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How are decisions which influence strategy for investment in infrastructure, critical land uses and major policy directions made? The course examines the roles of Ministers and Cabinet, the State and local Government public service and how they interact with investors, developers, interest groups and the wider community in a range … For more content click the Read More button below.How are decisions which influence strategy for investment in infrastructure, critical land uses and major policy directions made? The course examines the roles of Ministers and Cabinet, the State and local Government public service and how they interact with investors, developers, interest groups and the wider community in a range of Australian and international settings. It will explore the motivations, expectations and rights of key players and the methods used to construct an argument, apply evidence and direct influence to achieve an outcome that affects how a city is shaped and performs. The notions of public value, utility and welfare are important concepts to be covered. The value of long term strategy as well as the need to retain flexibility in a changing environment and political landscape will feature in the course.Read More

The strategic planning process aims to articulate a consensus of aims, policy directions and desired outcomes for spatial and sectoral jurisdictions. This foundational course considers the principles, methods, and issues pertaining to development of dynamic, innovative, forward-looking strategic plans. Core steps are examined including research and diagnosis, goals and priorities … For more content click the Read More button below.The strategic planning process aims to articulate a consensus of aims, policy directions and desired outcomes for spatial and sectoral jurisdictions. This foundational course considers the principles, methods, and issues pertaining to development of dynamic, innovative, forward-looking strategic plans. Core steps are examined including research and diagnosis, goals and priorities setting, establishing collaborative practices and participation of stakeholders, pathways to implementation, evaluation, monitoring and review. Tools for developing shared and sustainable frameworks in challenging environments are considered including the strengths and limitations of envisioning, scenarios, forecasting, inquiry by design, programming and benchmarking within a project management context, and identifying and responding to statutory, financial and cultural constraints. Alternate organisational models for approaching the strategic planning process are considered. The course will draw from theoretical and best practice approaches, and draw upon international and Australian case studies at the national, regional, metropolitan and municipal levels.Read More

What affects the liveability, productivity, governance and sustainability of a 21st century city. Traditional and emergent ways of understanding a city's spatial structure, urban form and function are studied. The historical drivers of change, current urban theories and the future megatrends in sociocultural structures, political functioning, technological change, sustainable design … For more content click the Read More button below.What affects the liveability, productivity, governance and sustainability of a 21st century city. Traditional and emergent ways of understanding a city's spatial structure, urban form and function are studied. The historical drivers of change, current urban theories and the future megatrends in sociocultural structures, political functioning, technological change, sustainable design and global economics are discussed and applied through class exercises and case-studies.Read More

Transformation means dealing with the challenges of change and uncertainty, sensing, seizing and transforming. This requires critical thinking to deal with the frequent paradoxical choices in todays business environment where transformation is increasingly an ongoing activity rather than a once-in-a-career event. In this course students learn to accept and embrace … For more content click the Read More button below.Transformation means dealing with the challenges of change and uncertainty, sensing, seizing and transforming. This requires critical thinking to deal with the frequent paradoxical choices in todays business environment where transformation is increasingly an ongoing activity rather than a once-in-a-career event. In this course students learn to accept and embrace uncertainty. You will build important skills and mindsets to lead organisational business model shifts and organisational transformation projects with confidence.In a world besotted with disruption, globalisation and the digital economy, the concepts contained in MNGT7498 Transformation are of paramount importance to any leader looking to run a successful organisation over the next decade (and beyond). This course also provides an opportunity to re-calibrate your personal and professional transformation journey refining your path to success as you exit the program.Read More

Congratulations on successfully completing the first half of the Executive Agenda Year!The aim of MNGT7497 Growth is for you to develop strategic thinking and analysis skills that you will apply in formulating effective growth strategies for your organisation. You will gain these skills through engaging in activities and assessments that … For more content click the Read More button below.Congratulations on successfully completing the first half of the Executive Agenda Year!The aim of MNGT7497 Growth is for you to develop strategic thinking and analysis skills that you will apply in formulating effective growth strategies for your organisation. You will gain these skills through engaging in activities and assessments that help you develop in the areas of identifying, evaluating and planning the implementation of value-creating growth options. We will draw on your experiences, written case studies, published articles, book chapters, videos, podcasts, a live case study and simulations to help build your skills in these areas.You will analyse a range of different growth options available to managers. Two primary paths for organisational growth involve: (a) expanding into new products/services and (b) expanding into new markets (i.e. geographic locations and customer segments).Another important dimension to consider, together with the two primary paths, is resources. Organisations can be viewed as bundles of resources. Examples of resources are brand names, in-house knowledge of technology, skilled personnel, trade contracts, machinery, capital, efficient procedures, etc. As we will explore in the course, analysing the organisation from the resource perspective can help to identify new strategic growth options. Note that our use of the term 'Resources' includes capabilities and management systems.Also, for each of the two expansion paths, there are several alternative vehicles for growth. An organisation can elect to grow organically by expanding the market share of its current business, innovating into new products/services, or opening greenfield sites in new geographic locations. Alternatively, an organisation may decide to grow through merger or acquisition. Finally, strategic partnerships or alliances represent yet another vehicle for growth arranged through long-term contracts/licences, equity stakes or joint ventures (JVs) between separate organisations. Many organisations employ all of these vehicles in their growth strategies.In the course, we will discuss each of these paths and vehicles for growing organisations and evaluate options for growth in a variety of sectors and contexts. However, identifying attractive growth options does not automatically translate into success. Managers also need to successfully implement a growth strategy to make it work. An integrated growth strategy includes a plan for obtaining the capabilities needed to succeed in each growth option, the timing and phasing of each step involved to expand the organisation, and aligning the structure and systems for managing organisational growth.A very important aspect of implementing an effective growth strategy entails identifying and thinking through the risks involved. There are substantial risks associated with growth strategies. A great deal of research shows that the expected economic benefits of diversifying into new products/services are often not captured, and that many mergers and acquisitions are failures. Similarly, international expansion often falls short of delivering the expected returns. However, this has not stopped managers from engaging in widespread diversification, implementing mergers and acquisitions, or expanding internationally in attmpts to fuel company growth.Most of the medium and large Australian companies we read about in the business press every day have expanded beyond a single product or single market, and many have been involved in a merger or acquisition. In the course we will discuss how to limit risk by identifying growth options that leverage the existing strengths of the organisation, how to evaluate whether an organisation is the natural or best owner of a given business, and how to avoid paying too much for an acquisition.Read More

This course is built around the observation that creativity and innovativeness can be developed and that they can be managed to yield consistently successful outcomes. It takes the stance that just as total quality management (TQM) approaches took the randomness out of manufacturing to yield consistent quality, an appropriately developed … For more content click the Read More button below.This course is built around the observation that creativity and innovativeness can be developed and that they can be managed to yield consistently successful outcomes. It takes the stance that just as total quality management (TQM) approaches took the randomness out of manufacturing to yield consistent quality, an appropriately developed innovation process can take the randomness and chaos out of innovation management.Read More

This course explores the complexity of strategic leadership and will give you tools and a mindset to effectively work in the challenging and rewarding environment in which senior executives lead. As you progress in your career, the requirements of operating at a higher level involve taking multiple perspectives, seeing the … For more content click the Read More button below.This course explores the complexity of strategic leadership and will give you tools and a mindset to effectively work in the challenging and rewarding environment in which senior executives lead. As you progress in your career, the requirements of operating at a higher level involve taking multiple perspectives, seeing the big picture, balancing long-term with short-term objectives, working with a diverse range of stakeholders, implementing strategies using informal influence as well as authority, and making strategic choices that involve trade-offs and risk, to name but a few.Strategic choices are best made by formulating a clear and coherent strategy based on an evaluation of the operating environment. How can we create and capture value for the organisation and its key stakeholders given competitive, regulatory, technological and global forces, and the resources we have available? Where will we play and where will we not play?Read More

The Strategic Management Year (SMY) is the capstone course of the AGSM's EMBA. The design of the SMY course is organised around the general manager's fundamental problems, and arranged to reflect the different stages of the organisational life cycle. The course is divided into four stages:Strategic Management 1: Detecting and … For more content click the Read More button below.The Strategic Management Year (SMY) is the capstone course of the AGSM's EMBA. The design of the SMY course is organised around the general manager's fundamental problems, and arranged to reflect the different stages of the organisational life cycle. The course is divided into four stages:Strategic Management 1: Detecting and Selecting Business Opportunities. The stage is constructed around four specific problems faced by the manager in the early stages of a business: How do I formulate a successful strategy? How do I position the organisation to compete? How do I sell a business plan to potential investors? How do I evaluate the level of risks associated with a proposed business? The stage seeks to provide opportunity for students to explore the answers to these questions, and to develop self reflective team working and communication skillsStrategic Management 2: Developing Business Opportunities. This stage focuses on the second key question, i.e. how to develop business opportunities. Students will learn about different organisational architectures and how to decide which architectures are most appropriate for different business opportunities. Students will consider organisational arrangements required to successfully implement strategies, as well as organisational arrangements required to generate new strategic alternatives. Strategic Management 3: Growing Business. The stage is constructed around four specific problems faced by the manager in the middle stages of a business: What options for growth do I have? How do I implement a growth option? How do I sell a growth plan to internal and external stakeholders? How do I evaluate and manage risks associated with a proposed growth option?Strategic Management 4: Transforming Business. The fourth stage in the SMY addresses how a General Manager can respond to performance risks generated from a lack of external fit that might already exist or be likely to exist in the near future. The risk to external fit can come from any one of a number of sources: regulation, buyer power, technology, competitors, supplier power etc. When external fit is at risk it is likely that the business model will need to be reexamined and redefined, leading to transformational change. At the end of this stage, students will be able to: Recommend a transformation strategy for an organisation, Develop a plan for the implementation of transformational change, Evaluate and manage the risks associated with a proposed transformational change and Facilitate an organisation's ability to renew itself proactively through identifying and interpreting weak signals in both the external and internal environments.Additionally, the SMY explores four themes across all four courses: Critical Thinking, Entrepreneurship, Leadership and Decision Making. Read More

FMS is a 12 week course that includes a 3 day compulsory residential.The course is an academically-grounded orientation to the AGSM MBA (Executive) program. It is intended to provide a cohort experience and to help students acquire a range of useful strategies and skills for enhancing their managerial effectiveness, as … For more content click the Read More button below.FMS is a 12 week course that includes a 3 day compulsory residential.The course is an academically-grounded orientation to the AGSM MBA (Executive) program. It is intended to provide a cohort experience and to help students acquire a range of useful strategies and skills for enhancing their managerial effectiveness, as well as for engaging productively with the MBA(Executive) course concepts and their colleagues throughout their program. The three themes addressed are managing your learning, learning together, and managerial skill development.Learning in this course occurs through a combination of mindful engagement with reading course materials and assigned articles, completing written exercises, self-assessments, repeated 360 degree feedback, peer coaching, team-based case analysis, skill development planning, and action learning.Please Note: Existing AGSM students who have already completed any MBAX or MNGT coded courses will need to contact the AGSM Student Experience Team for assistance with enrolment into this course. 02 9931 9400 studentexperience@agsm.edu.auRead More

The underlying theme of this course is that a business must add value. Those that do not will either be forced to change or cease to exist. The course addresses the questions:What is value, how is it measured and how does a well-run business create or add value?In examining value, … For more content click the Read More button below.The underlying theme of this course is that a business must add value. Those that do not will either be forced to change or cease to exist. The course addresses the questions:What is value, how is it measured and how does a well-run business create or add value?In examining value, you will be introduced to the three basic ideas in finance:the time value of money, diversification and arbitrage.Read More