Providing the necessary tools for the proper definition of companies’ business strategies, framing both the competitive ecosystem and the current economic scenario, analyzing the influence of the current megatrends. Identifying the critical success factors arisen with external growth strategies and divestiture. Drawing an analytical framework that takes into consideration the strategy decisions and the related economic-financial effects. Analyzing the value creation of strategies and the corporate governance tools. Presenting business challenges as real-life examples of business dynamics, to implement the theoretical knowledge acquired, enhancing the ability to solve complex management problems.

Upon completing this course, students should be able to complete the full set of capabilities required by the Dublin’s descriptors, specifically: - Knowledge and understanding: Students will understand the complex strategic dynamics of the company, through the acquisition of specific knowledge, tools and new angles of observation; Students will learn the methodologies and tools useful to identify the companies’ scope of action, in vertical, horizontal and international direction; - Applying knowledge and understanding: Students will develop ability to interpret multiple managerial and corporate issues, managing to apply the knowledge acquired, outlining effective strategic models in different scenarios and areas; - Making judgements: Students will acquire ability and autonomy of judgment to critically read the competitive scenario, from the industry to the ecosystem in which it operates; - Communication: Students will develop their communication skills and the ability to clearly synthesize, argue and transmit the conclusions driven from the analysis of any business case in a managerial and strategic scope. - Lifelong learning skills: The knowledge acquired during the course will give to students the chance to learn how to identify suitable materials, sources, and data to strengthen their future knowledge and acquire new competences.

Corporate Strategy pillars and Megatrends The strategy tripod: institutions, resources and industry analysis. Ecosystems and network effects Business Model and Business model innovation Diversification and strategic interdependencies Portfolio Matrix Vertical integration Internationalisation Corporate restructuring and divestiture Internal vs external growth, growth modalities Environmental, Social, Governance Corporate Governance & Executive Compensation Family Business & Corporate Entrepreneurship Financial evaluation of Strategy Measuring Strategy 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: 30% Individual assignment: 25% Business Game Simulation: 20% Enquiry Based project: 25%

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). - the 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.