2023-2024 / FINA0044-5

Strategic Performance Management


30h Th

Number of credits

 Master in management (120 ECTS)5 crédits 
 Master in management (120 ECTS) (Management of Transitional Organizational Systems (MOST))5 crédits 
 Master in business engineering (120 ECTS)5 crédits 
 Extra courses intended for exchange students (Erasmus, ...)5 crédits 


Language(s) of instruction

English language

Organisation and examination

Teaching in the first semester, review in January


Schedule online

Units courses prerequisite and corequisite

Prerequisite or corequisite units are presented within each program

Learning unit contents

Business value management Stakeholders' theory and agency cost Creating and developing strategies Strategy execution : Mapping, balanced Scorecard, road map Holistic view of business system and performance: performance management and measurement

Learning outcomes of the learning unit

After this seminar, students should be able to: master basic concepts of business value management ; integrate in a holistic view business systems and the relationship among their components such as strategy, people, management systems, working processes and leadership, as well as taking into account stakeholders perspectives, change management dimensions and performances management and measurement ; understand best practices to develop and implement strategies through situation appraisal, competition analysis and environmental scan ; use tools such as Porter's models (Five forces model and value chain analysis), PESTEL Analysis, SWOT Analysis, Balanced Scorecard, etc. ; map strategies and setting effective performance objectives ; determine the maturity stage of a Performance Management System ; assess effectiveness of strategy execution.
This course contributes to the following Intended Learning Outcomes :
ILO-1 : To strengthen knowledge and understanding of management disciplines and its legal, policy and social context
ILO-2 : Gaining the knowledge and understanding of one of the proposed fields of concentration or to gain deep knowledge in the field of the management being already specialized thru a first University Master Degree . 
ILO-3 : To understand, in management situations, the transversal tools of quantitative reasoning, information systems and project management
ILO-4 : To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem, 
ILO-5 : Integrate autonomously researched information, tools, knowledge and context to build and propose, either individually or as part of a team, original, creative and viable solutions to concrete complex management problems, whether real or simulated, taking into account, when necessary, the human, social and legal context.
ILO-7 : Being capable of professional team work 
ILO-9 : Developing a critical sense (arguing)
ILO-10 : Developing a transversal, global vision 
ILO-11 : Creative conception of solutions 
ILO-13 : Professional capacity for written communication  
ILO-14 : Faced with a management problem, suggesting solutions that are ethical and socially responsible and that respect the principles of good governance.

Prerequisite knowledge and skills

Management accounting (General, analytical, budgeting) Financial mathematics (basics)

Planned learning activities and teaching methods

Mode of delivery (face to face, distance learning, hybrid learning)

Recommended or required readings

Power Point Presentations posted on Lol@ Syllabus on Lol@ Articles file including : Kaplan, R., & Norton, D. (1992). The Balanced Scorecard - Measures that drive performance. Harvard Business Review, 70-79. Kaplan, R., & Norton, D. (2008). Mastering the Management System [Electronic version]. Harvard Business Review, 63-77. Porter, M. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 79-93. Epstein, M. & Manzoni, J-F. (1998). Implementing Corporate Strategy : From Tableaux de Bord to Balanced Scorecards. European Management Journal (Vol 16.2), 190-203.

Extra lecture : Kaplan, R., Norton, D. (2004). Strategy Maps: Converting intangible assets into convertible outcomes. USA: Harvard Business School. Kaplan, R., Norton, D. (2008). The Execution Premium : Linking Strategy to Operations for Competitive Advantage. USA: Harvard Business School Press.

Any session :

- In-person

written exam ( multiple-choice questionnaire )

- Remote

written exam

- If evaluation in "hybrid"

preferred in-person

Additional information:

The evaluation is twofold: Multiple choice questionnaire based on the lecture of scientific articles file (30 to 40 % of the final grade) Written examination to test knowledge and skills in relationship with the seminar objectives (70 to 60 % of the final grade).

Work placement(s)

Organisational remarks and main changes to the course


Assistant : Giuseppina Capodici tél : 04/232 72 63 Giuseppina.Capodici@ulg.ac.be

Association of one or more MOOCs