This course examines when and how firms can align economic value creation with positive societal outcomes through deliberate strategic choices. Grounded in core strategic management theory and informed by the literature on organization design, comparative governance societal grand challenges, and non-market strategy, the course treats societal impact not as an add-on to strategy but as an outcome that emerges from decisions about the scale, scope, resources, and governance of private firms.

By the end of the course, students will be equipped with practical frameworks to evaluate impact-oriented strategies, understand their distributional implications, and lead organizations seeking to create durable economic and societal value.

At least 80% of attendance is required, full attendance is highly recommended

Using a case-based and applied approach, students will analyze organizations operating in contexts characterized by institutional complexity, societal tradeoffs, and political constraints. Cases span diverse industries and geographies and highlight strategic decisions related to innovation, public–private partnerships, and organizational change. Throughout the course, students will develop the ability to diagnose strategic opportunities for societal transformation, anticipate unintended consequences, and design strategies that balance firm performance with broader social objectives.

1. 20% active participation (combination of active involvement in in-class discussions + quizzes)
2. 30% in-class preliminary project presentation (in groups, 10-page slide deck + presentation)
3. 50% final project delivery (in groups, 20-page report)

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