) discuss the

concepts introduced in class without having to look them up, (2) apply the concepts to organizational, managerial, and strategyrelated scenarios, and (3) read and interpret the kinds of charts, tables, and graphs to which you will be exposed throughout thequarter.St

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Final Grading & EtiquetteYour final grade will be calculated as follows

- 40 pts Mid-Term Examination + 20 pts Class Preparedness & Participation + 20 pts Pre-Class Assignments + 20 ptsSocial Strategy Project = 100 possible points.

- Final grades will be assigned according to Kellogg grading rules and standards.- You may ask at any point where you stand in terms of your grade and trajectory in the class. Following class 5 I will

post your first-half participation grade (out of 10 points) on Canvas. Your midterm exams will be posted by the end ofweek 7, but you will already had a good sense of your performance on that exam from the in-class debrief.

Regrading

Any requests for re-grading must be submitted within 10 days of the receipt of the grade, per Kellogg policy. The requestmust include an explanation of why you believe the grade to be in error.

Course & Classroom Etiquette

You are expected to adhere to the general principles of Kellogg’s Classroom Etiquette Policy, as described on the Office of Student Life website: http://www.kellogg.northwestern.edu/stu_aff/policies/etiquette.htm

You are expected to adhere to the Kellogg Honor Code, as described on the Office of Student Life website: http://www.kellogg.northwestern.edu/stu_aff/policies/honorcode.htm

Per requests from your own classmates, I strongly discourage the use of laptops or mobile phones in class, unless instructed otherwise. Tablets are fine when used without a keyboard though you should have no reason to be connected to wi-fi during class time, unless instructed otherwise.

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