Providing the necessary tools and methodologies for the proper definition of companies’ corporate strategies, framing them within both the competitive ecosystem and the current economic scenario, analyzing the influence of global megatrends on strategic trajectories and business models. Identifying the critical success factors of external growth strategies and divestitures. Drawing an analytical framework that takes into account strategic decisions and their related economic-financial implications. Analyzing value creation through strategy and corporate governance tools. Presenting business challenges as real-life examples of business dynamics, to transfer the theoretical knowledge acquired and enhance the ability to solve complex managerial problems.

Upon completion of the course, students will have acquired the full set of competencies required by the Dublin descriptors, in particular: Knowledge and understanding: students will understand complex corporate strategic dynamics through the acquisition of specific knowledge, tools, and new perspectives; they will have learned methodologies and tools useful to define the scope of action of a company in vertical, horizontal, and international directions. Applying knowledge and understanding: students will have developed their ability to interpret multiple managerial and corporate issues, applying the acquired knowledge to outline effective strategic models across different scenarios and contexts. Making judgements: students will have gained the ability and autonomy to critically interpret the competitive environment with respect to the industry and the broader ecosystem. Communication skills: students will have improved their communication skills and will be able to clearly and effectively synthesize, argue, and present conclusions derived from the analysis of any business case in a managerial and strategic context. Lifelong learning skills: the knowledge acquired during the course will enable students to identify suitable materials, sources, and data to strengthen future learning and acquire new competencies.

Corporate Strategy pillars and Megatrends The strategy tripod: institutions, resources, and industry analysis Ecosystems and network effects Scenario analysis: trends vs risks identification and scenario-building Diversification and strategic interdependencies Portfolio Matrix Vertical integration Internationalisation Internal vs External Growth: growth modalities (M&A, alliances, etc.) Corporate restructuring and divestiture Turnaround strategies in the digital age Responsible Management: Environmental, Social, Governance (ESG) Corporate Governance & Executive Compensation Family Business & Corporate Entrepreneurship Financial evaluation of strategy Performance indicators and measuring strategic success

Teaching material provided during the course. Whittington, R., Angwin, D., Regnér, P., Johnson, G., Scholes, K., Exploring Strategy, Text & Cases, Pearson, 2023 Rothaermel, F., T., ISE Strategic Management: Concepts, McGraw Hill, 2024

Flipped classrom Group works Practice session Guest lecturers Business Game Simulation

Final Written Exam: 67% Business Challenge: 33%

No merit criterion is required for thesis assignment (mean, 'grades, language skills, etc.). The only criterion followed is the quality of the submitted research. A research proposal must be presented in order to articulate the central idea and the topic that will be addressed in the thesis. Students have to provide a two or three pages word document, including bibliography, briefly describing: - Reference literature: generical sources (e.g. Google), industrial sources (e.g. Il sole 24 ore, The economist, Il mondo) and related scientific literature ((http://www.luiss.it/biblioteca/banche_dati / index. php). - Research question. It’s a question of one or two lines that exactly addresses the problem that the thesis aims to solve. - Students have to argument the importance and the need to give a scientific answer to identified question, in order to exclude irrelevant unanswered questions. The research question can be considered significant from the theoretical point of view (since defines a logical step missing in the understanding of some processes) or from an empirical one (as it seeks to describe a phenomenon not fully understood), or by both. - Research design & methodology: Data gathering via the creation of a DataBase or the expansion of existing Databases; survey creation and case study analysis.