MQM1IL01-Strategic Thinking

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 0 [0 ECTS credits]
Terms in which taught: Autumn / Spring / Summer module
Non-modular pre-requisites:
Modules excluded:
Current from: 2022/3

Module Convenor: Dr Sinem Bulkan

Type of module:

Summary module description:

This module forms part of the Henley Executive Diploma in Managing Business Transformation (Improvement Leader Apprenticeship), as such, sets out to provide the knowledge, skills and behaviours required by Improvement Leaders/Change Managers/Business Transformation managers in today’s world, in relation to Strategic Thinking. The module is designed to meet the specified learning outcomes of the Improvement Leader Apprenticeship Standard. 

The module covers the strategic management and planning theories, concepts and techniques which are applied to support the strategy development of the organisation. It aims to develop the learner’s approach in leading strategic decisions while recognising the value and importance of having a strategic plan for continuous improvement. The module recognizes the effects of business/unit level strategic decisions and planning at a corporate level.  It supports the application of improvement strategy development and deployment planning in the wider context both at the corporate level and globally. 

The module also aims to expand the knowledge and understanding of emergent knowledge strategies, new ways of working, digitalisation strategies, and equality, diversity and inclusion strategies. Key behavioural skills –professionalism, strategic thinking, safe working – for effective strategic planning and management are strongly outlined throughout the module. The learner therefore gains knowledge and understanding of how to deliver unit/business/corporate level strategies focusing not just on techniques and analyses, but also on sustainable behavioural outcomes. 

In addition, the learners will also gain insights into the identification of internal and external stakeholders as well as an understanding of how to build and gain support of the strategic alliances while setting strategic direction. 


The module aims to: 

  • Develop knowledge and understanding of developing Improvement strategy and providing leadership in improvement for the business. 

  • Develop knowledge and understanding of strategic planning and strategic management tools and techniques 

  • Develop knowledge and understanding of analysing the current state and identify opportunities for the organisation in the wider context. 

  • Develop the leadership skills of individuals who lead the strategic deployment of continuous improvement while maintaining engagement through effective communication. 

  • Develop the knowledge and understanding of business/unit level and corporate level strategies in relation to the competitive and global context. 

  • Develop the identification of interactive relationships and strategic alignment of internal and external stakeholders at unit/business/corporate/global level. 

  • Equip individuals to be able to make strategic decisions during unanticipated events (e.g., Covid-19). 

  • Develop an understanding of the strategic identification of new ways of working and technological enhancements. 

  • Develop an understanding of equality, diversity, and inclusion strategies. 

  • Develop an awareness of key behavioural skills needed for effective strategy development: professionalism, strategic thinking, safe working. 

Assessable learning outcomes:

By the end of the module, it is expected that programme members may be able to demonstrate their ability in the following areas: 


Knowledge and Understanding: 

K1: Strategy Development  

  • To recognise the value and importance of having a strategic plan for continuous improvement 

  • To understand use of strategic management tools and techniques 

  • To demonstrate knowledge of policy deployment principles and Hoshin Kanri Policy Deployment 


S1: Strategic deployment of Continuous Improvement. 

  • To develop an Improvement strategy for the business which includes analysis of the current state and opportunities 

  • To consider the wider organisation in the context of improvement strategy development and deployment planning 

S20: Identification and Prioritisation 

  • To develop a Creative Thinking strategy to support improvement activities.  


B3: Demonstrate personal resilience. Challenge, influence & engage seniors. (Professionalism) 


B4: Drive future thinking for themselves and others.?Actively seek out new ideas, opportunities methods and tools. Build a knowledge and best practice sharing network. (Strategic Thinking) 


B5: Recognise opportunities to improve safe working practices. (Safe working) 

Additional outcomes:

  • Digitalisation Strategies 

  • Emergent Knowledge Strategies (Covid-19, Brexit, systems thinking) 

  • Future of Work - New Ways of Working Strategies (Remote, Hybrid working) 

  • Equality, diversity and inclusion strategies (Gender pay gap etc) 

Outline content:

The module covers the following topics: 

  • Strategic Thinking and Setting Direction 

  • Strategic Planning and Strategic Management Techniques (Porter’s 5 forces, SWOT, PESTLE, Ansoff’s Growth Matrix, Boston Consulting Group Growth Share Matrix, GE-Mckinsey matrix).  

  • Strategic deployment of Continuous Improvement 

  • Policy Deployment Principles  

  • Stakeholder Management and Strategic Alliances 

  • Creative Thinking Strategy 

  • Digitalisation Strategies 

  • Emergent Knowledge Strategies (Covid-19, Brexit, systems thinking) 

  • Future of Work  

  • Equality, Diversity and Inclusion Strategies 


-The content should be specifically linked to the behavioural skills (Professionalism, strategic thinking, safe working). 


-The content should be mapped against the OFSTED requirements (British values / Safeguarding / Prevent / Maths / English) and Professional Practice Module.  


-The content should acknowledge limitations and challenges to the approaches discussed within the module content. 

Global context:

The module is taught with reference to the global context of the learners’ organisations and their experiences through the inclusion of strategic management approaches in globally co-operating dynamic environments. 

Brief description of teaching and learning methods:

Teaching and learning takes place through a blended learning approach. The teaching and learning methods comprise a combination of self-study via a range of online materials on the Canvas learning platform, face-to-face workshops with Academic Faculty and Learning Coaches, and interaction with a Learning Coach (face-to-face and online) who supports the cohort throughout the module.  Each person participates in a facilitated Action Learning sets either individually or in teams in week 4 o f the module. 

Materials on Canvas include content on-screen, videos, PowerPoint presentations, journal articles, book chapters, practical activities, e-portfolio, and reflection points.  

Contact hours:
  Autumn Spring Summer
Seminars 4
Practicals classes and workshops 7
Work-based learning 64
Guided independent study:      
    Wider reading (independent) 7
    Wider reading (directed) 7
    Advance preparation for classes 1
    Essay preparation 10
Total hours by term 100 0 0
Total hours for module 100

Summative Assessment Methods:
Method Percentage

Summative assessment- Examinations:


Summative assessment- Coursework and in-class tests:


Formative assessment methods:

One 1500-word Work-Based Project, for which formative feedback will be provided.  

Penalties for late submission:

There is no penalty for late submission. However, if learners are at risk of missing the deadline, they are asked to submit an ECF requesting a 14-day extension. 

Assessment requirements for a pass:

Evaluation of the work-based project leads to a decision of ‘Proceed’ or ‘Revise’.  In order to gain a ‘Proceed’ the learner must satisfactorily meet the assignment brief requirements. 

Any learning outcomes not achieved will be highlighted for the learner, so that it is clear that these learning outcomes should be addressed prior to reaching Gateway for the End Point Assessment (EPA).   

Learners may revise their project as many times as necessary, as they progress through the programme.  However, only one resubmission will be evaluated, and feedback provided by the Learning Coach (see reassessment arrangements, below).   

Reassessment arrangements:

The revised work-based project should be resubmitted by the deadline of the notification of the ‘revise’ decision.  This resubmission will be evaluated by the Learning Coach, feedback will be provided and an indication of whether the revised project has met the ‘Proceed’ criteria.  No further resubmissions will be evaluated by the Learning Coach.  The student will need to address any remaining gaps regarding achievement of learning outcomes prior to reaching Gateway for the L6 Improvement Leader End Point Assessment.  Students should discuss this with their Learning Coach at their planned review meetings. 

Additional Costs (specified where applicable):

Travel, accommodation, and subsistence  Expenses when attending workshops (in the case of a workshop taking place at Greenlands or offsite.) 

Last updated: 22 September 2022


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