Corporate Strategy and Growth
Session 2 - Corporate portfolios and transformation
- Consider the portfolio of GE. What kind of synergies did Immelt try to create at GE, and
did they create value?
- Consider the portfolio of Company X. What kind of synergies did Business Unit 1
try to create at Company X, and did they create value?
Session 3 - The role of organisation in corporate strategy
- What are the most important knowledge management challenges faced by Danone?
And how well did the Networking Attitude initiative deal with them?
- What are the most important knowledge management challenges faced by
Company X? And how well did the knowledge management initiative deal with
them?
Session 5 - Growing externally: Choosing between alliances and acquisitions
- Evaluate ARM’s corporate strategy. To what extent was ARM’s choice for alliances a
proper choice?
- Evaluate Company X's corporate strategy. To what extent was Company X's choice
for alliances a proper choice?
Session 6 - Target selection
- Is Pixar a good partner for Disney? How would you evaluate their fit? To answer this
question please consider the main reason for this merger, type of synergies that they
should create and the context and level of the synergies.
- Is Company X a good partner for Company Y? How would you evaluate their fit?
To answer this question please consider the main reason for this merger, type of
synergies that they should create and the context and level of the synergies.
Session 7 - Creating value in alliances and acquisitions
- Would you argue that Renault and Nissan were able to generate rents and create value,
and sustain this? And how did they do this?
- Would you argue that Company X and Company Y were able to generate rents and
create value, and sustain this? And how did they do this?
Session 2 - Corporate portfolios and transformation
- Consider the portfolio of GE. What kind of synergies did Immelt try to create at GE, and
did they create value?
- Consider the portfolio of Company X. What kind of synergies did Business Unit 1
try to create at Company X, and did they create value?
Session 3 - The role of organisation in corporate strategy
- What are the most important knowledge management challenges faced by Danone?
And how well did the Networking Attitude initiative deal with them?
- What are the most important knowledge management challenges faced by
Company X? And how well did the knowledge management initiative deal with
them?
Session 5 - Growing externally: Choosing between alliances and acquisitions
- Evaluate ARM’s corporate strategy. To what extent was ARM’s choice for alliances a
proper choice?
- Evaluate Company X's corporate strategy. To what extent was Company X's choice
for alliances a proper choice?
Session 6 - Target selection
- Is Pixar a good partner for Disney? How would you evaluate their fit? To answer this
question please consider the main reason for this merger, type of synergies that they
should create and the context and level of the synergies.
- Is Company X a good partner for Company Y? How would you evaluate their fit?
To answer this question please consider the main reason for this merger, type of
synergies that they should create and the context and level of the synergies.
Session 7 - Creating value in alliances and acquisitions
- Would you argue that Renault and Nissan were able to generate rents and create value,
and sustain this? And how did they do this?
- Would you argue that Company X and Company Y were able to generate rents and
create value, and sustain this? And how did they do this?
