Standardized Outline for Courses

Part A: Basic Details

Name of Course
(Kindly also mention the
Information Systems (IS) Strategy
course code – e.g., MGCH20-4 –
assigned by the Dean’s Office)
Course Instructor(s)
Manas Tripathi (manas.tripathi@xlri.ac.in)
(Please provide email id)
Academic Associate(s)
(Please provide email id)

Area Information Systems

Program & Year

BM [D] 2023-25
(e.g., HRM 2020-22)

Term

Type of Course
Elective
(Core/Elective/Workshop)

Number of Credits 3

Number of Classroom Contact

30
Hours
Course pre-requisites
(if any, including cut-off grades None
in specific core courses)
Corporate Information Strategy and Management (Text and
Course Textbook Cases), (Indian Edition) by Lynda M. Applegate, Robert D.
Austin, Deborah L. Soule
Course Handout to be Provided
Yes
(Yes/No)
No. of Sessions to be taken by
Guest Faculty
Name of Guest Faculty
(if identified)
(Please provide email id)

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 Standardized Outline for Courses

Part B: About the Course

Course Description
This course is based on the premise that
information systems (IS) knowledge is essential
for creating a successful and competitive firm.
It helps global corporations in adding business
value and providing useful products and
services to the customers. This course is
designed to prepare students to be effective
exploiter of IT/IS for business value and
strategic benefits. This course provides an
introduction to the strategic management of
technology.
Course Learning Objectives Comprehensive Understanding: Gain a
thorough comprehension of IS strategy and its
concepts and underlying principles.

Case Studies and Practical Applications: Analyze

case studies from real-world experiences to
ensure practical applicability and apply IS
strategy concepts to managerial decision-
making situations through practical exercises.

Interdisciplinary Insights: Understand the

interdisciplinary nature of IS strategy through
its impact on different industries.

Part C: AOL - Learning Goals Mapping at the Course Level

[Kindly note that two Learning goals - ‘Functional Knowledge’ and ‘Communication’ - are assessed
separately as stand-alone tests and hence not included in the list below!]

AOL Learning Goal (PLO) chosen Please put a tick mark

✔
Decision Making

Quest for Excellence

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 Standardized Outline for Courses

Sustainability
Global Mindset
Ethical Conduct
Please indicate the rationale for choosing the The course ensures the learning through
specific learning goal(s) for this course various case studies and practical exercises. The
students need to visualize the problem
carefully to understand the concepts and
applicability of IS strategy in a given case
context. They need to analyze the available
information in the case to find the most optimal
solution. Effective visualization of the problem
and appropriate information analysis help them
make informed and educated decisions.

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 Standardized Outline for Courses

Session Plan*

Reading Material Pedagogy

(Case Studies/in-
Session Course Learning class
Session Topic
No(s) Objectives exercise/question
naire/presentatio
ns)
1-2 Does IT Payoff? Case: Ali Farhoomand & Minyi Huang (2007). Does IT Payoff? Concept and Case
Strategies of Two Banking Giants. ICIS 2007 Proceedings. Association Discussion
for Information Systems AIS Electronic Library (AISeL)

Reading: Nicholas G. Carr (2003). IT doesn't matter. Harvard

Business Review
3 IT-Enabled Business Strategy Comprehensive Textbook Chapter 3 Lecture/Concept
Understanding: Discussion
Gain a thorough Reading: Cramm S. (2010). You Need to Focus on Tactics, and IT
comprehension Needs Strategic Alignment: How to Derive an IT-Enabled Business
of IS strategy Strategy. Harvard Business Press
4 IT Productivity Paradox and its concepts Reading: Erik Brynjolfsson (1993). "The productivity paradox of Lecture/Concept
and underlying information technology." Communications of the ACM 36.12 (1993): Discussion
principles. 66-77.
5-6 IT Architecture for Strategic Reading: Enterprise Architecture: Driving Business Benefits from IT, Lecture/Concept
Agility Ross, MIT Sloan CSIR Discussion
7-8 IT Governance for Strategic Case: Peter Weill (2004). Don’t Just Lead, Govern: How Top- Concept and Case
Advantage Performing Firms Govern IT, MIS Quarterly Executive Discussion

9 Reshaping IT Governance for Case Studies Case: Vaia, G., & Carmel, E. (2013). Reshaping the IT governance in Concept and Case
Business IT Alignment and Practical Octo Telematics to gain IT–business alignment. Journal of Discussion
Applications: Information Technology Teaching Cases, 3(2), 88-95.

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10-11 IT Governance Frameworks
12 Synchronization of Business
Strategy and IT Strategy
13 Enabling Business Strategy
with IT
14 Implementing Sustainable IT
Strategy
15 Strategic Planning for IT
Funding Priorities
16 IT Strategy for Innovation
17 Air Taxis: The Future of
Urban Mobility
18 Technology Strategy for
Emerging Markets
19 Project Presentations
Standardized Outline for Courses
Analyze case Case: COBIT 5: Control Objectives for Information and Related Lecture/Concept
studies from Technologies, ITIL, COSO Discussion
real-world
experiences to Case: Jeffery, M., Norton, J. F., & Yung, D. (2017). MDCM, Inc.(A): IT Case Discussion
ensure practical Strategy Synchronization. Kellogg School of Management Cases, 1-9.
applicability
and apply IS Suggested Reading: Prahalad, C. K., & Krishnan, M. S. (2002). The
strategy dynamic synchronization of strategy and information technology.
concepts to MIT Sloan management review, 43(4), 24.
managerial Case: McFarlan, F. Warren, and Brian DeLacey. "Enabling Business Case Discussion
decision- Strategy with IT at the World Bank." Harvard Business School Case
making 304-055, November 2003.
situations
through Suggested Reading: Davenport, T. H. (1998). Putting the Enterprise
practical into the Enterprise System. Harvard Business Review
exercises. Case: Curry, E., Guyon, B., Sheridan, C., & Donnellan, B. (2012). Case Discussion
Developing a sustainable IT capability: Lessons from Intel's journey.
MIS Quarterly Executive, 11(2).
Case: Austin R. D., Ritchie W. and Garrett G. (2007). Volkswagen of Case Discussion
Interdisciplinary America: Managing IT Priorities. HBS Product No. 606003-PDF-ENG
Insights:
Understand the Case: Thomke S. and Feinberg B. (2012). Design Thinking and Case Discussion
interdisciplinary Innovation at Apple. HBS Product No. 609066-PDF-ENG.
nature of IS
strategy Case: Tripathi, M., Mandal, M., & Wadhwa, R. (2022). Air Taxis: A Case Discussion
through its Technological Breakthrough to Beat the Traffic Woes.
impact on Communications of the Association for Information Systems
different
Case: David B. Yoffie, Eric Baldwin (2016) Apple's Future: Apple Case Discussion
industries.
Watch, Apple TV, and/or Apple Car?, HBS
Project Presentations Project
Presentations
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 Standardized Outline for Courses

20 Course Wrap-Up Course Wrap-Up Course Wrap-Up

Note: - The course instructor may modify the sequence of topics or coverage based on initial experience and the mid-course review. *
For Attendance Norms, please refer to section 10 of the Student’s Manual.
For Evaluation and Grading Norms, refer to sections 20, 21 and 22 of the Student’s Manual.
For Disciplinary Action, refer to sections 26 and 27 of the Student’s Manual.

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Details of Evaluation Components

Evaluation Module Yes/No Weightage for the PLO sub-dimension Average Number of Hours of
Evaluation Component1 measured Work Outside the Classroom2
Mid-Term No

End-Term Yes 40% PLO: Decision Making 30

Visualization of problem
Analysis of the information
Narrowing on the solution
Quizzes Yes 10% PLO: Decision Making 10
Analysis of the information
Assignments (Case Discussion Yes 10% 10
& Presentation)
Class Participation Yes 10%

Project Presentation Yes 30% PLO: Decision Making 20

Visualization of problem
Analysis of the information
Narrowing on the solution

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