Strategic management is no longer the prerogative of top management or corporate headquarter. Middle-level managers are playing a crucial role in the process of organizational decision making. Though they heavily contribute to the strategic decision-making process, which defines the path and the pace of the organization, many middle-level managers are not fully aware of the various tools and frameworks of strategic management. Thinking primarily at the operational level often binds organizations into silos of partitioned thought. A strategic perspective enables liberation from these silos and promotes the achievement of goals at the organization level. In recent years, there has been much discussion on organizational competencies and organizational resources as the starting point of strategy. Hence, this program intends to explore the confluence of organization-level resources and competencies with industry-level opportunities and challenges associated with today’s rapidly evolving globalized world.
- The program specifically aims to enable the participants:
- To understand the tools and frameworks in strategic management
- To analyze organizational resources and competencies
- To appreciate the difference between business-level and corporate-level strategies
- To explore the importance of strategic innovation and strategic transformation
- To understand the relevance of macro-level factors such as globalization or policy reforms for pursuing sustainable growth strategies
Who Should Attend
Executives who are handling key strategic roles in their organizations
Middle level Executives
Executives engaged in the operational and functional decision-making process which would impact the growth and profitability of their respective business unit or organization
Young executives who aspire to move into roles that will require them to engage in strategic thinking and decision making
*Program faculty is subject to change
Fundamentals of Management
- Introduction to Strategic Management
- PESTEL framework for analysing the business environment
- 5-Forces Model for Industry Analysis
- Strategic Groups and Industry boundaries
Internal Analysis: Resource-Based Strategy
- Identification and classification of organizational resources
- Analysis of a few key resources- Culture, knowledge, market related capabilities
- Value chain, Activity maps, Business model
- Configuration of resources for competitive advantage – VRIO & SWOT
- The resource-based theory and its implications for strategy
Competitive Strategies & Performance Management
- Value creation and appropriation in business
- Cost Leadership & Differentiation Strategy
- Focused Strategy & Dual Strategy of Differentiation and Cost Leadership
- Business Performance Management – the financial and strategic approach
- Components of Balances Scorecard (BSC) – constructing and implementing BSC
Corporate Strategies & Globalization
- Competitive Strategy to Corporate Strategy
- Strategy & structure of Multi-business Organizations
- TCE framework & Vertical Integration
- Related and Unrelated Diversification
- Globalization & International Business
Corporate Restructuring & Corporate Governance
- Merger and Acquisitions
- Alliances and Joint Ventures
- Agency relationship
- Governance mechanisms
- Corporate Governance in Indian Context
Managing Innovation & Entrepreneurship
- Introduction to Innovation Strategy
- Managing the process of Disruptions and its symptoms
- Business Model Innovations and its link with innovation
- Fundamentals of Entrepreneurship & Entrepreneurial Financing
- Implementing Strategic Change Management: Role of Culture, Structure & Leadership
- The business case for corporate sustainability
- Tools of corporate sustainability
- Reporting frameworks of corporate sustainability
- Strategy and sustainability
- Value creation through sustainability
Public Policy & Non-market Strategy
- Understanding ‘Market’ and ‘Non-market’ arenas
- Society-firm relationship- A stakeholder approach
- Evolution of Corporate Responsibility in the World & India
- Strategic CSR and Corporate Political Activity as a Non-market Strategy
- Non-market Strategy and Organization performance
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Last updated December 24, 2020
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- USD 8,400