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Course module: MAN-MST020
Strategic Scenarios and Business Models
Course infoSchedule
Course moduleMAN-MST020
Credits (ECTS)6
CategoryMA (Master)
Language of instructionEnglish
Offered byRadboud University; Nijmegen School of Management; Master Business Administration;
PreviousNext 1
prof. dr. H.L. van Kranenburg
Other course modules lecturer
prof. dr. H.L. van Kranenburg
Other course modules lecturer
Contactperson for the course
prof. dr. H.L. van Kranenburg
Other course modules lecturer
prof. dr. H.L. van Kranenburg
Other course modules lecturer
prof. dr. ir. V.A.W.J. Marchau
Other course modules lecturer
Academic year2017
3  (05/02/2018 to 15/04/2018)
Starting block
Course mode
Registration using OSIRISYes
Course open to students from other facultiesYes
Waiting listNo
Placement procedure-

Knowledge and understanding

  •  Provide insight into and increase the understanding of the various methodological schools that can be used for a scenario-planning exercise, where each has its supporters and detractors.
  • To better understand the concept of strategic renewal of (public and private) organisations and the concept of business models, and to be able to identify and classify the components of business models.

Applying knowledge and understanding

  • Be able to create a broader field of vision, gained by introducing alternative views and new processes into a traditional forecast, helping to identify risks and opportunities that could be excluded by a traditional view on planning processes.

Making judgements

  • Be able to create a better and more impactful understanding of both the present world and the future world, gained through the process of experiencing the future through scenario-based exploration, thus guiding strategic renewal of organisations, the transformation of business models and investment decisions.


  • Be able to create a more robust planning process that provides better strategic options, enables more thorough contingency planning, and empowers an organisation to react quickly to execute these plans.
Organizations are confronted with unprecedented levels of environmental turbulence and change while the world we live in becomes even more interconnected, and boundaries between organizations, industries, and public and private lives evanesce. These changes have resulted in increasing complexity which places new demands on organizations, but also in social or cultural problems that are difficult or impossible to solve for as many as four reasons: incomplete or contradictory knowledge, the number of people and opinions involved, the large economic burden, and the interconnected nature of these problems with other problems. Surviving under these increasingly turbulent and complex conditions requires organizations to renew by revitalizing and transforming their traditional core activities and redesign their business models.  Hence, organizations have to strategically renewal their traditional manner of value generation, the structure of the organization, the core competencies of the organization and the way of creating value through new opportunities.
Hence, managers of these organizations can be challenged to deal with wicked problems and changing business ecosystems, and have to make decisions under increasing complexity and uncertainty. However, classical business strategy, management and organizational concepts and strategic planning approaches are no longer sufficient for managers to deal with the new challenges and developments. Therefore, these managers need new (business c.q. transaction) concepts, new ideas and new managerial approaches. To deal with the mounting complexity and increasing volatility, managers can employ participative (stakeholder engagement) approaches such as open strategy, framing, group model building and strategic scenarios, to accurately decipher and respond to changing circumstances. These approaches deliver important tools to support organizations to understand and develop shared framing, to provide a series of narratives of the future and an early-warning system, to support cultural change through organizational alignment and stakeholder engagement, and if needed to develop a sustainable business model.
Ma 1
Test information
written exam and assignments
Required materials
To be announced
to be announced
Instructional modes

Attendance MandatoryYes

Attendance MandatoryYes

Test weight1
OpportunitiesBlock 3, Block 4

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