Lecture Schedule

MBA with focus on “Technology Management”

(Semester II, 2021-22)

Core Course

MSL711
Strategic Management (3-0-0)

Course Coordinator
Prof. Sushil

Department of Management Studies

Indian Institute of Technology Delhi
2022
MSL711
Strategic Management
2nd Semester, 2021-22

Course Coordinator Prof. Sushil profsushil@gmail.com

Teaching Assistant(s) R. Rajan / K Dinesh rishabh12345rajan@gmail.com

kdinesh.iitd@gmail.com

INTRODUCTION
Today’s organizations have to operate in a highly competitive business environment under the changing
scenario of liberalization and globalization. This has made the relevance of Strategic Management for
Indian business an all-time high. Further, the changing nature of business environment globally in terms
of turbulence, chaos, and paradoxes is leading to shift in strategy paradigms. Some basic inputs about
the concept of strategy and strategic management process for planned as well as learning-oriented
strategy have been covered in the core course on Strategic Management. This is a more applied course
that will integrate the basic inputs with new thinking in strategy and present a holistic and applied
concept of Strategic Management relevant in today’s context. There are a number of standard texts in
strategic management that will be supplemented by advanced readings and case studies of both Indian
and foreign origin organizations.

This course is divided into three Modules:

Module I: Changing Paradigms and Strategic Learning

Module II: Strategy Evolution

Module III: Strategy Execution

OBJECTIVES
On completion of this course, the student will be able to:

i. critically understand the changing nature of business and associated strategy paradigms in a
global framework.
ii. grasp the nature of strategy evolution with specific reference to alliances, mergers and
acquisitions.
iii. develop capabilities to carry out studies of strategy formulation and implementation of
practical cases.

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COURSE SCHEDULE

Module I
Changing Paradigms and Strategic Learning
Week 1

Topics • Strategic Management: In Retrospect and Prospect; Process and Content of Strategy

Week 2

Topic • Strategic Flexibility

• Strategy as Revolution
Reading 1&2
• Strategic Flexibility: A Review of the Literature

Case 1 • Google India

Week 3

Topic • Strategic Innovation and Entrepreneurship

Reading 3 • Reinventing your Business Model

Case 2 • Apple Inc., 2008

Week 4

Topic • Strategic Intent and Performance Management

Reading 4 • How to Make Most of Your Company Strategy

Case 3 • Tesla, Inc.

Week 5

Topic • Learning About External Situation

Reading 5 • Strategic Management for Competitive Advantage

Case 4 • Wal-Mart Stores

Week 6

Topic • Learning About Capabilities

Reading 6 • Strategy as Stretch and Leverage

Case 5 • Patanjali: Swadeshi Jeans or Foreign Shores?

MINOR TEST

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 Module II
Strategy Evolution
Week 7

Topic • Model Frameworks and Strategies

Reading 7 • Creating New Marketplace

Case 6 • Power Play A, B, C

Week 8

Topic • Strategy Formulation and Adaptation

Reading 8 • To Diversify or Not Diversify

Case 7 • Newell Co. Corporate Strategy

Week 9

Topic • Strategic Alliances and M&A

Reading 9 • When to Ally and When to Acquire?

Case 8 • Volkswagen and Tata Motors: A Strategic Alliance in India

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 Module III
Strategy Execution
Week 10

Topic • Global Strategy

Reading 10 • When You Should Not Go Global

Case 9 • Philips vs. Matsushita: The competitive battle continues

Week 11

Topic • Strategic Execution

Reading 11 • Strategy as Wicked Problem

Case 10 • Tata Nano’s Execution Failure

Week 12

Topic • Functional/Operations Strategies

Reading12 • Alignment: The Foundation of Effective Strategy Execution

Case 11 • Uber: Competing Globally

Week 13

• Strategic Leadership and Governance

Topics
• Sustainable Enterprise and Stakeholder Perspective

• Why Good Leaders Make Bad Decisions?

Reading 13&14 • Stakeholder Engagement in Sustainable Enterprise: Evolving a Conceptual
Framework, and a Case Study of ITC

Case 12 • ITC Limited: India First

Week 14

Term Project • Term project presentations by all groups

MAJOR TEST

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EVALUATION SCHEME

Components Marks

Minor Test 20

Case Summarization, Reading Presentation, and Assignments 15

Strategizing Mock Company 10

Term Project (Synopsis [2] + Report [8] + Presentation [5]) 15

Class Participation 5

Major Test 35

Total 100

STRATEGIZING MOCK COMPANY

Guidelines for the strategy game

• Initial resources – Rs. 500 cores
• Select a company design and formulate the co. (Pub. Ltd.), Group members as Directors
• Each week is a quarter
• 3 months – 3 years of running
• Write basic formation of company
o Capital structure
o Balance sheet/PL A/c
o Vision/Mission/Objectives
o Organizational structure
o Values and Beliefs
o Business plan
• Initial presentation about company
• Every week a strategic initiative to be taken and reported (e.g. alliances, M&A, new product
introduction, expansion, diversification, technology collaboration, etc.)
Presentation
• Five minutes by few groups each week.
Strategic Initiatives
• Acquisition/Merger
• Strategic Alliance
• Global strategy
• Corporate restructuring
• Hive off
• Innovative programmes
• Change management programme

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 • Policies and strategic controls
• Buy back, ADR, GDR
• Response to Environment
o Change in Government policy
o Bank rate
o Market sentiment
o Foreign exchange
o New competitor

TERM PROJECT

Participants are required to form groups and make their choice of the industry. Participants would be
expected to write an industry note including a case on one of the companies. You may choose to write
a case on a company with strategic analysis and recommendations.

The projects would be assessed and evaluated based on the analysis of the facts, figures, events,
decisions, and trends pertaining to that industry and company rather than just a collection of data from
multiple sources. When you collect data from any source, you are required to quote the exact reference
of the source – plagiarism (presenting data/ information/ views/ opinions without reference to the
original source) will be severely penalized.

Development of case on Strategic Management for an organization

Steps/Milestones Target

Selection of the case situation Week 4

Preparation of background note (Synopsis) Week 8

Data Collection and Preliminary reporting on industry Week 9

Additional data collection/interviews/mid-term reporting on case Week 10

Draft case Week 11

Case Analysis Week 12

Final Report/seminar Week 14

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SUGGESTED READINGS

Books
1. Burgelman, R. A., Christensen, M. C, and Wheelwright, S. C. (2009) Strategic Management of
Technology and Innovation (Fourth Edition), Tata McGraw-Hill Education Pvt. Ltd.: New Delhi.
2. David, F.R., and David, F. R. (2016) Strategic Management: Concept and Cases, Pearson India
Education Services Pvt. Ltd.: Noida.
3. Dess, G. G., Lumpkin, G. T., and Eisner, A. B. (2010) Strategic Management: Text and Cases
(Third Edition), Tata McGraw-Hill Education Private Ltd.: New Delhi.
4. Dhir, S., & Sushil. (2019). Cases in Strategic Management. Springer Singapore: Singapore.
5. Eden, C., and Ackermann, F. (1998) Strategy Making: The Journey of Strategic Management,
Sage Publications Ltd.: New Delhi.
6. Haberberg, A., and Rieple, A. (2008) Strategic Management: Theory and Application, Oxford
University Press.
7. Henry A.E. (2011) Understanding Strategic Management (Second Edition), Oxford University
Press: New York.
8. Jauch, L. R., Gupta, R., and Glueck, W. F. (2007) Business Policy and Strategic Management
(Seventh Edition), Frank Bros. & Co. (Publishers) Ltd.: New Delhi.
9. Johnson, G., and Scholes K. (2004) Exploring Corporate Strategy (Sixth Edition), Prentice-Hall
of India Private Limited: New Delhi.
10. Marcus, A. A. (2006) Management Strategy: Achieving Sustained Competitive Advantage, Tata
McGraw-Hill Publishing Company Limited: New Delhi.
11. Oster, S. M. (1999) Modern Competitive Analysis, Oxford University Press: New York.
12. Stahl, M. J., and Grigsby, D. W. (1997) Strategic Management: Total Quality and Global
Competition, Blacwell Publishers Inc.: USA.
13. Sushil. (2013) Flowing Stream Strategy: Leveraging Strategic Change with Continuity, Springer,
New Delhi.