The sessions on Strategic Management will provide a clear understanding of organizations as value-creating entities, of the relationship between strategy and the creation of value, and the role of competition in the creation of value. The students will gain an enhanced ability to think strategically: that is, able to integrate knowledge from other functional areas, and about other organizational phenomenon, in a quest to create the future of the organization. Students will also develop an ability employing tools, frameworks, and models for the purpose of strategic analysis and strategy formulation, a deep appreciation for the cultural, social, and ethical dimensions associated with economic activity and the practice of strategy, and a rich toolkit for tackling the challenges of strategy implementation.

In keeping with the rest of the curriculum, the material delivered in the first semester is more strategic, the material in the second semester is more tactical and the third semester covers operational issues. In particular, the strategy sessions are very closely linked to the semester-long projects, and therefore all of the material is presented in a very applied context.

The first semester deals with strategic analysis. Students are exposed to ideas, concepts, and tools that are applicable to understanding and interpreting the world external to their organizations. They are introduced to strategic concepts, and are asked to use various analytical approached and techniques to develop future oriented, value-creating strategies. The material is presented using cases, case analysis, and is reinforced through preparatory, and in-class, interactive assignments.

In the second semester, they are exposed to strategic understanding and analysis internal to their organization. They learn analytical frameworks for assessing internal strengths and weaknesses, core competencies, measurement, and alignment of organizational objectives. There is heavy emphasis on the nature and role of competition, the development of competitive tactics, and of competition as the means of adapting to innovation. This material is also presented using cases, case analysis, and is reinforced through preparatory, and in-class, interactive assignments

The third semester material begins with a discussion of organizational change, and its dynamics. Students are provided with an overall model that views change as systemic and holistic. These sessions are very much case oriented, with substantial class discussion, and include both product and service oriented situations. There is a heavy emphasis on integrating concepts learned across the previous two semesters, and also on the idiosyncratic nature of change situations.

The major learning objectives

1. The student will gain a clear understanding of organizations as value-creating entities, of the relationship between strategy and the creation of value, and the role of competition in the creation of value.
2. The student will acquire an enhanced ability to think strategically: that is, able to integrate knowledge from other functional areas, and about other organizational phenomenon, in a quest to create the future of the organization.
3. The student will gain a facility to employ tools, frameworks, and models for the purpose of strategic analysis and strategy formulation.
4. The student will gain a deep appreciation for the cultural, social, and ethical dimensions associated with economic activity and the practice of strategy.
5. The student will acquire a rich toolkit for tackling the challenges of strategy implementation.

Topics

• Value creation and strategy


• Globalization and strategy


• Analyzing the competitive environment – RiDUCES and scenario planning


• Competencies and competitive advantage


• A balanced scorecard approach


• Crafting competitive strategies


• Growth and diversification


• Mergers and acquisitions


• Organizational change


• Change levers