Strategic Management Specialization

Today’s business environment is constantly and rapidly changing. Globalization, uncertainty, the development of digital business models and emerging markets are causing drastic and constant changes among well-established organizations. Firms need to be efficient in their response, while embracing technological change and undertaking strategic action such as mergers, acquisitions and alliances.

These challenges signify a growing demand for strategic skills and high standard technical training. 

That’s why the Strategic Management specialization covers a wide range of topics focusing on internal and external strategic analysis, as well as on the structure/organization of companies.

A Diverse Student Body

Comprised of students from more than 25 nationalities, this specialization is a real opportunity to interact with people from a wide range of cultures and backgrounds. Through group projects and events, students absorb a fantastic variety of knowledge and experience from their fellow classmates.

Constant Interaction with International Leading Companies

Students interact regularly with international firms (consultancy, industry, services) through numerous workshops and conferences. They also have the opportunity to take on an optional business project, where they tackle a real-life strategic issue for a company alongside an industry professional.

Career Outlook

Our annual graduates start their career with an average salary starting at €45K at top recruiting companies and in various paths. This success can be attributed to strong academics, in-depth interview preparation and extensive networking and career events. While the majority of students choose to pursue consulting, this specialization is also geared towards finance, business development, venture capital and project management just to name a few. Attracting top consulting and industry players from around the world, the specialization in Strategic Management provides students with an invaluable network and the frameworks of strategic thinking necessary for a successful career in the industry and as a top manager.

Strategic management is essential to company growth and survival, while encompassing two main components:

• Strategic analysis - Identification of major trends and sources of opportunities:
  ‘External analysis’ consists of identifying the forces that constrain a firm –be it from the industry or from competition- and determining the course of action in order to reach sustainable success.
  ‘Internal analysis’ refers to identifying performance leverages within a firm by assessing the available resources and determining ideal paths for optimal performance.
• Structure and organization - How a company is designed and manages projects, including central functions such as planning, management control and information systems. It also deals with employees’ commitment, corporate values and culture.

The Strategic Management Specialization’s curriculum covers these two main fields through 30 courses and electives. It is common with HEC’s Master in Strategic Management. Both populations of students are mixed within the same cohort and follow the same courses.

Flexible Yet Comprehensive Course

With a choice of almost 20 electives, students are able to adjust their curriculum to suit their own professional goals. They can also complete a certificate program* at the end of their masters, thus expanding their knowledge of another related area of interest.

*Please note that certificate spaces are reserved in priority for master's students who are under academic obligation to take them. Any remaining places, if any, will be allocated to MIM students whose applications are the strongest.

Core Courses

• Fundamentals of Business and Corporate Strategy (pre-term online course)
• Strategic Financial Decisions
• Strategic Problem Solving
• Strategic Analysis of Negotiation Games
• Decarbonization Strategies
• Successful Strategy Mobilization

The Strategic Management major also provides students with the following mandatory activities:  

• 3-day business simulation on corporate strategy  
• 2-day simulation on the impact of business decisions on the SDGs  
• Research and writing tools for thesis

Elective Courses

General Theme

• Behavioral Strategy 
• Odyssey 3.14: (Re)invent your Business Model

Industry-specific

• Energy Strategies
• Private Equity Strategy
• Strategy and Management in Professional Service Firms

CSR and Sustainability

• Impact Investing and Social Finance
• Values-Based Strategy
• Sustainable Urban Development: Key Strategic and Organizational Challenges
• Green Accounting and Finance
• Companionship: Starting a Purposeful Career

AI, Data and Digital

• AI: Effects and Applications across Industries
• Making Digital Transformation happen
• Data Analytics for Strategy
• Data Science and AI for Strategic Decisions
• Reshaping a Business Strategy and Delivering Massive Impact: The Power of AI
• Technology Strategy: Platforms and AI
• Technology Strategy: Big Data and AI

Business Simulations

• A 3-day business simulation on corporate strategy during which teams of 5 participants are in charge of managing virtual companies that compete in international markets. Teams will have to make multiple strategic decisions in different areas, e.g., product portfolio, pricing, advertising, marketing, international expansion and innovation.  
• A 2 half-day business simulation to introduce to participants the United Nations Sustainable Development Goals (UN SDGs) and demonstrate how the actions of organizations (firms, non-profit firms, NGO, governmental and non-governmental organizations etc.) as well as the decisions of individuals can affect the achievement of the UN SDGs.

Workshops with Firms and Conferences

Leading consulting firms actively participate in the professional workshops throughout the year, usually in their local offices. Consultants present their activities and methodologies as well as supervise case study sessions, for a complete immersion in real-life business. During these sessions you can initiate contacts with professionals and alumni and get insights into their career paths.

Examples of companies participating in these workshops (non-exhaustive list):

• Bain & Company
• Kearney
• Louis Vuitton
• McKinsey & Company
• Oliver Wyman
• Schneider Electric
• Simon Kucher & Partners
• Strategy & PwC 
• Roland Berger

Business Project

In parallel of the electives, the students have the possibility to complete a 10-week part-time Business Project. Starting in January, this project is aimed at solving a real-life, concrete strategic issue for a company. In many cases, the project is an opportunity to deal with demanding clients. Supervised by a professor or a practitioner, the student groups complete their study and deliver their results and recommendations to the firm’s top management.  

The students who choose to achieve the business project have to choose 3 elective courses in addition (instead of 8 otherwise for the elective track).

Study Trip

Students participate in a study trip during the program,which includes company visits and a networking event with HEC alumni.

Professional Experience

The professional experience requirement is satisfied through the completion of at least 4 months in a course-related field. It is, however, important to stress that this professional experience may not be an internship per se but a full-time job.

Program Faculty

Around 70% of courses are taught by academic professors and researchers from HEC Paris and other universities and around 30% taught by professionals with key positions in consulting firms:

• John Mawdsley, Academic Director, Associate Professor
• Laurence Lehmann Ortega, Professor (education track) 
• Rodolphe Durand, Professor
• Oliver Gottschalg, Associate Professor
• Eric Hazan (HEC 1992), Global co-leader of McKinsey Strategy SL 
• Elie Matta, Associate Professor
• Gonçalo Pacheco de Almeida, Professor
• Bertrand Quélin, Professor
• Marc Vermeulen, Associate Professor (education track)
• Pierre Dussauge, Professor
• Vincent Fraitot, Associate Professor (education track)
• Jean-Michel Gauthier, Professor
• Vasiliki Kostami, Associate Professor
• Pepa Kraft, Associate Professor
• Hélène Löning, Associate Professor
• Helene Musikas, Associate Professor (education track), former McKinsey manager
• Bertrand Pointeau, Associate Professor (education track), former Bain partner
• Olivier Sibony, Professor (education track), former McKinsey partner
• Georg Wernicke, Assistant Professor
• Matthew Yeaton, Assistant Professor
• Michael Impink, Assistant Professor
• Elie Sung, Assistant Professor
• Yasir Dewan, Assistant Professor
• Crystal Shi, Assistant Professor
• Mungo Wilson, Associate Professor Oxford SAID Business School
• Louis Faure, HEC alumnus founder of Eotekum
• Anne Frisch, Associate Professor (education track)
• Kamel Thomas, Principal BCG