Strategic Thinking - Your Learning Journey

The program is structured into eight weeks, covering the following topics:

Week 1: Introduction to the program, platform and participants

  • Understand main program themes
  • Create personal learning objectives
  • Meet all participants

Week 2: Diagnostics - strengths and weaknesses 

  • Conduct an internal strategic analysis
  • Gain varied industry, geographic and functional perspectives via group work
  • Consider challenges created by a technological revolution

Week 3: Diagnostics - opportunities and threats 

  • Conduct an external strategic analysis
  • Use two frameworks to analyze threats and opportunities
  • Work in pairs on an organizational case study

Week 4: Alternatives - performance moves  

  • Assess alternatives for performance improvement
  • Understand how internal and external forces for change affect strategic moves
  • Focus on the future and the need for top-line or bottom-line moves

Week 5: Alternatives - outpacing business models

  • Assess alternatives to understand your competitive position
  • Find out how to catch and outpace your competitors
  • Study disruptive innovation, industry evolution, and incremental breakpoints

Week 6: Alternatives - strategic innovation domains

  • Identify, evaluate and choose between strategic experiments
  • Study innovation as it relates to value delivery and value proposition
  • Learn how strategic innovation helps organizations outpace competitors

Week 7: Choice - capability and resource gaps 

  • Conduct a gap analysis
  • Identify how to close gaps
  • Select options to support strategic realization

Week 8: Choice - smart focus 

  • Take a holistic approach to strategic focus
  • Test value creation potential and execution risk
  • Identify which strategic initiatives should
    be pursued
Articles by Paul Strebel
Outpacing opportunities

This background note describes industry evolution as a sequence of business models that leading players often use to dominate the industry at different stages in its development.

A turning point for real change?

Although greenwashing is far too common, recently there have been two powerful “green shots,” which show that business is finally taking sustainability a lot more seriously. 

Designing a credible CSR strategy

Why the cynicism? Consider this real setting: About 25 owners and top executives of medium-sized companies have come together to discuss sustainability.

Diagnostics, alternatives and choice

The world is moving too fast for strategy. Industry boundaries are blurring, new entrants and technologies are emerging in unexpected places.


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