Course Outline Template

Indian Institute of Management Calcutta

Programme : PGP/MBA

Name of the Course: STRATEGY EXECUTION

Core / Elective ELECTIVE Cap (for Elective): 35

Credit: 3

Academic Year & Term: Term 6

Course Coordinator: Ramya Venkateswaran

Email: IIMC id: ramyatv@iimcal.ac.in

Instructor: Ramya Venkateswaran ( Sessions – 20)

Affiliation: IIM Calcutta

Email: IIMC id: ramyatv@iimcal.ac.in

Instructor: ……………………….( Sessions … – …)

Affiliation: ………………………..

Email: IIMC id:

Introduction to Course /Course Description

Most companies believe that a winning strategy crafted carefully is a guarantee to success, however on an
average, companies realize only 60% of the strategy’s potential value due to a failure of good execution.
Execution is a series of actions that involves many dynamic elements such as orchestrating teams,
resources, and structures, at different degrees of flexibility and willingness to adapt, and often at
considerable risk and significant requirements for follow-through in various forms. Standardizing a process
for execution is next to impossible, because execution is particular to each organization’s context,
capabilities, culture and environment. The course addresses key concepts such as the triad of strategy-
people-operations; supporting activities and structures such as incentives, reviews, organizational structure,
the role of leadership and organizational culture, within the context strategic change, execution failure, and
touches upon cross-cultural ramifications in strategy implementation.

Course Objective and Key-takeaways from the course

The course on Strategy Execution introduces participants to the principles of effective strategy
implementation. There is a significant emphasis on in-class simulations providing the participants a first-
hand experience of how their strategic decisions impact firm performance. Participants are also equipped
with the essential tools and frameworks popular in strategy execution.

The value proposition of this course is that it provides a combination of theoretical ammunition, rich
exposure to practitioner experience through the guest lectures and project and is powered by hands-on
sessions in using and critiquing the tools of strategy execution.

Pedagogy: Lectures, Text and Multimedia Cases, Simulations, Project

Programme Level Learning Goals (7)

1. Possess the ability to think critically and find solutions to managerial problems
2. Possess the ability to integrate their learning across functional boundaries
6. Develop the capacity to articulate their thinking and ideas through written, oral and non-verbal
communications in a managerial context
7. Acquaint themselves with established and emerging technologies for effective decision making

International Components in your course (if any)

Case studies have been selected from different geographical contexts across the globe.

Pre-requisites
None

Required textbook(s)

1. Crafting and Executing Strategy: The Quest for Competitive Advantage. Authors: Thompson,
Peteraf, Gamble, Strickland and Jain. McGraw Hill, SPECIAL INDIAN EDITION. 19th edition.
2. Scaling Up Excellence: Getting to More Without Settling for Less [Robert I. Sutton, Huggy Rao]

Reference books:

1. The 4 Disciplines of Execution, by Chris Mcchesney, Sean Covey, Jim Huling, Rajan Kaicker
2. Bossidy, L., Charan, R., & Burrick, C. 2011. Execution: The Discipline of Getting Things Done.
Random House Business Books.
3. W. Chan Kim and Renée Mauborgne, 2005. Blue Ocean Strategy, Blue Ocean Strategy: How to
Create Uncontested Market Space and Make Competition Irrelevant. Harvard Business Press.
4. Clayton Christenson, Jeff Dyer, Hal Gregerson. 2011. The Innovator's DNA: Mastering the Five
Skills of Disruptive Innovators. Harvard Business Review Press.
5. Edgar H. Schein, 2010. Organizational Culture and Leadership. Jossey-Bass Business &
Management Series.
 Course Pack Distribution to students

Technology enabled learning component for your course: BSC simulations, multimedia cases

Session Plan

S No. Topic Intended learning outcome References

Module 1: Organizational Alignment
1 Introduction Overview of the concepts - Strategy formulation Case: Gunfire at Sea, Video, HBS
and implementation, the design school and its (2014), Product ID: 414707-VID-
critique, introduction to organizational ENG
ambidexterity, dynamic capabilities, power and
politics, organizational resistance to strategy Readings:
implementation. Stop Distinguishing Between
Execution and Strategy, HBS (2015)
Discussion Questions: The Execution Trap, HBS (2010)
1. Which is more challenging –
implementing a new strategy when Additional references:
things are going well for the firm or Three Keys to Effective Execution,
when the times are tough? HBS (2008)
2. What are the elements of organizational Process of Strategy Definition and
resistance to strategy implementation? Implementation, HBS (1999), Product
What did you observe in the video, and ID: 399179-PDF-ENG
what parallels do you draw in your
organization?

2 Aligning Topics: Models for alignment, essential Case:

Strategy, People leadership behaviors for execution.
and Operations Cisco Business Councils (2007):
Discussion Questions: Unifying a Functional Enterprise
with an Internal Governance
a. Why did Cisco centralize marketing and R&D System
in 2001?
Readings:
b. What were the tradeoffs and biggest Importance of Structure and Process
downsides of reorganization? to Strategy Implementation, HBS
(2005) [BH114-PDF-ENG]
People Side of Implementation:
Getting the Right People on Board,
HBS (2005), 5610BC-PDF-ENG

3 Aligning Topics: Structure and governance Case:

Strategy, People
and Operations Discussion questions:
c. Why did Chambers create business councils?
And why only a handful of councils? What
challenges did Cisco likely face in establishing
the business councils? How did Cisco anticipate
and deal with some of those challenges? Finally,
what issues do you think remain unsolved?
Cisco Business Councils (2007):
Unifying a Functional Enterprise
with an Internal Governance
System (contd.)
Readings:
The Secrets to Successful Strategy
Execution, HBS (2008)
 From Strategy to Implementation:
d. If you were Chambers, how would you Seeking Alignment, HBS (2005)
redesign the business councils to make them
more effective? Pick one of the initial three
councils and develop a detailed design, specify
whom to select, as well as the council’s
governance structure, resources and incentive
systems. What skillsets do employees working
on the council need? Make sure to justify your
choice on each dimension.
4 Aligning Topic: Guest lecture (Cisco or ex-Cisco-ite)
Strategy, People
and Operations

Module 2: Growth and Organizational Change: Scaling up with Excellence

5 Business models Topics: Business model innovation Case: OYO Rooms: Another
for growth Unicorn in the Making?
Discussion questions:
1. Discuss the characteristics of OYO’s business Readings:
model and analyze whether the model qualifies
as a lean startup. 1. Business Model Innovation:
2. What should OYO do regarding the threats of Opportunities and Barriers. Henry
hypercompetition and copycats? Chesbrough, Long Range Planning
3. Analyze whether OYO has a sustainable
competitive advantage using the tetra threat 2. Carman and Langeard, “Growth
framework Strategies for Services Firms”
4. What are OYO’s strategic options to reach Strategic Management Journal (1980)
consolidation and profitability?
5. Should OYO pursue focused growth in current
or new markets? Should it go for diversified
growth? Justify your response.

6 Business models Topics: Non-linear business models
for growth
Discussion Questions:
1. What do you understand by non-linear
business models? What factors make a business
model non-linear ? What are the examples of
businesses or functions where non-linear
business models tend to operate? Why is this the
case?
Case: Robert Bosch Engineering
India: Plotting a Growth Strategy
Readings:
David Court and Laxman
Narasimhan, “Capturing the World’s
Emerging Missile Class”. The
McKinsey Quarterly.

2. What were the driving forces that necessitated

RBEI/ETT to look at non-linear business growth
options?
7 Growth Topics: Growth strategies Case: Robert Bosch Engineering
strategies India: Plotting a Growth Strategy
Discussion questions: (contd.)

1. What are the key trends in the automobile

industry? Globally? In India? What are their
implications for players in the industry?
2. How well is RBEI/ETT positioned to take
advantage of future trends in the automobile
industry?
Readings:
Paul Warburton, “How Mobile
Technology is Transforming the
Automotive Industry”, Fujitsu, 2011.

3. What are the challenges faced by RBEI/ETT

in adopting the non-captive growth path?

4. What growth strategy for RBEI/ETT should

Guruprasad propose to RBEI’s senior
management? Why?
8 The role of Highlights the fundamental tensions that leaders Case: Culture Change at
leadership and face when implementing a scale strategy: Genentech: Accelerating Strategic
organizational balancing rapid growth and the need to leverage and Financial Accomplishments
culture in their organization culture as the firm evolves.
strategy Readings:
implementation Discussion Questions: What Is an Organization's Culture?
1. Peter Drucker stated: “Culture eats HBS (2006)
strategy for breakfast”. Comment. Corporations, Culture, and
2. What is the role of organizational culture Commitment: Motivation And Social
in strategy execution? Is it an asset or a Control In Organizations, HBS (1989)
liability? What value does it add to [CMR021-PDF-ENG]
company performance?
3. What is the source of culture? Where
does it come from? How is it created?
Whose responsibility is culture?
4. When should you try to change an
organization’s culture?
5. Who are the most important actors in
Genentech and what are their roles?
6. Apply the Mankins and Steele reading
onto the case. What has happened well
with strategy implementation so far?
7. How is corporate culture related to a
culture of execution?

9 Executing Stages of change, treating execution of change as Case:

Strategic a step-by-step process rather than as an outcome; Leadership, Culture, and
Change the consequences of shortcuts that may bear Transition at lululemon,
immediate results; the role of everyday decisions Multimedia Case, HBS (2010),
by managers in implementing change, Product ID: 410705-HTM-ENG

Discussion Questions: Readings:

1. Why did the transformation effort by Leading Change: Why
Bob Meers fail? Transformation Efforts Fail, HBR
2. What is your prediction about the (1995).
 transformation efforts by Christine Day?
Will it succeed? If so, why? If not, why
not?
3. What is the role of the store manager in
strategy formulation and
implementation?
4. How do store manager’s everyday
decisions create or destroy strategy?
5. What are the inherent challenges in
achieving growth? What tradeoffs
contrast with each other during a phase
of growth?
6. Does lululemon have the intrinsic DNA
for growth?
7. Identifying the challenges of growing a
business and maintaining a distinctive
culture.
8. Identify how fast the company can grow
while still maintaining its culture.
9. Identify the sustainable aspects of
lululemon’s business model that can be
retained through the change. What else
must not change?
10. What should Day do first as a CEO?
What steps must follow in order of
priority?
10 Topic: Guest lecture (Perhaps someone from
www.thegrowthstory.com)
Module 3: Tools and frameworks for strategy execution
How Managers’ Everyday Decisions
Create - or Destroy - Your
Company’s Strategy.
Additional references:
Grow by Focusing on What Matters
7: Implementation: An Inside View of
the Organization, HBS (2011),
BEP055-PDF-ENG
Decisions Are More Effective When
More People Are Involved from the
Start, HBS (2016)
Only 8% of Leaders Are Good at
Both Strategy and Execution, HBS
(2016)
Interview of Edgar Schein: The
Anxiety of Learning, HBR (2002)
Sections 1 and 2 of the book ‘Culture
Eats Strategy for Lunch’.
What Is an Organization's Culture?
HBS (2006)
11 Tools and Description:
frameworks for Objectives and Key Results (OKR) - (e.g.
strategy Intel, Google, LinkedIn, Twitter, Uber,
execution Bosch, Flipkart);
Key metrics for startups (e.g. Rediff);
Zoho books/ Zoho CRM;
Blue Ocean Strategy implementation
frameworks,
4DX, Gazelles 4D framework
Hoshin Kanri X-matrix (e.g. Honda),
4-Student matrix,
ASANA
EFQM Excellence model
Priority Area Maps (e.g. BPCL);
Integrated Reporting System (IRC – e.g.
used in Europe, Tata Steel);
ERP dashboards
SMART goals
KPIs
PMS/360-degree feedback linkages
Linkage between BSC and PMS (E.g.
SAIL)
12 The Office of Description: Gets to the nuts and bolts of
Strategy tracking strategy; what does it involve on a
Management regular basis?
Case: Participants to bring in their own strategy
dashboards to class. Please present one of two
options: (1) Present actual/real dashboards from
your company (templates, with masked data or
without data with units of measurement) (2)
What would you as a group track if you were the
top management of your company?
For either option, try to answer: What is the
granularity up to which you will track? What is
the planned frequency of tracking? Where will
you do the strategy reviews? (At HQ or each
branch or offsite?) Who will provide the data?
(system or people?) What are the thresholds that
will trigger questions? What kind of questions
will you ask for each element that you propose to
track? What actions will get triggered based on
the reviews? Who will own these actions? How
will the actions be tracked to closure? What
Case: Company caselets in Section 3,
chapter titled ‘Best Practices from the
Best’ from the book The 4 Disciplines
of Execution
Readings:
OKR
(https://www.perdoo.com/okr/)
Blue Ocean Strategy, Expanded
Edition: How to Create Uncontested
Market Space and Make the
Competition Irrelevant, Build
Execution into Strategy, HBS (2015),
0028BC-PDF-ENG
4DX textbook
Additional references:
Using the Balanced Scorecard as a
Strategic Management System (HBR,
2007)
Readings:
The Office of Strategy Management-
The State of the Art, 2011, HBS
(2011), B1101A-PDF-ENG
Using Dashboards to Revolutionize
Your Performance Management
System, Part 2: Implementation
Additional references:
Chapters from The 4 Disciplines of
Execution
Kaplan, Robert S., and David P.
Norton. “The Office of Strategy
Management.” Harvard Business
Review 83, no. 10 (October 2005):
72–80.
How to Stay on Course: Sensing and
Responding to Deviations from Plan,
HBS (2005), 5603BC-PDF-ENG
Action Plans: The Architecture of
Implementation, HBS (2005),
 might not get tracked in your dashboard? How 5597BC-PDF-ENG
will you ensure that what you see is what you
get?

Discussion Questions:
Same as above.
13 Tools and Topic: Strategy Maps Case: Making Balanced Scorecard
frameworks for Work to Implement Business
strategy Description: Strategy maps and the balanced Strategies at Magic Technology, HBS
execution score card (2012)

Readings:
Strategy Maps, by Kaplan and
Norton, HBS 1575BC-PDF-ENG

Balanced Scorecard: Measures That

Drive Performance (HBR, 2005)

Additional references:
Using the Balanced Scorecard as a
Strategic Management System (HBR,
2007)
Module 4: Balanced Scorecard Simulation

Balanced Description: In-class simulation exercise with Case:

14 and Scorecard teams using the balanced scorecard. In this multi- Delta Signal Corp. Strategy
15 Simulation player simulation, students experience the Simulation: The Balanced Scorecard
benefits and challenges of using a scorecard to HBS (2014)
(Requires implement strategic initiatives and monitor firm
Finance performance. Small teams of students work Readings:
Lab together to choose a strategy for their company, Kaplan and Norton, Linking the
booking) create a strategy map, develop a balanced Balanced Scorecard to Strategy.
scorecard, choose initiatives to implement their CALIFORNIA MANAGEMENT
strategy, and use feedback from the balanced REVIEW VOL 39, NO. I FALL
scorecard to adjust their implementation 1996.
approach over a series of 8 rounds. At the
conclusion of the simulation, each team's Additional references:
company will be purchased by a private investor. Balanced Scorecard: Measures That
The goal of the simulation is to maximize firm Drive Performance (HBR, 2005)
value at the time of buyout-the buyout price
being based on the company's financial position
and future prospects.
16 Managing by Description: Breaking down strategy into a few Case:
Strategic themes; the challenges of implementing specific Infosys’s Relationship Scorecard:
Themes and strategic initiatives, adapting the BSC to Measuring Transformational
Initiatives organizational needs. Partnerships

Discussion Questions:
1. How does Infosys’ customer centric
organization compare with that of other
organizations? What challenges does this
Readings:
Managing by Strategic Themes, HBS
(2007), B0709A
Strategic Initiatives: Launching the
Strategy into Motion, HBS (2008),
 organization try to address? What tensions do Product ID: 7687BC-PDF-ENG
these challenges create, and how does Infosys
deal with them?
2. What is the role of RSC in a customer Additional references:
relationship? What does the RSC offer that is not Testing, Monitoring, and Adjusting
already contained in the client’s SLAs? What are Strategic Objectives Through Data
the opportunities and challenges involved in Analytics at Northwestern Mutual,
building an RSC? HBS (2011)
3. Infosys has learned through its RSC that some Planning the Campaign, HBS (2003)
customers are dissatisfied with its team turnover. Ensuring the Success of your
How would you respond to Apted’s request to Strategic Initiatives, HBS (2013)
keep the best people in the Syngenta team? How
would you deal with this issue from Syngenta’s
perspective?
4. How should Sanjay deal with the challenges
and tensions that have arisen with the use of the
RSC? Could you help Sanjay design an action
plan to improve the RSC? Should Infosys make
it a priority for Ems to get their clients to
embrace RSCs? Should Sanjay suggest using the
RSC earlier in the relationship with a client? Is
there any change that you would introduce to the
content of the RSC?

Additional Discussion Questions:

1. What is the company’s strategic

positioning in the IT industry,
and what are its distinctive
competencies? Where does it fit
in the industry value chain?
2. Using information from
additional sources, trace the
changes in the strategy and
corresponding structure of
Infosys.
3. Identify the strategic theme(s) in
the case
4. Has Infosys Consulting achieved
whatever it set out to do? Evaluate the
present performance based on the
strategy map created in the above steps.
Module 5: Additional perspectives to strategy execution

17 Topic: Strategy Execution in Small and Case:

Medium Enterprises
Discussion Questions:
How does strategy execution differ in an SME?
What can Indian SMEs learn from the German
Mittelstand? Articulate what institutional support
does the business group or the family business
Stag International: Strategic
Dilemmas of a Growing Family
Owned Indian Business (HBS, 2013)
Readings:
Critical Competitive Strategy Issues
Every Entrepreneur Should Consider
Before Going into Business (HBS,
 provide that makes it easier or more challenging 2008)
to execute in its context? Need for a Venture Scorecard (HBS,
2004)

18 Topic: Strategy execution in a joint venture Case: CIBC Mellon: Managing a

Cross-Border Joint Venture (HBR
Description: Perspectives of execution and (Ivey case), 2010)
special issues that arise in a JV context.
Readings:
Way to Win in Cross-Border
Discussion Questions: Alliances (HBR, 1991)
How to Make a Global Joint Venture
Additional references: Work (HBR, 1982)

19 Topic: Strategy execution in mergers and Case: Daksh and IBM: Business
acquisitions Process Transformation in India. Part
2 - The Post Buy-Out Years, HBR
Description: (2008)

Reading:
Discussion Questions: Avoid Merger Meltdown: Lessons
from Mergers and Acquisitions
Additional references: Leaders (HBR, 2004)
Determination and Evaluation of Merger Success
(2005)

20 Recap and integration of learnings

** Faculty should endeavor to provide as much detail on session-wise topics / readings in the suggested
format.

Evaluation Components

✓ Components ✓ Weightage

Group Case and Reading 15%

Analysis and Presentation
Class participation 15%
Balanced scorecard simulation 25%
(group score)
Guest lecture participation 15%
(individual submission)
Individual project (industry based 30%
exercise)

Online Course Management (moodle)/course web: Courseweb shall be the medium for all
announcements.
 Reference Document

PGPEX
Aim & Objectives of the Post Graduate Programme for Executives:
The overall goals of the PGPEX) are to prepare talented mid-career executives for top management
positions in business and industry. In what follows, we list the learning goals (ILOs) and corresponding
learning outcomes for each goal. Our students would:

Learning Goals
1. Possess the ability to think critically and find solutions to managerial problems
Learning Objectives
Our students would be able to:
a) Relate their experiential learning to theory for critical reflection on management principles and
practice
b) Learn to use analytical tools of various disciplines and functions in practical situations

2. Possess the ability to integrate their learning across functional boundaries

Learning Objectives
Our students would be able to :
a) Adopt a systems thinking approach to problem solving
b) Enhance their ability to work with various stakeholders

3. Possess knowledge to become effective team players and good organisational citizens
Learning Objectives
Our students would be able to:
a) Learn about self, group and inter-group dynamics
b) Learn to take initiative, facilitate and participate in teams

4. Acquire Leadership Competencies in the Age of Globalisation

Learning Objectives
Our students would be able to:
a) Acquire the ability to understand and analyse the global business environment
b) Acquire the ability to lead in a multicultural environment
c) Acquire an understanding of the principles of effecting change in a multi cultural environment

5. Develop ethical values and a multi-stakeholder perspective

Learning Objectives
Our students would be able to:
a) Recognise and explore ethical issues
b) Understand the need and importance of institutionalizing ethics within the organization for
sustainable growth
c) Develop an understanding of an organization’s duty to all the stakeholders including corporate
social responsibility
6. Develop the capacity to articulate their thinking and ideas through written, oral and non-verbal
communications in a managerial context
Learning Objectives
Our students would be able to:
a) Acquire the ability to articulate clearly, cogently and logically managerial thoughts, ideas,
arguments and information in a manner that can demonstrate integrative/critical/ creative thinking.
b) Improve practical verbal and non-verbal communication skills

7. Acquaint themselves with established and emerging technologies for effective decision making
Learning Objectives
Our students would be able to:
a) Familiarize themselves with different state-of-the-art computing environments and understand their
benefits and limitations
b) Be competent in the application of technology based concepts in modeling and solving managerial
problems involving decision making