CASE ANALYSIS OF SCIT/ PIITS/ ITBM 2009-11

Planning & Implementing IT Strategy - Live Case of SCIT

Ramanjeet Kaur (9030241025)

Ravi Chevli (9030241026)
Rohit Ranganathan (9030241027)

1. Present Industry Structure for SCIT

About SCIT: Symbiosis Centre for Information Technology is a premier IT business school
started in 1999. It comes under the Symbiosis International University which was accredited
‘A’ grade by NAAC. SCIT stands as an institute that is continually evolving and considers
innovation and improvements as cornerstones of its future.

Strategic Location: SCIT is located in the Rajiv Gandhi InfoTech Park (Pune), which has a
very well developed industrial infrastructure and the growth of the city into a software center
has led to a major spurt in the development of social infrastructure facilities, ranking among
the best in India. Also, its vicinity to the Mumbai-Bangalore highway makes it easily
accessible to faculties and corporate from the financial capital of India.

Participation and Segmentation

1. Student and Corporate Participation: SCIT aims to be an outstanding provider of
continually evolving, market responsive IT education; and create proactive IT
professionals dedicated to excellence who deliver innovative solutions that
improve the performances of their organizations. Also, SCIT has come up with an
executive MBA for the corporate participants; main purpose of the program being
to provide an insight of management to the technology professionals.
2. Competition and Market: In light of the increasing demand and changing
competitive landscape of the education industry SCIT decided not only to tap the
global market and but also to aggressively penetrate in the domestic market and it
also to cater some in-house market (i.e. other colleges of Symbiosis offering UG
courses).
a. For global market it decided upon the feasibility of the international
campus and to attract the foreign students from Japan, Sri Lanka,
Mauritius and Israel. A constant marketing collaboration will help to
achieve this goal.
b. In the domestic market SCIT is facing competition from IIIT’s and
IIT-Management, SPJ and NMIMS.
c. Catering to a course offering at the entry level and professional level
yield some great insights.
d. The need for filling the gap of domain knowledge and product
knowledge (e.g. SAP) is required and secondly, provision of short-
term courses to the professionals either onsite, on-SCIT campus or off-
site.
CASE ANALYSIS OF SCIT/ PIITS/ ITBM 2009-11

2. Present Strategic Positioning for SCIT

Present Strategic positioning of SCIT can be understood in respect to the below diagram,

Figure 1: SCIT Programmes

a. Learning Environment: SCIT has undertaken a Paradigm Shift from “Exam” oriented
learning to “Knowledge” oriented learning. This enhances ‘Learnability’ in students.
It focuses on evaluation of knowledge rather than evaluation of the study material
mugged up by students.
b. Vertical Based: SCIT focuses on the various verticals of the IT Industry by providing
education in IT Business Management, Information Security Network & IT
Infrastructure, Software Solution Management and Systems.
c. Delivery & Syllabus: The syllabus is split into fixed & variable components allowing
students to choose electives. This varies for the Full time course as well as for the
Executive MBA. Also, to enhance the delivery of the program the combination of
Professor for the concepts and Teaching Assistant for the Tutorials. To enhance the
course delivery there should be a Mentor, Teaching Assistant and Subject
Coordinator. This team will form a Quality Circle and will keep the check on the
course from time to time as to how the course is been managed, delivered and what
tools are required to fine tune the same.

3. Strength and Weakness of present strategic positioning of SCIT

Type of Strength Weakness

Positioning
Learning  The courses are aimed at
Environmen creating Techno-Managers
t  Such segmentation
strengthens SCIT’s position in
the corporate & academic &
world clear.
Vertical  All verticals have been
Based covered by the courses
offered.
 Exposure in terms of business
and technology is provided.
E.g. Audit, Risk, VAPT,
 There is a need for aligning the courses
to the changing requirements of the
Industry.
 There is a shortage of specialized
faculties and industry exposure for the
students.
 As the course design limits a student to a
particular specialization, it often reduces
the exposure for a student to explore
other verticals within the IT industry.
 Dynamic industry requires managers
with cross vertical knowledge which is a
CASE ANALYSIS OF SCIT/ PIITS/ ITBM 2009-11

Consulting limitation in the course design

Delivery &  Separate course design for  Reduction in number of courses offered
Syllabus executive and full time MBA  The absence of multiple channels of
students. educations restricts SCIT’s accessibility
 Standardization of Syllabus to multiple geographic locations.

4. Proposed Strategic Positioning for SCIT and its justification

Roadmap for Future

SCIT has contemplated on strategies on building its future. They are directed at moving
towards SCIT’s vision of building Learning Institute.

1. Build applied research programs.

2. Develop a strong interface with the IT industry.
3. Strengthen the educational program currently offered and carry continual research on
the IT industry needs and requirements for changing business scenarios and new
businesses.
4. Develop a dedicated and knowledgeable faculty, striving to learn research and teach.
5. Network with reputed educational institutes in India and abroad.
6. Develop alternate revenue streams.

5. SCIT Development Plans for the next 5 years

Being young SCIT has to develop several things. Many of the plans are in nascent stages but
have shown very positive signs of taking roots. Some of the plans are:

1. Develop a formal PDCA cycle for key processes like Learning Systems, Feedback
System, Academic Administration, SCIT Resource Centre etc.
2. Continue to create innovative Educational Programs.
3. Enlarge internal faculty base with competent & suitable faculty by 50% in the next 3
years, who can provide sound concept base, knowledge of cutting edge technologies
in the areas identified. Encourage the existing faculty for extending work.
4. Build formal counseling process and enhance guidance for higher education and
entrepreneurship.
5. Build corporate relations to enhance participation by the industry in SCIT activities.
6. Identify and initiate research in selected domains, at least two, for developing
educational programs or projects.
7. Deliver training programs & consultancy in identified areas where IT is applied or in
IT businesses and earn higher revenues progressively from 5% onwards every year.
8. Achieve economic viability and explore funding opportunities within industry,
government or other agencies for research work planned at SCIT and for enhancing
technology infrastructure.
9. Develop a structured and sustainable program with an NGO that runs at least for two
years to spread IT awareness and contribute in the growth of a community.
CASE ANALYSIS OF SCIT/ PIITS/ ITBM 2009-11