SBM-NMIMS: COURSE TEACHING PLAN:AY 2020-21

With Assurance of Learning components

TBA
Course Code
Strategy Implementation
Course Title
Dr. Bala Krishnamoorthy [email protected] # 5806
Dr. Gayathri Sampath [email protected] # 5808
Course Dr Satish M.K. [email protected] # 5812
Instructor/s Dr. Srinivas Ainavolu [email protected] # 5750
Dr. Alaknanda Menon [email protected] # 9926
Mr. Shailesh Dudani [email protected]
3 credits - 100 marks paper
Credit Value
Programme MBA II year - IV Trimester
& Trimester
CLOs –

1) To apply analytical techniques and frameworks learnt to analyze/understand the on

various business contexts (PLO 2b)
Learning 2) To learn the process of developing resources and organizational capabilities required
Objectives for successful strategy execution and instituting policies and procedures to facilitate
implementation. (PLO 3a)
3) To be able to appreciate the contribution of organizational leadership and instilling a
corporate culture that promotes good strategy execution. (PLO 3b)

1) Builds a strong base for furthering understanding of Strategy by building on the

concepts learnt during first course on strategy on assessment of situations / contexts,
and formulation.
2) Appreciating the significance of strong leadership to drive the execution process and
Learning
developing companywide operating excellence in execution.
Outcomes
3) Appreciation on how organizations undertake implementation journey in different
contexts including internationalization and the risks that are in the path
4) To learn the process of adopting best practices and business practices drive
continuous improvement in strategy execution.

Managerial approach to implement a strategy always has to be customised to fit the specific
situations in a company. There is nothing like a one size fit all strategy.
Course
Description This course enables students to understand importance of acquiring, developing and
strengthening the resources and capabilities required for good strategy execution. Students also
learn the importance organising value chain activities and business processes establishing lines
of authority and reporting relationships. Students become aware of various strategic issues /
risks and appreciate the need for tracking performance during the implementation.

Specific assessment % AOL

Intended CLOs to be assessed
methods / tasks Weightage Instruments
CLO 1 CLO 2 CLO 3
Evaluation Class Test/Quiz 10 -
Pattern 
Case analysis sheet 20 Rubric

Capstone case analysis 30 Rubric


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 Final Examination, in 40 Embedded
written form using questions
application oriented
questions   

Session Topics Chapter /article reference Cases / remarks

s Pre-reads/ Articles/ Chapters
Module 1: Setting the Context: Current Trends-Internationalization/Globalization of Corporations and
Supply Chains
Essential Reading: Preparing • Class discussions on impact of Covid
Your Business for a Post- 19 on business and need to review
Pandemic World - H05JNP- strategies
PDF-ENG o Is there a plan of action for
restarting? How is it going to
ASYNCH: Sundar Pichai impact your existing strategies?
1 Commencement Speech | Dear o Preparedness for executing the
Class Of 2020 (YouTube) new strategies
• Students to share insights from recent
summer internship on mismatch
between expectations and reality in
their respective corporates.
Essential Reading: Class Discussion Questions:
Recent
McKinsey Quarterly What are the dimensions of Post
developments
Reimagining the post-pandemic pandemic organization reflections?
impacting strategic
organization
decisions
May 15, 2020 Exercise 1 –for class discussion.
https://www.mckinsey.com/busi • Explain the new normal is it the same
ness-functions/organization/our- as what happened in the banking
insights/reimagining-the-post- sector during 2008? Which sectors
2 pandemic-organization are adversely impacted by Covid
19? Which sectors stand to gain?
How respective supply chain and
customer reach out might change
inelastically?
• Can you identify one organization in
each of the sectors that you have
identified and map the post pandemic
organizational reflections
Module 2: Moving from Strategy Formation to Implementation
3 From Strategy Essential Reading: Note on • Organizational essentials for
Formulation to Implementing Strategy successful strategy implementation
Implementation Hamermesh, Richard G. • Creating administrative fits
383015-PDF-ENG • Deliberate, Emergent and Realized
Strategies
ASYNCH: Successful Strategy • What is the mix of
Execution I Strategy Execution
Process: the 8 Mode
(YouTube)

4 Building a Essential Reading: The process • Corporate Strategy and Business

Successful Strategy of strategy definition and Strategy
and implementation implementation • Resources and Capabilities of a
Clayton Christenson and Jeremy Business
Dann HBS 9-399-179

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Session Topics Chapter /article reference Cases / remarks
s Pre-reads/ Articles/ Chapters
ASYNCH: 7 Steps to
Successful Strategy and
Implementation (YouTube)

5 Deliberate and Essential Reading: Exercise 2

Emergent Strategy Managing The Strategy • Examples of emergent strategies in
Development Process: the Indian context and justification –
Deliberate vs. Emergent Strategy Building a dialogue around this
- 420084-PDF-ENG - Clayton theme
M. Christensen
Exercise 3
ASYNCH: process: • Each group briefly talks on one
deliberate or Strategy company that stand to benefit due to
formation emergent? the deliberate strategy
(YouTube)

6 Strategy CASE STUDY: How Does Implementation considerations of few

Implementation Digital Transformation strategic options
Considerations Happen? The Mastercard Case • Diversification
- IN1463-PDF-ENG • Consolidation
• Internationalization
ASYNCH: Prior to class, ask • Digital transformation
students to view a 30-minute
video of a conversation between Case analysis questions
Banga and Microsoft CEO 1. Is it possible to compete with
Satjay Nadella cash?
at https://www.youtube.com/wat 2. What in MC’s approach to
ch?v=wIMVSJlN9ZE innovation works well? What
does not work well?
3. What is an ‘adaptive ecosystem’
and why did MC adopt such a
ASYNCH: Summary of The strategy?
Three Box Solution by Vijay 4. What role did adaptive
Govindarajan ecosystems play in MC’s
transformation?
7 Balanced Scorecard Essential Reading: Robert • Building a balanced scorecard using
Simons, HBS Module 9: an internal value chain model
Building a Balanced Scorecard Exercise 4
• Prepare a check list of items to be
added for finance, value chain,
marketing and production 2 groups
ASYNCH: David Norton - prepare for each dimensions
Balanced Scorecard
framework (YouTube)

8 Strategy Maps Essential Reading: Kaplan and Exercise 5

Norton (2006). The strategy map • Developing strategy maps using an
as a visual representation of internal value chain
organizational strategy, Harvard
Business School Press,
•
• ASYNCH: Balanced
Scorecard with Strategy
Maps (YouTube)

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Session Topics Chapter /article reference Cases / remarks
s Pre-reads/ Articles/ Chapters
•
Module 3: Industry and Organizational Transformation-Challenges and Opportunities
9 Industry Essential Reading: Porter and • Periods of transformation
Transformation Rivkin (2000), Industry • Strategy during transformation
Transformation, Harvard • Role of the Manager
Business School

ASYNCH: Leading Digital

Transformation Now - No
Matter What Business You’re
In (YouTube)

10 Strategy Essential Reading: Kotter • Class discussion on how strategy

Implementation and (2007) Leading change: Why implementation unleashes a
transformation transformation efforts fail, transformational journey and the
Harvard Business Review, John reasons for success of the
P Kotter, implementation
• Class discussion on Indian Postal
ASYNCH: Students to Service’s transformation
research on India Post’s
transformation and be
prepared to take part in the
class discussion
11 Transformation- CASE STUDY: Striders: Case Questions:
How organizations Running Toward or Away from • What are the challenges faced by
needs to be Growth? service oriented business as opposed
prepared to product based business in growth?
• How can founder driven
organizations drive growth and what
issues will they face in implementing
their strategies?
Module 4: Organization Design and Organizational Challenges in Implementing Strategy
12 Matching Essential Reading: • Class discussion on the importance
organization • Trevor and Varcoe (2017) of strategy-structure-performance
structure with How aligned is your linkage
strategy organisation, Harvard • Impact of Covid19 on organisation
Business Review, design
• 10 Principles of • How jobs will be reimagined due to
Organization Design the pandemic
https://www.strategy- • Why organizations need to be
business.com/article/00318? worried about alignment
gko=31dee

13 Role of structure, CASE STUDY - Careem: Base • Discussion of organization structure

culture and Camp or Mountain Peak? and direction for firm growth
processes in Designing an OS for Scaling Case Questions:
growing an 819049-PDF-ENG • How does the role of Founder/CEO
organisation evolve with organizational growth?
• Who do you think should decide on
the ride pooling offer in Amman and
why?
• Can there be a single rule for every
decision in a growing organization?
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Session Topics Chapter /article reference Cases / remarks
s Pre-reads/ Articles/ Chapters
Module 5: Organization Control Systems for Strategic Risk Management
Essential Reading: HBS Class discussion on
Strategic Risk
14 Module 14: Managing Strategic • Belief and Boundary Systems
Management Risk • Internal Controls
15 Strategic Risk Essential Reading: HBS Class discussion on
Management Module 11: Using Diagnostic • Diagnostic and Interactive control
and Interactive Control Systems systems
• Factors affecting design and choice
of these systems
16 Strategy CASE STUDY: Automation • Class discussion of Automation
implementation and Consulting Services (HBS No. Consulting Services on the
role of controls 190-053) growth related challenges faced,
risks identified, dilemmas
regarding the controls
Case Questions:
• Analyse precisely the conflict
between the local unit autonomy
vs the need for centralized
control. According to you what is
the optimum now?
• From a strategic risk perspective,
analyse the prevailing ACS
situation and point out precise
mitigation plans.

Module 6: Strategic Leadership

17 Strategic Level 5 Leadership • Leadership catapulting a company
Leadership from good to truly great
Essential Reading: Jim Collins • Leadership from humility and will
(2001). Level 5 Leadership-The perspective
Triumph of humility and fierce
resolve, Harvard Business
Review

ASYNCH: How great leaders

inspire action | Simon Sinek
(YouTube/Ted)

18 Strategic CASE STUDY: Ricardo • Class discussion on leadership

Leadership Semler: A Revolutionary Model expectations, situational challenges
of Leadership - INS517-PDF- faced, organizational support for
ENG meeting the strategic expansion
challenges, especially in value
conscious context
Case Questions:
ASYNCH: John Kotter - The • What are the personal and
Heart of Change (TouTube) organizational reasons that made
Ricardo Semler change his
leadership style?
• Which Ricard would u have as a boss
and which as a subordinate?
• Why do you think his new leadership
style works?

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Session Topics Chapter /article reference Cases / remarks
s Pre-reads/ Articles/ Chapters

19 Capstone case analysis written discussion- feedback on case and case learnings

20 Reflection, integrating the learnings and value assimilation

Reading List Text Book:

and Thompson, A., Peteraf, M., Gamble, J., Strickland III, A. J., & Joseph, T. (2020). Crafting &
References Executing Strategy 21/e: The Quest for Competitive Advantage: Concepts and Cases.
McGraw-Hill Education.
References
Classics
1. Porter Michael E., Competitive Strategy-Techniques for Analyzing Industries and
Competitors, the Free Press, 1980.
2. Porter Michael E., Competitive Advantage, The Free Press, 1985

Reference books:
3. David, F. R., & David, F. R. (2018). Strategic Management: Concepts: A competitive
advantage approach. Pearson.
4. Hitt, M. A., Ireland, R. D., Hoskisson, R. E., & Manikutty, S. (2016).
Strategic Management A South Asian Perspective. Cengage Learning
5. Rothaermel, F. T. (2017). Strategic Management. New York, NY: McGraw-Hill Education.
6. Lafley, A. G., & Martin, R. L. (2013). Playing to win: How strategy really works. Harvard
Business Press.
7 Modern Competitive Strategy, by Gordon Walker, Second edition, Tata McGraw-Hill
company edition 2008
8. Ghemawat, P., 2005, Strategy and the Business Landscape. 2nd Edition, Prentice-Hall,
2005ISBN: 0-13-122512-X.

Journals:
1. Strategic Management Journal, John Wiley & Sons, Ltd, Edited By: Sendil Ethiraj, Alfonso
Gambardella, Constance Helfat; Impact factor:5.572
2. Academy of Management Journal, Academy of Management, Edited by : Jason D. Shaw,
Impact Factor, 7.191

Prepared by Faculty Team Recommended by Recommended by

Area Chairperson Program Chairperson

Approved by Faculty Approved by Approved by Dean SBM

Chair AOL Associate Deans

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