STRATEGISCH MANAGEMENT VAN
ORGANISATIES EN ICT
This document contains a summary of ALL LECTURES of the 2020/2021
edition of the Strategic Management of Organisations and ICT course
offered at Utrecht University (course code: INFOB3SMI).
Each lecture has been summarized in one page and provides a solid
overview of all important content. This includes all essential concepts, tables
and figures. Besides, the article by Henderson and Venkatraman is
summarized in this document.
For this document the Cornell method is used; this is a systematic format for
condensing and organizing notes without laborious recopying. This methode
is proven to be more efficient when reviewing summaries.
TABLE OF CONTEXT
LECTURE 1: CHAPTER 1 + 2
INTRODUCTION TO STRATEGIC MANAGEMENT
LECTURE 2: CHAPTER 2+3, HENDERSON & VENKATRAMAN
STRATEGIC ANALYSIS & ALIGNMENT
LECTURE 3 / CHAPTER 3-7
STRATEGIC ADVANTAGE, SCENARIO'S & INNOVATION
LECTURE 4 / CHAPTER 8 + 10
GOVERNANCE, ORGANIZATION, CULTURE & INVESTMENTS
Course: Strategic Management of Organisations and ICT (INFOB3SMI)
Academic Year: 2021-2022
Author of this document: Liza Lausberg -
, LECTURE 1 / CHAPTER 1 + 2 Date 7/02/2022
INTRODUCTION TO STRATEGIC MANAGEMENT
strategy
Strategic The direction and scope of an organization over the long term, which achieves
management: advantage in a changing environment through its configuration of resources and
The process of defining competences with the aim of fulfilling stakeholder expectations
and executing the
business strategy that is Why do we start a business? Why are we here?
aimed at the long-term
strategic thinking
Mission: Unambiguous statement of what the organization does and its long-term, the
well-being of the
organization. overall purpose
"Who we are and what we do”
Sets direction, must be inspirational and contains values
Vision: What the business will be in the future and how it will operate.
“Where are we going”
Strategic
Gives destination, bring strategy alive, shared picture of future aim
thinking:
Objectives: Goals that are set for achieving the vision
Creative
entrepreneurial insight
At several levels and should be made SMART
into the ways the
HOW ARE YOU GOING TO ACHIEVE THIS? --> STRATEGY
enterprise could
develop.
Different strategies
Business strategy: Where is the business going and
why?
Strategic IS strategy: What is required to support this?
planning: IT strategy: How can it be delivered?
Systematic,
comprehensive analysis Business and IS/IT strategies should be aligned!
to develop a plan of
action
STrategy tooltemplate for developing new or documenting existing business models
Business Model Canvas
Opportunistic Welke Welke
decision- activiteiten zijn relaties
nodig voor de
'value
Wat geef je creëer je?
making: proposition/ aan (personal? automated?
acquisitive? retentive?)
Effective responses to 'waarde'
unexpected threats and aan je key Hoe bereik
Wat is nodig
partners? je key
opportunities voor je
product? partners?
Summary:
Strategic management requires: Strategic thinking, Strategic planning
and Opportunistic decision-making
basic elements: mission, vision, strategy, strategic thinking, BMC
ORGANISATIES EN ICT
This document contains a summary of ALL LECTURES of the 2020/2021
edition of the Strategic Management of Organisations and ICT course
offered at Utrecht University (course code: INFOB3SMI).
Each lecture has been summarized in one page and provides a solid
overview of all important content. This includes all essential concepts, tables
and figures. Besides, the article by Henderson and Venkatraman is
summarized in this document.
For this document the Cornell method is used; this is a systematic format for
condensing and organizing notes without laborious recopying. This methode
is proven to be more efficient when reviewing summaries.
TABLE OF CONTEXT
LECTURE 1: CHAPTER 1 + 2
INTRODUCTION TO STRATEGIC MANAGEMENT
LECTURE 2: CHAPTER 2+3, HENDERSON & VENKATRAMAN
STRATEGIC ANALYSIS & ALIGNMENT
LECTURE 3 / CHAPTER 3-7
STRATEGIC ADVANTAGE, SCENARIO'S & INNOVATION
LECTURE 4 / CHAPTER 8 + 10
GOVERNANCE, ORGANIZATION, CULTURE & INVESTMENTS
Course: Strategic Management of Organisations and ICT (INFOB3SMI)
Academic Year: 2021-2022
Author of this document: Liza Lausberg -
, LECTURE 1 / CHAPTER 1 + 2 Date 7/02/2022
INTRODUCTION TO STRATEGIC MANAGEMENT
strategy
Strategic The direction and scope of an organization over the long term, which achieves
management: advantage in a changing environment through its configuration of resources and
The process of defining competences with the aim of fulfilling stakeholder expectations
and executing the
business strategy that is Why do we start a business? Why are we here?
aimed at the long-term
strategic thinking
Mission: Unambiguous statement of what the organization does and its long-term, the
well-being of the
organization. overall purpose
"Who we are and what we do”
Sets direction, must be inspirational and contains values
Vision: What the business will be in the future and how it will operate.
“Where are we going”
Strategic
Gives destination, bring strategy alive, shared picture of future aim
thinking:
Objectives: Goals that are set for achieving the vision
Creative
entrepreneurial insight
At several levels and should be made SMART
into the ways the
HOW ARE YOU GOING TO ACHIEVE THIS? --> STRATEGY
enterprise could
develop.
Different strategies
Business strategy: Where is the business going and
why?
Strategic IS strategy: What is required to support this?
planning: IT strategy: How can it be delivered?
Systematic,
comprehensive analysis Business and IS/IT strategies should be aligned!
to develop a plan of
action
STrategy tooltemplate for developing new or documenting existing business models
Business Model Canvas
Opportunistic Welke Welke
decision- activiteiten zijn relaties
nodig voor de
'value
Wat geef je creëer je?
making: proposition/ aan (personal? automated?
acquisitive? retentive?)
Effective responses to 'waarde'
unexpected threats and aan je key Hoe bereik
Wat is nodig
partners? je key
opportunities voor je
product? partners?
Summary:
Strategic management requires: Strategic thinking, Strategic planning
and Opportunistic decision-making
basic elements: mission, vision, strategy, strategic thinking, BMC
