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CISM-MB19
MBA 19-21: Term-VI

Contemporary Issues in Strategic Management [CISM]
MBA II: TERM VI, 2020-21, Credit: 3.0

Instructor: Ranjan Das, Professor of Strategy, Innovation, Entrepreneurship & Leadership, IIM Calcutta

COURSE OBJECTIVES:

· To make the students aware of the contemporary strategic issues facing large and medium sized companies and assess impacts there of
· To help students identify strategic choices available at firm level to respond to such contemporary issues
· To assist students in identifying specifically capabilities that are needed by an organizations to identify, source and manage the strategic challenges and develop road maps to implement the strategic choices to be made
BATCH SIZE:
· 30-45 Students
CREDIT:

· Full credit
DURATION:

· 20 sessions each @ 1.5 hours
EVALUATION

· Group exercise in the class: 35%
· Presentation and Class participation: 25%
· End term examinations: 40%
DETAILS OF SESSIONS

1. Understanding the impact of COVID 19 and various unfolding geo-political developments [Brexit, US under new President vs previous one, ISIS and Middle East politics and internal tensions in SAARC countries] and implications for strategic management
· READ
o A CEO's Guide to Navigating Brexit H02ZH4-PDF-ENG
o A Definitive Guide to the Brexit Negotiations H031TM-PDF-ENG
o Brexit Could Deepen Europe's Digital Recession H02ZW8-PDF-ENG
o Companies Shouldn't Wait to Prepare for the Post-Brexit World 038OZ PDF-ENG
o The EU Needs to Make Sure Continental Countries Don't Exit H02ZG4-PDF-ENG
2. Understanding the impact of COVID 19 and various unfolding geo-political developments [Brexit, US under DT, ISIS and Middle East politics and internal tensions in SAARC countries] and implications for strategic management
o READ:
· 10 economic consequences of Donald Trump's election win https://www.theguardian.com/business/2016/nov/28/donald-trump-economic-consequences-us-election-growth vs what finally happend at the end of 4 years [students to do analysis and faculty to facilitate]
· How America's new president Joe Biden will affect the US and global economy: Recent articles and analysis that appeared post 9 Nov 2020 [students to do analysis and faculty to facilitate]

3. Strategic choices in converging industries · READ:
o Six-Converging-tech-trends -KPMG - NASSCOM REPORT [ https://www.wesrch.com/electronics/paper-details/pdf-EL1AB9000GTJG-six-converging-technology-trends-driving-a-tectonic-shift-in-the-business-consumer-ecosystem#page1 ]
o Strategic choices in converging industries – MIT Sloan Management Review SMR 462
4. Strategic choices in converging industries o Convergence markets: Deutsche Bank research [Report dated August 4, 2011]]
o Convergence Is The Future Of Marketing [Forbes Report 03/01/12]
o CASE-1: Apple Inc. in 2015 715456-PDF-ENG 5. Platform based business model and strategy · Read:
§ Pipelines, Platforms, and the New Rules of Strategy R1604C-PDF-ENG
§ Thriving in an Increasingly Digital Ecosystem SMR531-PDF-ENG
· CASE-2:
· Amazon MH0053-PDF-ENG
6. Platform based business model and strategy
· Read:
o Scale Effects, Network Effects, and Investment Strategy 611082-PDF-ENG
o Winner-Take-All in Networked Markets 806131-PDF-ENG 7. Strategising in Sharing economy · READ:
o What Managers Should Know About the Sharing Economy BH789-PDF-ENG
o Adapting to the Sharing Economy SMR512-PDF-ENG
o The Sharing Economy: Your Business Model's Friend or Foe? BH773-PDF-ENG
o The On-Demand Economy 716405-PDF-ENG · CASE-3:
· UBER: An Empire in the Making? IMD784-PDF-ENG or
· Uber: Leading the Sharing Economy W16087-PDF-ENG 8. Strategising in Sharing economy
· Read:
o Learning to Play in the New "Share Economy" R1307M-PDF-ENG
o Connected Consumption : A Sharing Economy Emerges ROT234-PDF-ENG
o The Networked Organization: How Smart Companies Turn Relationships into Competitive Advantage ROT314-PDF-ENG · Case-4: Airbnb: What´s Next? IES514-PDF-ENG 9. Strategic challenges facing brick and mortar firms in the age of IoT, Smart and Connected Products, Digital Ubiquity and ecosystem in general and choices available to reposition them successfully · Smart and connected product [M E Porter]
· Digital Ubiquity [HBR ]
· · AccorHotels and the Digital Transformation: Enriching Experiences through Content Strategies along the Customer Journey IN1251-PDF-ENG 10. Strategic challenges facing brick and mortar firms in the age of IoT, Smart and Connected Products, Digital Ubiquity and ecosystem in general and choices available to reposition them successfully
o Thriving in an Increasingly Digital Ecosystem SMR531-PDF-ENG
o to predict IOT-look at dev of software industry HBR Reprint HO2NYO FEB 25, 2016 o Case-6: Autodesk in 2016: Transforming to Meet a Changing Industry E613-PDF-
11. Business of games and Strategic Interactions o READ:
· Introduction to competitive interaction: Strategy and tactics -9-707-475
· Game theory and business strategy 9-705-471 o CASE-7:
· Bitter competition: The Holland Sweetener versus NutraSweet [A] – to [G]: 794079 – 794085 [7 CASES] 12. Business of games and Strategic Interactions
Read:
o Use of game theory to shape strategy Reprint 95402
o Note on application of game theory in business
o Bitter competition: The Holland Sweetener versus NutraSweet [A] – to [G]: 794079 – 794085 [7 CASES] – to continue from previous session 13. Understanding and Predicting in the VUCA world and strategic posture
o READ:
· Strategy Under uncertainty by Courtney, Kirkland and Vigurie–HBR 1997 Reprint 97603
· Predicting your competitors’ reactions Reprint 0904H
o CASE-8:
· ASUSTeK and Google Nexus 9-616-056 14. Sustainability and corporate shared value as sources of competitive advantage o READ:
· Strategy and society R 0612D
· Ecosystem of shared value R1610G HBR Oct 16
o CASE-9:
· Environmental sustainability at REI 15. Machine learning, A I and future of work and organisation o READ:
· Globalization, robots and future of work HBR Oct 2016 [p-74]
· The great decoupling – HBR June 15
· Automation will not replace people as your competitive advantage – H029EA
· BEYOND Automation – HBR June 15
· Collaborative intelligence : Human and AI are joining forces HBR July – Aug 18
o CASE-9: · EdGE Networks: Making HR Intelligent IMB607-PDF-ENG 16. Machine learning, A I and future of work and organisation
o Read:
· What Every Manager Should Know About Machine Learning H026NG-PDF-ENG
· Robots Are Learning Complex Tasks Just by Watching Humans Do Them H02YQW-PDF-ENG
· Business Processes Are Learning to Hack Themselves H02X0L-PDF-ENG
· How to Make Your Company Machine Learning Ready H038OD-PDF-ENG
· How Companies Are Using Machine Learning to Get Faster and More Efficient H02UW1-PDF-ENG
o Case-10:
§ Recruit Japan
17. Diversity and inclusion as drivers for innovation and valuation
o READ:
· Great Leaders Who Make the Mix Work R1309D-PDF-ENG
· Diversity Doesn't Stick Without Inclusion H03FC8-PDF-ENGJuly – Aug 2018
· The other diversity dividend – HBR
o CASE-11:
· CIBC: Fostering an Inclusive Culture, Leading with Gender W16569-PDF-ENG 18. Design thinking for gaining competitive advantage
o READ:
o Design Thinking R0806E-PDF-ENG
o Designing for Growth: A Tool Kit for Managers ROT146-PDF-ENG
o Design Thinking Comes of Age R1509D-PDF-ENG
o Innovation as a Learning Process: Embedding Design Thinking CMR377-PDF-ENG
o Turning Design Thinking into Design Doing ROT020-PDF-ENG
o Design Thinking: On Its Nature and Use ROT060-PDF-ENG
o CASE=12:
o Evergreen Executive Education, LLC UV0919-PDF-ENG or
o IDEO: Human-Centered Service Design 615022-PDF-ENG 19. Design thinking for gaining competitive advantage
o READ:
o Framing and Re-Framing: Core Skills for a Complex World ROT256-PDF-ENG
o Re-Framing Opportunities: Design Thinking in Action ROT206-PDF-ENG
o How Design Thinking Enables Success ROT072-PDF-ENG
o Case-13:
o How Design Thinking Turned One Hospital into a Bright and Comforting Place H03AM0-PDF-ENG 20. Attracting higher valuation: Designing a right mix of strategy and business models built around intangibles and execution capabilities
· READ:
o The transformative business model – Oct 16 [p-90]
o Where Financial Reporting Still Falls Short R1607F-PDF-ENG
o Strategic Fit: Key to Growing Enterprise Value Through Organizational Capital BH784-PDF-ENG
o The Overvaluation Trap R1512H-PDF-ENG
o Real Options Valuation when Multiple Sources of Uncertainty Exist 201106-PDF-ENG
o Note on Value Drivers 297082-PDF-ENG
o Subscriber Models 205061-PDF-ENG
o Scale Effects, Network Effects, and Investment Strategy 611082-PDF-ENG
o Case 14:
§ Baidu.com A197-PDF-ENG

a. Right technology, wrong time.
b. When technology gets ahead of society HBR July – Aug 18
c. The Problem with legacy ecosystem
d. Managing Multi-party innovation
e. Business models for additive manufacturing HBR July – Aug 18
f. Digital disruption in select industries [to be researched by students - Max 2 slides
g. Emergence of gig economy and implications for companies HBR July – Aug 18
h. HOW TO CREATE A TRULY FLEXIBLE ORGANIZATION – AGILE AT SCALE HBR MAY JUNE 18 P-88
i. HOW TO CREATE A TRULY FLEXIBLE ORGANIZATION – AGILE AT SCALE HBR MAY JUNE 18 P-88
Created By: Alora Kar on 11/26/2020 at 03:24 PM
Category: BM 19-21 T-VI Doctype: Document

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