CAS Corporate Strategy & Governance

FUNDAMENTALS OF STRATEGIC MANAGEMENT

The basic module provides specific content for an in-depth understanding of global economic interrelationships and economically relevant entrepreneurial aspects. As a result, participants acquire knowledge and skills in areas such as resource analysis and decision-making competence. In particular, they learn the fundamental qualitative and quantitative skills that form the basis of successful business management.

In Module 1, participants also acquire basic knowledge of the economic environment. They learn how key macroeconomic indicators – such as the inflation rate, interest rates, GDP growth and the unemployment rate – are interrelated. These relationships are explained and discussed in the context of economic policy measures.

Strategic thinking and action are no longer the sole responsibility of top management. Managers at other levels are also increasingly required to make strategic decisions competently and effectively. A sound knowledge of finance and accounting is essential for this. In this module, participants acquire the necessary financial know-how. One focus is on the fundamentals of financial management – including company valuation. You will learn how value is created in various business areas, how it can be measured and what value individual business units have, for example in the context of mergers and acquisitions (M&A).

CORPORATE STRATEGY – WHERE DO WE WANT TO BE ACTIVE?

Module 2 forms the integrative element of the program and provides a comprehensive entrepreneurial perspective. Participants deal with key aspects of corporate management in a cross-functional, internationally oriented and practical way. The focus is on the key strategic question: In which markets and with which products should a company position itself in order to be successful in the long term?

The content ranges from the definition and analysis of strategic business units to portfolio considerations and the development of strategic options such as diversification or focusing. The role of corporate headquarters is also examined, particularly with regard to its potential added value and possible management approaches in the interaction between headquarters and decentralized units.

A particular focus is on the systematic development of an overall strategy as part of a multi-part process. This begins with an introduction to suitable procedures and tools and continues with step-by-step group work on a case study through to the presentation of the solutions developed.

COMPETITIVE STRATEGY – HOW DO WE ACT?

Module 3 teaches key skills for answering the
question: How does a company operate successfully in a competitive environment? Participants learn how to obtain and analyze information relevant to competition in a targeted manner and use this information to make strategically sound decisions. The aim is to strengthen their own market position in the long term and systematically exploit competitive advantages.

One focus is on the analysis of industry structures, the importance of resources and skills as well as the development of sustainable competitive strategies – especially in dynamic, technology-driven markets. New business opportunities and future areas of competition are also taken into consideration. Technological developments and their impact on existing business models, particularly in high-tech industries, play a role, as do the opportunities offered by international markets for strategic positioning, particularly in the Swiss corporate context.

The module includes the Lantal case study, which is used to deepen the strategic analysis of real market and competitive conditions in a practical way. Other topics include strategic pricing – including digital pricing models – and the question of how pricing, corporate goals and customer benefits can be harmonized. The module also sheds light on strategic innovation activities – understood as the management of innovations from the perspective of top management, in particular with the management and prioritization of innovation portfolios.

Professor of Business Administration with a focus on strategic corporate management (certificate theses) at the University of Bern. Following his doctorate at the Vienna University of Economics and Business Administration and his habilitation at the University of Vienna, he has taught and conducted research at various European and US universities. Many projects have been implemented in cooperation with renowned international companies.

Former professor of corporate management at the University of Fribourg, specializing in strategic management, corporate planning and decision-making methods. In addition to his work as a member of the board of directors of various companies, he is the co-author of books with a strong practical focus.

Strategy Manager at Holcim. After completing her doctorate, she worked at the Department of Management at the University of Freiburg, where she researched and taught strategic management and sustainable value creation. Today she works at Holcim Maqer Ventures, the venture arm of the global building materials group Holcim. In her role, she works with international teams and start-ups to develop and implement new business models and technological solutions along the construction industry value chain. Her expertise includes strategic management, strategic marketing and general management.

He studied economics and psychology at the University of Berne and subsequently obtained a doctorate in economics. In 2000, he was appointed by the Federal Council as a deputy member of the Governing Board in Department II of the Swiss National Bank, where he headed the Finance and Risk Division. Today he works as a management consultant and is a lecturer at the University of Berne, where he was appointed titular professor, and at the Private University of Applied Sciences in Business Administration (PHW) in Berne. He has also published a number of articles in internationally renowned journals.

Jürg Stucker studied at the HSG and later completed his doctorate. Today he is a partner at Oaklins Switzerland and a member of Oaklins’ global management team. He has many years of extensive experience in M&A and corporate finance with a focus on the Industrial Machinery & Components, TMT and Business Support Services sectors. Prior to joining Oaklins, Jürg Stucker worked at EY for 10 years and was Partner and head of the M&A and Valuation team.

Has led complex innovation and transformation projects at Creaholic SA for more than 15 years and has been Head of the Office d’organization of the Canton of Neuchâtel since 2017. He studied economics at the University of Lausanne and international affairs at the University of St. Gallen. His professional career then took him from investment banking to federal development cooperation, where he was program manager for infrastructure financing, to the management of strategic infrastructure projects at SBB.

Attorney-at-law, LL.M., and Managing Partner of the law firm Kellerhals Carrard. After studying law at the University of Bern, he obtained his doctorate in law and completed an LL.M. program at the University of Chicago. He specializes in M&A, corporate succession and corporate governance. In addition to his work as a lawyer, he is involved in numerous boards of directors and foundations. He is also a lecturer in entrepreneurship at the University of Bern.

Professor of Strategic Management and former Dean of the Geneva School of Economics and Management at the University of Geneva. After completing his doctorate at the University of St. Gallen, he was Assistant Professor there and Visiting Fellow at Harvard University. He has been at the University of Geneva since 2015, where he initially served as Vice Dean for Development and headed the faculty as Dean from 2021 to 2025. His teaching and research focuses on corporate strategy, corporate governance, strategic leadership and organizational design. He has established and led several study programs and is the founder of the Geneva Center for Corporate Governance. He is also active as a consultant, board member and keynote speaker.

Partner, Delegate of the Board of Directors and CEO of the Lantal Textiles Group. After completing his doctorate in economics at the University of St. Gallen, he was Head of Corporate Development at Kuoni, worked on the Executive Board of Jelmoli and was ultimately Chief Operating Officer (COO) at Bern-based furniture manufacturer USM.

Titular Professor of Strategy at the University of Fribourg and Dean of the Swiss Board School. He has many years of experience in the private sector, particularly in strategic management and board functions. His teaching and research activities have taken him to universities in Europe, Asia and the USA. He is the founder and owner of DBP Holding, Chairman of the Board Foundation and a member of the Board of Directors of several companies.

Thomas Nösberger studied and graduated from the University of Fribourg and has been a US Certified Public Accountant since 2002. After working as an assistant at the University of Fribourg, he joined Ernst & Young – most recently as Office Management Partner. He is an entrepreneur, consultant and advisor specializing in M&A as well as a member and chairman of the board of directors of various companies. Thomas Nösberger is a titular professor at the University of Fribourg and a lecturer at the Universities of Fribourg and Bern.

She is a member of the management and board of directors of the family-run company s:stebler and president of the industry association Swiss Export. She is responsible for organization and finance in the family business, which specializes in glass and metal construction as well as letterbox systems. She has been on the Advisory Board of BFH-Wirtschaft since 2014 and on the Board of Directors of Kontivia AG since 2022. As President of Swiss Export, she is committed to improving competitiveness and the framework conditions for the export industry.