The engineer dealing with the challenges of strategy and innovation

Activity 1: Learn the fundamentals of intrapreneurship

Activity 2:

• become familiar with the business strategy approach
• master the first elements of the "managerial" vocabulary
• master the toolbox, concepts and essential methods of strategy
• develop the ability to understand and analyze management issues
• understand and solve small cases of company strategy
• develop a general understanding of  the socio-economic world
• act as a responsible actor by becoming aware of Social and Environemental Responsability

Activity 1: (2 hours per session)

• Session 1 - Innovating with intrapreneurship: Description of the 4 main currents in entrepreneurship (the economic school, the trait school, the process school, and the entrepreneurial organisation school), the different forms of entrepreneurship, and the definitions of intrapreneurship / Case study
• Session 2 - Building an intrapreneurial project: Development of the intrapreneurial idea, formulation of the intrapreneurial intention, development of the business plan, and finding sponsors / Case study.
• Session 3 - Becoming an intrapreneur: Identifying intrapreneurial traits in the organisation's employees, and distinguishing the intrapreneur from the the intrapreneur in relation to the traditional manager and the entrepreneur / Case study.
• Session 4 - Running an intrapreneurial project: Presentation of the working methods specific to the startup spirit (Agility, Lean Startup, Scrum, Design Thinking), and their tools / Case study.
• Session 5 - Intrapreneurship according to the company strategy: Analysis of the tools available to the organisation to carry out strategic renewal through intrapreneurship through intrapreneurship, and understanding strategic balances / Case study.

Activity 2: Lectures: 10 hours

• Session 1: Introduction to business strategy
• Session 2: Segmentation and key success factors
• Session 3: Competitive environments
• Session 4: the canva business model
• Session 5 : the business portfolio

C1 - INNOVATION: CENTRAL CAMPUS ENGINEERS CREATE VALUE THROUGH SCIENTIFIC AND TECHNICAL INNOVATION

C2 - COMPLEXITY: ENGINEERS AT CENTRALE PARIS MASTER THE COMPLEXITY OF THE SYSTEMS AND PROBLEMS THEY ENCOUNTER

C5 - STRATEGIC VISION: ENGINEERS AT CENTRALE PARIS ARE PART OF A STRATEGIC VISION AND KNOW HOW TO IMPLEMENT IT

Activity 1:

• Case study: 5H
• Individual final test: 1H

Activity 2:

• Individual quiz
• Case study and presentation

LHEMANN-ORTEGA L., LEROY F., GARETTE B., DUSSAUGE P., et DURAND R., Strategor, Dunod, 2013.

LOILIER T., TELLIER A., Les grands auteurs en Stratégie, Editions EMS Management et société, 2007.

MESSEGHEM K. et TORRES O., Les grands auteurs en Entrepreneuriat et PME, Editions EMS Management et société, 2015.

PINCHOT G., Intrapreneuring, Harper and Row, 1985.

David Collis et Cynthia Montgomery, Corporate Strategy – A Resource-Based Approach (McGraw-Hill, 1998).

Pankaj Ghemawat, Strategy and the Business Landscape (Prentice Hall, 2009).

Gerry Johnson, Kevan Scholes, Richard Richard Whittington, Frédéric Fréry, Stratégique (Pearson Education, 2008).

Lehmann-Ortega, Leroy, Garrette, Dussauge, Durand, Strategor, (Dunod, 2013).

M. E. Porter (1982), Strategic choices and competition: techniques for analysing sectors and competition in industry, Economica.

M. E. Porter, (1986), Competitive Advantage: How to stay ahead of your competitors and maintain your lead, InterEditions.

Reading of specialised periodicals: Le Monde (daily), Les Echos (daily), L'Essentiel du management (monthly), Capital
(monthly), La revue française de gestion.

• Mélanie ROUX
• Annelise MATHIEU