BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

WORK INTEGRATED LEARNING PROGRAMMES

Part A: Content Design

Course Title Strategic Management and Business Policy

Course No(s) MM ZG611 /POM ZG611/ QM ZG611/ MBA ZG611 / POMSS

ZG611

Credit Units 4

Credit Model 1-1-2

Course Author Sunil P Rangreji / Jyoti

Version No Ver 1.4

Date 18-12-2017

Course Objectives

No. Course Objectives

CO1 Develop the capacity to think strategically about a) the long term direction of the
organization and b)its positioning & capabilities to achieve sustainable competitive
advantage.

CO2 Study and Apply Strategic Management frameworks & tools to analyze, formulate &
implement Strategies

CO3 Evaluate Strategic Goals Vs Results, Define processes & metrics to monitor and improve
performance.

CO4 Integrate knowledge & experience to Innovate and Strategize in changing times.

Teaching methodology
The Teaching methodology involves Learner centered Teaching approach with focus on industry
examples, learner’s context and application of result proven management frameworks.

 Lectures & Discussions

 Case Study discussions

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  Action Learning Projects

Text Book(s)

T1 Wheelen, Thomas L. and J. David Hunger, Concepts in Strategic Management and

Business Policy, Pearson Education, 13th ed.

T2 Saloner G., Shepard A and Poldony J., Strategic Management. Wiley India, Student ed.

T3 Fred R David, Strategic Management – Concepts and Cases, Pearson, 13th ed.

Reference Book(s) & other resources

R1 Michael E. Porter, “What is Strategy?” Harvard Business Review, 1996.

The Fall & Rise of Strategic Planning:

https://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning

R2 Henry Mintzberg, “Crafting Strategy”, Harvard Business Review,

1987https://hbr.org/1987/07/crafting-strategy

R3 The Five Competitive Forces That Shape Strategy,” by Michael Porter, HBR, January 2008

R4 C.K. Prahalad and Gary Hamel. “The core competence of the corporation”. HBR 1990.

R5 Charles Roxburgh, “The Hidden Flaws in Strategy”, The McKinsey Quarterly 2003, No 2

Richard Rumelt, “The Perils of Bad Strategy,” McKinsey Quarterly

(http://www.mckinseyquarterly.com/The_perils_of_bad_strategy_2826)

R6 Dan Lovallo and Olivier Sibony, “ The Case for Behavioural Strategy”, The McKinsey
Quarterly March 2010.

R7 W. Chan Kim and Renee Mauborgne. “Blue Ocean Strategy”. HBR 2004

R8 Tim Brown, “Design Thinking”, Harvard Business Review. 2008.

R9 Disruptive Innovation Primer, http://www.innosight.com/innovation-

resources/upload/Disruptive-Innovation-Primer.pdf

Case 1 Strategic Management Model: South West Airlines (1993) –HBR Case Study

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 Case 2 Strategy Formulation: The Rise & Fall of Nokia -HBR Case Study

Video 1 Vision & Values at Southwest Airlines:

https://www.youtube.com/watch?v=eGxMf88I5g4

Video2 Watch “Business Model Explained” at

http://www.youtube.com/watch?v=QoAOzMTLP5s

Video 3 Blue Ocean Strategy: https://www.youtube.com/watch?v=8ExRnpy4rPE

Modular Content Structure

1. Module 1: Introduction to Strategy & Strategic Management

1.1. Lecture 1: What is Strategy?
1.1.1. Recorded Lecture: What is Strategy
1.1.2. Recorded Lecture: What is not Strategy?
1.1.3. Recorded Lecture: Pitfalls of Strategic Planning
1.1.4. Recorded Lecture: Mind of the Strategist
1.1.5. Recorded Lecture: Strategic Thinking
Contact Hour 1: Strategic Thinking
1.2. Lecture 2: Crafting Strategy
1.2.1. Recorded Lecture: Crafting Strategy
1.2.2. Recorded Lecture: Industry Cycles
1.2.3. Recorded Lecture: Behavioural Strategy
1.2.4. Recorded Lecture: Porter’s Competitive Strategy Model
1.2.5. Recorded Lecture: Mintzberg’s 4P Strategy Model
Contact Hour 2: Intel Case study: Study on Industry Cycles
1.3. Lecture 3: Strategy Planning
1.3.1. Recorded Lecture: Strategic Plan: Strategy Statement
1.3.2. Recorded Lecture: Mission, Vision, Long-term Goals
1.3.3. Recorded Lecture: Competitive Advantage
Contact Hour 3: SWA Case study on Vision, Values & Culture
2. Module 2: Environmental Scanning
2.1. Lecture 4: External Environmental Scanning
2.1.1. Recorded Lecture: Strategic Management
2.1.2. Recorded Lecture: External Environmental Scanning
2.1.3. Recorded Lecture: Societal Environmental Analysis
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 2.1.4. Recorded Lecture: Industry Analysis
Contact Hour 4, 5: Synthesis: Value Chain, External Environment Scanning
2.2. Lecture 5: Internal Environmental Scanning
2.2.1. Recorded Lecture: Resource based view of Organization
2.2.2. Recorded Lecture: Sustainable Core Competency
2.2.3. Recorded Lecture: Organization Design & Structure
2.2.4. Recorded Lecture: Routine & Corporate Culture
Contact Hour 6: Synthesis: Value Chain, Internal Environment Scanning
3. Module 3: Strategy Formulation
3.1. Lecture 6: Situational Analysis
3.1.1. Recorded Lecture: Strategy Types
3.1.2. Recorded Lecture: Business Strategy
Contact Hour 7, 8: Situational Analysis-SWOT & TOWS matrix
4. Module 4: Corporate Strategy
4.1. Lecture 7: Corporate Strategy
4.1.1. Recorded Lecture: Directional Strategy
4.1.2. Recorded Lecture: Growth/Concentration Strategy
4.1.3. Recorded Lecture: Diversification Strategy
4.1.4. Recorded Lecture: Stability/Retrenchment Strategy
Contact Hour 9: Portfolio Analysis (Nokia Case Study)
5. Module 5: Functional Strategy
5.1. Lecture 8: Functional Strategy
5.1.1. Recorded Lecture: Marketing Strategy
5.1.2. Recorded Lecture: HRM Strategy
5.1.3. Recorded Lecture: R & D Strategy
5.1.4. Recorded Lecture: IT Strategy
5.1.5. Recorded Lecture: Operations Strategy
Contact Hour 10: Policies & Strategic Decision Making
6. Module 6: Strategy Implementation
6.1. Lecture 9: Organizing for Action
6.1.1. Recorded Lecture 1: Strategy Implementation Challenges
6.1.2. Recorded Lecture 2: Strategy follows Structure
6.1.3. Recorded Lecture 3: Resource Allocation
6.1.4. Recorded Lecture 4: Leading Staff
Contact Hour 11: Global Collaboration -Leading cross-cultural teams
7. Module 7: Strategy Evaluation & Control
7.1. Lecture 10: Measuring Performance
7.1.1. Balanced Score Card
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 7.1.2. Contingency Planning
7.1.3. Strategy Auditing
Contact Hour 12: Developing Balanced Score Card

8. Module 8: Strategy making in times of Change

8.1. Lecture 11: Business Model Innovation
8.1.1. Industry Life Cycle
8.1.2. Disruptive Innovation
8.1.3. Technology Strategy
Contact Hour 13, 14
8.2. Lecture 12: Design Thinking: Integrating formulation & implementation
8.2.1. Discovery: Empathy
8.2.2. Integrative Thinking
8.2.3. Prototyping
8.2.4. Collaboration
Contact Hour 15, 16
8.3. Lecture 13:Value Innovation: Blue Ocean Strategy
8.3.1. Red Oceans Vs Blue Oceans
8.3.2. Formulation Principles
8.3.3. The Strategy Canvas
8.3.4. ERRC Grid
Contact Hour 17, 18
9. Module 9: Corporate Governance
9.1. Lecture 14: Corporate Governance
9.2. Lecture 15: Business Ethics, Corporate Social Responsibility, Sustainability
Contract Hour 19, 20
10. Module 10: Conclusion
Contact Hour 21, 22

Learning Outcomes:

No Learning Outcomes

LO1 Ability to Think Strategically and take decisions, execute plans& sustain competitive
advantage.

LO2 Reflect on strategic frameworks and apply them in practice situations to analyze,
evaluate and create value for customers

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 LO3 Strategic Leadership to build unique positioning & capabilities and shape the culture of
Innovation & Excellence

LO4 Knowledge & Preparedness to manage conflicting, uncertain & disruptive situations.

Part B: Course Handout

Academic Term Second Semester 2017-2018

Course Title Strategic Management

Course No MM ZG611 /POM ZG611/ QM ZG611/ MBA ZG611 / POMSS ZG611

Lead Instructor Sunil P Rangreji / Jyoti

Contact List of Topic Title (ref to content Topic # (from Text/Ref Book/external resource
Hour structure in part A) content
structure)

1 What is Strategy? 1.1.1 R1 Michael E. Porter, “What is

Strategy?” Harvard Business Review

2 Mind of a Strategist 1.1.4 The Mind of a Strategist by Kenichi

Ohmae

3 Strategy types 3.1.1 T1 Ch.1

4 Behavioural Strategy 1.2.3 T1 Ch.1.7

R6 Dan Lovallo and Olivier Sibony,
“The Case for Behavioural Strategy”,
The McKinsey Quarterly.

5 Pitfalls of Strategic Planning 1.1.3 R5 Richard Rumelt, “The Perils of Bad

Strategy,” McKinsey Quarterly

6 Crafting Strategy 1.2.1 R2 Henry Mintzberg, “Crafting

Strategy”, Harvard Business Review

7 Strategic Management Model 2.1.1 T1 Ch. 1.5

8 Mission, Vision, Long-term Goals 1.3.2 T2 Ch. 2.3, T3 Ch.2

9 Strategy Statement: Competitive 1.3.3 T2 Ch. 2.4

Advantage

10 Societal Environmental Analysis 2.1.3 T1 Ch. 4.1

11 Industry Analysis 2.1.4 T1 Ch. 4.2, T2 Ch. 6

12 Porter’s 5 Forces Model 2.1.4 R3 The Five Competitive Forces That

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 Shape Strategy,” by Michael Porter,
HBR

13 External Factors Analysis 2.1.5 T1 Ch. 4.6

14 Resource based view of Organization 2.2.1 T1 Ch. 5.1, T2 Ch. 3.6

15 Organization Design & Structure 2.2.3 T2 Ch. 4

16 Corporate Culture 2.2.4 T2 Ch. 4

17 Internal Factors Analysis 2.2.5 T1 Chapter 5.6

18 Situational Analysis: SWOT Matrix 3.1.3 T1 Chapter 6.1

19 Alternate Strategies using TOWS matrix 3.1.3 T1 Ch. 6.3, T3 Table 5.4

20 Competitive/Business Strategies 3.1.2 T1 Ch. 6.4, T2 Ch. 7

21 Corporate Strategy: Growth Strategy 4.1.1/4.1.2/4.1.3 T1 Chapter 7.2

22 Stability Strategy 4.1.4 T1 Chapter 7.2

23 Turnaround Strategy 4.1.4 T1 Chapter 7.3

24 Functional Strategy 5.1.2 R4 C.K. Prahalad and Gary Hamel.

“The core competence of the
corporation”. HBR.

25 Marketing Strategy 5.1.1 T1 Ch. 8

26 Operations Strategy 5.1.5 T1 Ch. 8

27 Strategy Implementation: Structure & 6.1.1 T1 Ch. 9, T2 Ch. 5

Strategy

28 Resource Allocation 6.1.2 T2 Ch. 14.5

29 Leading cross-cultural teams 6.1.3 T1 Ch. 10.2,

T2 Ch. 5

30 Managing Performance 7.1.1 T1 Ch. 11.2

31 Balanced Score Card 7.1.1 T3 Ch.9

32 Strategy Auditing 7.1.3 T3 Ch. 9

33 Industry Life Cycle 1.2.2 T2 Ch. 11

34 Business Model Innovation: Disruptive 8.1.2 R9 Disruptive Innovation Primer,

Innovation Video 1

35 Technology Strategy 8.1.3 T1 Web Chapter A

36 Design Thinking: Integrating formulation 8.2 R8 Tim Brown, “Design Thinking”,

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 &implementation Harvard Business Review.

37 Value Innovation: Blue Ocean Strategy 8.3 R7 W. Chan Kim and Renee
Mauborgne. “Blue Ocean Strategy”.
HBR. Video 2: Blue Ocean

38 Corporate Governance 9.1 T1 Ch. 2

39 Business Ethics, Corporate Social 9.2 T1 Ch. 3

Responsibility, Sustainability

Case studies: Detailed Plan

Case Case study Objective Case study Sheet Access URL

study
No

1 Module 1, Session 3: Strategic Management Model South West Airlines (1993) –HBR
Case Study

2 Module 2, Session 4, 5: Environmental Scanning Star Bucks Example

3 Module 3, Session 6, 7, 8: Strategy Formulation The Rise & Fall of Nokia -HBR Case
Study

4 Module 8, Lecture 13: Blue Ocean Strategy Chan Kim and Renee Mauborgne.
“Blue Ocean Strategy”. HBR

Work integration: Detailed plan

No Activity description

1 Write down the Vision, Long term Goals for your organization and assess what is
the Gap between Vision & Current Realty. (1 to 2 pages write up).

2 Identify the Core competencies in your team and write about how it is being
positioned or it can be positioned as a competitive advantage.

3 What disruptions have you observed/foresee in your team/function/domain, do you

see a need to change the business model and write about your observations

4 Identify the Value elements for 1) your function, 2) competitor, 3) comparable

function in other industry and plot the Value curves for all three. Apply the ERRC
grid to prioritize the strategic focus areas.

Project work: Detailed Plan

Objective of the project: Prepare a Strategic Plan for your function or organization using the Strategic
Management Model, Tools & methodologies studied in this program.

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 Project scenario description: You can either choose to write the strategic plan either for your function
or organization.
Tasks to be performed by the students:
1. Strategy Statement

2. Internal & External environment scanning/analysis

3. Situational Analysis: SWOT matrix

4. Competitive Strategies: Positioning, Capability, Value Innovation

5. Implementation Plan

6. Evaluation & Control: Balanced Score Card

Expected deliverables: Project Report (minimum 10 pages)

Duration of the project: 2 weeks

Evaluation Scheme

Evaluation Name Type Weight Duration Day, Date, Session, Time

Component

EC - 1 Quiz 1,Quiz 2 Online 10% - February 1 to 10, 2018

Project work Project Report 15% - March 1 to 10, 2018

(Soft Copy to be
uploaded on
Taxila)

EC - 2 Mid semester test Closed book 35% 2 Hours 04/03/2018 (FN) 10 AM – 12

Noon

EC - 3 Comprehensive Open book 40% 3 Hours 22/04/2018 (FN) 9 AM – 12

Exam Noon

Instructor-In-Charge