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SM-II Course Outline

The document outlines the course structure and content for a strategic management course. It details topics such as industry evolution, strategic implementation, strategic evaluation and control using strategy maps. Assessment includes in-class discussions, quizzes, group projects and an end-term exam. Key readings and resources are also listed.

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57 views5 pages

SM-II Course Outline

The document outlines the course structure and content for a strategic management course. It details topics such as industry evolution, strategic implementation, strategic evaluation and control using strategy maps. Assessment includes in-class discussions, quizzes, group projects and an end-term exam. Key readings and resources are also listed.

Uploaded by

saarah.p23
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Course Outline: Strategic Management - II

Course Code: ST526


Credit: 2.25, Core course
Program: PGDM
TERM III Academic Year (2024-2025)

______________________________________________________________________________
Instructor(s) Prof. Akriti Jain Prof G K Agarwal (VF) Prof. Anshu Bagai (VF)
Name
Room no. 406
Email [email protected] [email protected] [email protected]
Phone (Extn no.) 180 9810001380 9741911399
Meeting Hours By appointment
______________________________________________________________________________

1. COURSE DESCRIPTION

The core elective on Advances in Strategy captures the emergent realities and takes us beyond the
conventional view of strategy. It highlights key pre-requisites for strategy designed for success,
namely structures, processes, controls, and cultural factors. To understand the bottlenecks to
successful execution, strategy stoppers that will be discussed in this course should not be viewed
as linearly independent parameters but as part of an integral whole. The course will aim at
discussing the gradual shift from an outside-in to an inside-out and a bottom-up view of strategy. It
emphasizes that the future is not a linear extrapolation of the past. To remain competitive,
established firms must seek out opportunities for growth and avenues for strategic renewal.
Changes in customer needs, new technologies, and shifts in the competitive landscape require that
companies continually innovate and stay flexible as they strategize for a shifting focus in the
dynamic world.

2. COURSE OUTCOMES (COs)

After going through the course, the students would be able to:
Course Outcome 1 (CO1): Discover the importance of managing strategic change; providing
strategic leadership; and fostering strategic entrepreneurship in a shifting strategic landscape.
Course Outcome 2 (CO2): Demonstrate the fundamentals of strategy implementation using
strategy maps.
Course Outcome 3 (CO3): Debate the advances in strategy for managing intellectual assets to
create enduring value for the organization; accelerating growth through collaborative strategies.

3. MAPPING OF THE PROGRAM OUTCOMES (POs) AND COURSE OUTCOME (COs)

Course Outcomes (COs)


Program Outcomes (POs)
CO 1 CO 2 CO 3

PO1 Student should be able to write well organized and


grammatically correct business reports and letters.

PO2 Student should be able to make effective oral


presentations
PO3 Student should be able to demonstrate critical
thinking skills by understanding the issues, evaluating
alternatives on the basis of multiple perspectives and √ √
presenting a solution including conclusions and
implications
PO4 Student should be to demonstrate problem solving
skills by understanding and defining the problem,
√
analyzing it and solving it by applying appropriate
theories, tools and techniques.
PO5 Student should be able to illustrate the role of
responsible leadership in management.
PO6 Student should be able to identify social concerns
and ethical issues in management.

PO7 Student should be able to identify challenges faced


by the organization at the global level.

PO8 Student should be able to take decisions in the global


business environment.

4. PEDAGOGY
The course will involve intensive debate and in-class discussion on real life cases, important
concept-based readings, and online video content relevant to the area of strategic management. It
will also involve industry talks, along with regular classroom discussions and lectures. The
students will also be assigned projects which they will need to carry out in groups. Throughout this
course, students will need to continuously analyze and prepare the given material and readings.
Their level of understanding will be evaluated on the basis of group assignments, constructive
class participation, audio-visual presentations and exams.

2
5. COURSE EVALUATION COMPONENTS (CECs)

CEC1 In-class case/readings/video discussions 20%


CEC2 2 Quizzes/In-class assignments (best 1) 20%
CEC3 Group Term project 20%
CEC4 End Term 40%

6. MAPPING BETWEEN COs, POs and CECs

COs Pos Course Evaluation Components (CECs)


CEC1 CEC2 CEC3 CEC4
CO1 PO3 In-class
case/readings/video
discussions
CO2 PO4 Quiz/In- End term
class
Assignment
CO3 PO3 Group
Term
project

7. RESOURCES

Textbook:
Contemporary Strategy Analysis (11th edn.) by Robert M. Grant Published by John Wiley & Sons
Chapters: 8, & 9

Reference Book:
McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as
fast as your business. Harvard Business Review Press.

Journals:
 Strategic Management Journal
 Harvard Business Review
 Sloan Management Review
 Academy of Management Journal

Daily/Periodical:
 Economic Times
 Business Today
 Business World

3
Online e-resources:
www.strategy-business.com
knowledge@wharton: http://knowledge.wharton.upenn.edu/
https://www.mckinsey.com/quarterly/overview

Session Plan

S. no. Topic/s Essential BEFORE the lecture preparation: Readings / videos/


online-lectures
1 Re-cap of SM-I 1. Prof. Clayton Christensen at SAID Business School, University
and strategy as of Oxford (2013): “The Panda’s Thumb in Business
Process https://www.youtube.com/watch?v=Ei57yFEljrI
2. Christensen, C. M., & Donovan, T. (2000). The process of
strategy development and implementation. Division of Research,
Harvard Business School. [Link]
3. Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate
and emergent. Strategic management journal, 6(3), 257-272
[Link]
2 Industry Textbook Chapter 8: Industry Evolution and Strategic Change
Evolution and
Strategic Change
3 Strategic 1. Capron, L. & Mitchell, W., 2010. Finding the right path. HBR,
Implementation 88(7/8): 102-107.
2. Bower, J. L., & Gilbert, C. G. 2007. How managers’ everyday
decisions create or destroy your company’s strategy. HBR,
85(2): 72-79
4 & 5 Strategic 1. Robert Kaplan – “Balance Scorecard”
Evaluation & https://www.youtube.com/watch?v=_A02vKgE4NQ
Control: Strategy 2. Kaplan, Robert S., and David P. Norton. “Having Trouble with
Maps Your Strategy? Then Map It.” Harvard Business
Review (September-October 2000): 167-176. [Link]
(Assignment: 3. HBR Video: Balanced Score Card
Due after the 4. Phil Jones: Strategy Maps 101
mid-term week)
5. Phil Jones: Cascading your Strategy: A case study in creating
synergy
6. Phil Jones: Manufacturing case study

4
7. Brett Knowles: Bank Scorecard Case Study
6 & 7 The Enterprise of 1. Christian Rangen, “Strategy: The Big Picture – 5 key issues”
the Future 2. Rita Gunther McGrath (2013): The End of Competitive
Advantage Webinar:
https://hbr.org/webinar/2013/08/the-end-of-competitive-advanta

8 & 9 Digital Platform 1. Textbook Chapter 9: Technology-based Industries and the


based businesses Management of Innovation
and business 2. Business Model Generation | Alex Osterwalder | Talks at Google
models
Business Model Generation | Alex Osterwalder | Talks at Google (youtube.com)

10 Building a 1. Ben-Hur, S., Jaworski, B., & Gray, D. (2015). Aligning


learning corporate learning with strategy. MIT Sloan Management
Organization Review, 57(1), 53. [Link]
BCG on the 1. Philp Evans: How Data will Transform Business

11 emerging issues
2. Yves Morieux: How too many rules at work keeps you from
for Strategy getting work done

3. Yves Morieux: As work gets more complex, 6 rules to simplify

4. Martin Reeves: Your Strategy needs a Strategy

12-13 [Guest Lecture]

14-15 Project
presentation

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