BUS313 Strategic Performance Management
Showing course contents for the educational year 2022 - 2023 .
Course responsible: Per Aksel Holving
ECTS credits: 10
Faculty: School of Economics and Business
Teaching language: NO
Limits of class size:
Teaching exam periods:
Course frequency: Annually
First time: Study year 2019-2020
The course will give you a deeper knowledge of strategic performance management and what it takes to make the management efficient and add value while at the same time being forward-looking and adapted to a changing world.
In this course you will learn about the importance of strategic performance management in a more change-prone and complex reality and how the role of the function has become more strategic and today must extend far beyond purely routine or statutory tasks. Strategic performance management has evolved into one of the most important instruments to ensure that the company's goals and strategies are implemented. This is through, among other things, understanding of the current situation with support from insight-based analyses, reporting and follow-up, as well as what may or is about to happen in the future with an emphasis on forward-looking planning, management and follow-up.
At the same time, new technology and digitalization characterize us in increasingly ways and have a more and more important impact on how we can and should solve our tasks and challenges. It is in this context together with the consequences of a changed reality, the company's planning, management and follow-up must be aligned.
Various corporate governance philosophies, models and frameworks (including balanced scorecard, beyond budgeting, OKR, MRS). What conditions play into the choice of governance models? Relationships between corporate governance and the company's improvement work and use of quality models, tools and techniques such as ABC, TQM, lean, scenario planning etc. The corporate governance process, with emphasis on the steps in the balanced scorecard model: (1) Verify/clarify the company's goals and strategies, organisational and business model; (2) Operationalize the strategy through sub-objectives, control parameters and measures; (3) Management and follow-up, the management process.
How should planning and control be done in an efficient and comprehensive way? How should our management model and system look like, right down to the practical management report. What factors play into the choice of management model? What does it require from the governance processes, and how does this "play" in relation to organization, culture and leadership? And how can business performance management be raised to become an indispensable tool for the company's strategy implementation?
Knowledge that students will have after completing the course
- Have an increased understanding of what affects companies today, and how this must be taken into account in how we plan, manage and control business.
- Good understanding of the most important elements of governance, management, control, different views on this and how these are interrelated
- Have a thorough understanding of theories and methods related to assessment and choice of management concepts and systems, and main challenges regarding implementation of the strategy
Skills the student will have after completing the course
- Evaluate which management concepts and systems are best suited to different companies and with regards to the context herby change drivers
- Be able to concrete and operationalize the company's goals and strategies and propose relevant KPIs and action-oriented initiatives for reaching the company's goals.
- Ability to analyse, assemble and present fact-based and actionable management information based on insights to make better decisions on an ongoing basis.
- Be able to put strategy implementation into context, and suggest approach strategies that can be applied to succeed.
General competence that the student will have after completing the course
- Be able to ask critical questions and contribute constructively in relation to strategy implementation, and business performance management.
- Be able to contribute constructively in all parts of the organization.
- Be able to communicate with specialists and non-specialists on key topics in the subject
Students are encouraged to review the course literature and video clips prior to lectures so that it can be discussed and used in classroom exercises. In addition, students apply theory to cases and exercises during lecture hours and in compulsory assignments. In addition, we plan to reflect, discuss and analyze, practice the use of methods, create, present and justify suggestions in team work and in solving of tasks.
Your learning is supported through access to teacher in office hours and professional guidance.
Selected articles and chapters from books within the subject. Information about the syllabus is posted on Canvas before the course begins. Lecture notes are also syllabus
BUS210 or equivalent.
AOS237 or equivalent.
BUS335 or equivalent
INN350 or equivalent
Portfolio/Folder assessment consists of two components: a written submission in groups and oral presentation of the same problem/case during the teaching period. The portfolio/folder is considered as a whole at the end of the teaching period with A-F.
The course is for master students enrolled in the following programs: Master in Business and Administration, Master in Economics and Master in Industrial Engineering and Management. It is also open for other master programmes from NMBU with satisfactory competence.
Reduction of credits:
Type of course:
Approximately 40 hours of lectures (2-4 hours per week) and videos and assignment reviews
An external examiner approves syllabus and the exam.
Allowed examination aids: C3 All types of calculators, all other aids – including digital aids
Examination details: Combined assessment: Letter grades