Current business contexts are defined by intense pressures of competition, integration across global markets, new concerns about sustainability and intensification of resource conflicts around the world, technological changes including the use of information technology and massive institutional transitions/transformations. These both frame and challenge a firm’s ambitions of growth requiring them to take risks as they navigate through change.
This programme on strategic management is geared towards building confidence in a key top management skill – strategic thinking and strategic action. According to the Bloomberg job skills report, strategic thinking cuts across industries as the number one skill that is less common and more desired by employers. But what is strategic thinking and more practically – how do you demonstrate such a skill in today’s highly complex and evolving business world?
This programme will empower participants to crisply articulate their strategy and decode strategies of other players. The programme will cover classic concepts and tools such as value chain analysis as well as more advanced frameworks such as judo strategy and corporate strategy. The course is designed for both breadth and depth of coverage. Concepts will be illustrated through contemporary examples, interactive discussion and multimedia case studies. Participants will also be encouraged to apply the learnings to their individual business context, and clarify their thinking by asking questions in a safe and non-judgemental environment.
Strategic thinking and strategy – what is it?
- Class anchoring: class ideas and thoughts about strategy, and how it relates to programme coverage
- Strategy - how and why is it different from business as usual?
- Using the O-S-A framework to articulate your strategy
- Video case and in-class exercises
Strategy and external analysis
- ‘Where’ to compete?
- The five forces framework with enhancements
- Examples and in-class exercise
From business strategy to competitive advantage
- What is competitive advantage? How do you know that you have achieved it?
- The four essential generic strategies
- Caselets and in-class exercises
Winning strategies – module 1
- Introduction to value chain analysis
- In-depth case study to analyze cost leadership strategy
- The concept of fit and alignment
Winning strategies – module 2
- Exploring differentiation strategy through case study and examples
- Introduction to perception maps
- Implementing differentiation strategy and contrast with cost leadership strategy
- Dealing with internal and external challenges
- Strategies to respond to business model disruption
- Responding to holdup from customers and suppliers
- Case analysis and/or examples
- Developing competitor profiles
- Components of competitor analysis
- Responding to competitors’ strengths and weaknesses
- Discussion and exercises
- The 3 principles of movement, balance and leverage
- Tactics such as puppy dog ploy, grip, leveraging your opponent’s partners and ukemi
- Examples and caselets from Indian and international business
Introduction to corporate strategy
- Strategic rationale and conditions for mergers and acquisition
- Logic for vertical and horizontal integration
- When to ally, when to acquire – the choice of build / borrow / buy
- Examples and class discussion
- Interactive panel discussion with CXO’s and senior investors
- What role does strategy play at the CXO level?
- What are some of the biggest developments in business models that deserve a strategic response?
- What aspects of strategic thinking do CXO’s look for while succession planning?
- How can senior and middle managers demonstrate strategic thinking more effectively?
- Programme closing
Course Learning Outcomes
This programme will enable participants to
- Developing a strategic thinking mode – understanding the power of thinking with a balance of both long and short range, especially amidst great complexity
- Understanding strategic landscapes of industries, including the interface with customers, suppliers and complementors, in both national and international contexts
- Identifying strategic strengths and weaknesses across functional lines, enabling a clear and path to enhancing competitive advantage
- Building a ‘moat’ for your business – identifying and responding to strategic challenges using a systematic approach
- Developing a familiarity with various industries, and contemporary developments such as platform business models, SaaS and AI, and their disruptive potential for incumbents
- Decoding the strategy of both your business, and that of rivals, and articulating practical recommendations with strategic depth
Who should attend
Executives in strategic roles in business, educational or social organizations. These include -
- Next level reports into a CXO
- Heads of strategic initiatives
- Senior functional managers with a keen interest in elevating their level of impact