Course: Strategy Implementation

School of Business Management, NMIMS University

FTMBA- II Year: 2009-2010 (Trim V)
_______________________________________________________________________
_

Course outline prepared by Dr.Mrs. Bala Krishnamoorthy

Instructors:
Prof. Dr.Mrs. Bala Krishnamoorthy, NMIMS
Prof.Dr.Som Sekher Bhattacharyya
Prof.R.Kannan
Prof. P.K. BalaKrishnan

Contact: Extn.:5806 Email Id: balak@nmims.edu

_______________________________________________________________________
_
Strategic Management is a complete framework which looks at Strategy
Development/formulation, Strategy Implementation/Execution and also Strategy
Evaluation and Performance. For any strategy to be successful, along with formulation,
execution and its performance measurement are equally important. This assumes great
importance especially since research reveals that the failure of many an organization lies
in shortcomings in strategy implementation and success therefore lies in learning the
nuances of effective implementation. After understanding the important elements in
Strategy Formulation, critical elements that are needed for successful implementation and
evaluation of strategies are covered. We underline a broader approach through Mckinsey
7S framework which enables us to understand all the elements involved in Strategy
Execution and Performance in any organization.
With the knowledge of strategic implementation coupled with performance metrics, and
strategy formulation done in the earlier trimester, participants would obtain a holistic
understanding of the entire gamut of concepts related to strategic management and would
be well equipped to architecture and implement strategy when they assume senior
positions in their organizations.
SCOPE OF THE COURSE
• Present a systems approach to the study of organizations and their strategies and
understand the concepts of strategy and strategic decision making as they apply to
the organization as a whole.
• Exposed to various strategic issues pertaining to the survival and growth of
organizations in a rapidly changing environment.
• Simulate the decision environment facing senior managers in various firms and
Develop conceptual skills and analytical framework to formulate and implement
strategies at the business and corporate levels.
• Hands on experiences and teamwork.

1
 Objectives: To facilitate post graduate students in developing analytical skills for
dealing with complex business problems. The course focuses on exposure to
management functions and decision making skills by the case method of
learning.
 To understand the structural and skill levers of strategy implementation
 To understand structural changes and transformation that affect strategy
implementation -
 To look at opportunities for linking performance measurement with strategy
implementation -instilling organizational learning and continuous improvement
practices
 To provide a perspective on the integration of different parts of the organization
using Mckinsey 7S framework –fostering cross functional integration and
companywide collaboration

Evaluation Criteria

Class participation thru case analysis and participation 20 marks

Midterm examination 20 marks
Group Assignment/ project work 20 marks
End Term Exam 40 marks

All class work to be carried out in groups formed for the subject and case discussions
and pre reading to be completed before the class. Every group will assign the leader to
discuss the questions assigned for every case/ article assigned

Session Details:
Session Topics
1 &2 Concept of Corporate
Strategy: A background to
strategy implementation
Basic elements of Strategy
execution resources and
capabilities- Industry
structural Change
Understand when and
where to allocate resources
Readings and case details
1.Building a capable organization: The eight
levers of strategy implementation
Victoria L. Crittenden a,*, William F. Crittenden
Note on Implementing Strategy, Kenneth
R.Andrews, 9-383-015 Rev.Oct.31,1988
Modern Competitive Strategy, by Gordon
walker, Chapter 1 pp 3-18
Classroom Session
What is strategy?
Anticipating competitive action – probing into
Indian companies looking at the challenges faced
by the companies during turbulent times
Implementing strategy- what does it entails?
Group work

2
 Article analysis

3&4 Industry Transformation – Industry Structural Change, Prof.Michael

establishing supportive E.Porter, 9-377-051 Oct.1,1976
policies Donald C. Hambrick and James W. Fredrickson,
“Are You Sure You Have a Strategy?” The
Academy of Management Executive, 15 (4),
November 2001, p.48-59.
Modern Competitive Strategy, by Gordon
walker, chapter 5 pp 123-147
Classroom Session
(80 min)
Resources and capabilities, Building capabilities,
The value Chain, Activity systems,
Organizational dimensions of capability
development
Group work
Case analysis:
Jollibee Foods Corporation A
Jollibee Food Corpn.(A) Intl.Expansion,
Prof.Christopher A.Bartlett, 9-399-007
Rev.Dec.17,2001.
Answer the following questions:
1. How was Jolibee able to build the
dominant position in fast food in the
Phillippines? What sources of
competitive advantage was it able to
develop against McDonald’s in its home
market?
2. How would you evaluate Tony
Kitchner’s effectiveness as the first head
of Jolibee’s international division? Does
his broad strategic thrust make sense?
How effectively did he develop the
organization to implement his priorities?
3. As Noli Tingzon, how would you deal
with the three options described at the
end of the case? How would you
implement your decision?

5&6 Industry Transformation, Prof.Michael E.Porter

& Jan W.Rivkin, 9-701-008 July,10,2000
Role of Structure in
3
 Strategy Implementation Develop the Strategy- The Starting Point for
Strategy Execution -Excerpted from The
Execution Premium: Linking Strategy to
Operations for Competitive Advantage
By Robert S. Kaplan and David P. Norton

Modern Competitive Strategy, by Gordon

walker, chapter 4 pp 89-116
Stages of industry transformation
Group Work
Intel Corporation 1968- 2003 Intel 2005
Prof.Ramen Casadesus-Masanell and David
B.Yolfie, 5-704-465 Rev Jan.25,2006
Answer the following questions:
(1) How would you explain intel’s initial
dominance and subsequent decline in DRAMS
(2) Why has Intel been more successful in micro
processors?
(3) Evaluate Intel’s shift in Strategy under CEO
Craig Barrett and CEO Paul Otillini?

7&8
Shaping Strategy in a World of Constant
Strategy Choices-
Disruption by John Hagel III, John Seely Brown,
Competing in global
and
markets
Lang Davison

General Electric Strategic Position—1981

GE’s Two Decade Transformation: Jack
Welch’s
Leadership (HBS Case 399-150), GE's Growth
Strategy: The Immelt Initiative (HBS Case 302-
001),

9 & 10 Strategic Shaping of Industry structural Change- Michael Porter, HBS

corporate culture Thompson and Strickland, “Managing the
Internal Organization to Promote Better Strategy
Execution”, in Strategic Management: Concepts
and Cases, Ch.12, p.378-406.
Modern Competitive Strategy, by Gordon
walker, chapter 5 pp 123-147
Classroom Session

4
 Structure and its effects on strategy
implementation
Group Work Case analysis:
R.R. Donnelley & Sons: The Digital Division
Answer the following questions: How do the
critical success factors for Donnelley's traditional
printing businesses compare with those for on-
demand digital printing?

As the Digital Division evolved, what were the

critical challenges:
Prior to April 1994?
Between April 1994 and January 1995?
Between January 1995 and June 1995?

How do the jobs of Schetter and Clarke

compare?
Do you agree with the current division of
responsibility?

What is your evaluation of the reengineered

Technology Development Process?

How should Schetter and Schneider convince the

Books Group to bring its work to the Digital
Division? What do you have to do well to
succeed in the two businesses? What do
customers want?
How do you make large profits in each business?

How do these differences affect the agenda and

tasks of Rory Cowan? What posture must he take
toward the rest of the company? Why does he
feel that a separate division is necessary? Can he
afford to create a totally autonomous group?
Why or why not?

11.& 12 Strategy development – Reading

Managing the multi Having Trouble with Your Strategy? Then
business Firm Map It by Robert S. Kaplan and David P. Norton

Saving the Business Without Losing the

Company by Carlos Ghosn

Case
Anne Mulcahy leading Xerox through the

5
 perfect storm A & B

13& 14 Net work of alliances Case Corning Inc –A network of alliances-

Christopher A Bartlett, Ashish Nanda HBS
391102
Discussion questions
1. How appropriate is Houghton’s use of
partnership, as a means of achieving his
strategy? What benefits & risks do you
see? What advice would you offer him in
general about establishing alliances?
2. What implications will the concepts of
Corning as “an evolving network” have
on the firm’s management practice?
3. What are the criteria for evaluating the
three proposals before the management
committee? How do the proposals meet
these criteria?
4. What are your specific recommendations
to the management committee about the
three proposal before them.

15 & 16 Formulation and Tomorrow’s global giants?- Not the usual

Implementation of growth suspects. Pankaj Ghemvat and Thomas Hout
strategies R0811E

Haier: Taking a Chinese Company Global 9

706 401
Discussion questions
1.Why was Haier so successful in China?

2.Was Haier’s decision to globalize into

developed markets early on a good strategy?
3.Can Haier build on its success in niche
products to become a dominant global brand
in high-end white goods?
4.Is Haier’s “three thirds” strategy a viable or
wise approach?

17 & 18 Management of Innovation

Articles: 1. The Discipline of Innovation by
Peter Drucker Reprint R0208F
Articles 2 Creating Breakthroughs at 3M

6
 Reprint 99510
Case
3M Profile of an Innovative company

19 & 20 Competitive strategy – Article :Strategic Alliance Three Ways to make

Strategic Alliance them work –Steve Steinhilber HBS 2588

Case: Finland and Nokia: Creating the World's

Most Competitive Economy

Discussion questions
1. Why did Finland move from a sleepy
economy to one of the most competitive
nations in the world?
2. How was Finland able to become a world
leading nation in mobile
communications? Why did this cluster
emerge to drive growth rather than
others?
3. Why did Nokia become a world leader in
mobile handsets?
4. What are the critical challenges today for
the Finnish government? For participants
in the Finnish mobile communications
cluster? For Nokia?
5. What should be the government do in
early 2002? What should the private
sector do?

Recommended Text book

Modern Competitive Strategy, by Gordon Walker, Second edition, Tata McGraw-Hill
company edition 2008

References
1. Gerry Johnson and Kevan Scholes; Richard Wittington, Exploring Corporate
Strategy -Text and Cases Pearson Education, Seventh edition 2005
2. Porter Michael E., Competitive Strategy-Techniques for Analyzing Industries and
Competitors, The Free Press, 1980.

7
3. Porter Michael E., Competitive Advantage, The Free Press, 1985
4. Ghemawat, P., 2005, Strategy and the Business Landscape. 2nd Edition, Prentice-
Hall, 2005ISBN: 0-13-122512-X.
5. Hitt/Hoskisson/Ireland Management of Strategy-Concepts and Cases, Indian
Edition 2005