Being Strategist :

Introduction to Strategy

Dr. Manoj Mishra

 Session plan
• Student Demographics
• Male/Female, Experience, Education, Industry/Sector
• Career Interest
• Knowledge of new techs. ( IT-AI,ML,AR,VR.XR, Cloud, Block Chain, Chat GPT; ACES, Nano-Semi Conductor, Quantum
Computing; Bio, Pharma; E-com; Start Ups
• Introduction
• Current Subject Understanding
• What did you study and know about Strategic Mgmt. Course 1 and planning in Course 2
• Understanding of Mission, Vision, Strategic Objectives, Strategic Goals, Strategic Planning
• Strategy Execution, Monitoring, Correction, Mid term and reasons
• Strategy tools, Models, Approaches, Types
• Course Outline
• Overview/Refresher of strategy
• Assignment (for last class presentation)
• Introduction to strategy: Case studies--
• What is strategy: Case of Michael Porter
• Strategic Transformation of Royal Philip
 Class Demographics
Language ? Total Nos. Male/Female Experience (Yrs)/Fresh
Qualification Stay at?(GGn/NCR/other) Hostler/Day Scholler
Career Choice : a. (Job/Own-Co….Trad. Bz/Start up…..) b. Domestic/International
Industry/Sector: Consulting/Mfg/IT/Service
Role/Level exptd.( Yrs 0-3 5 10 15 >15 yrs)
Plans for further studies (India/Overseas)
Specialisation?
Strategy studied?
Vision for self-career (Professional)---- Strategy, Finance, Technology, Mfg., SCM etc for next 10 yrs
Career Driver (Money, Role, Level, Geography, Industry)
Important: 1.Class Rep.? 2.Whatsapp Group of class students incl. myself
 Approach and conduct for class
• Objective: Course Knowledge + Experiential learning, Proactive reading, Case study ,Presentations & discussions
• Approach to learning:
1. Come prepared to class (Marks for participation)
2. Discuss daily: Current affairs, Business News & subject related, questions,
3. Presentation & Discussion
4. Participation
5. Experience sharing
6. Subject content sharing/PPT
7. Cases , Exercise and Practice sessions
• Method: Case study/Expertise sharing/PPT for content…collated from multiple books and references
• Marks share: Participation: 15%, Indvl.& Group Assignments/Cases 30%, Mid term 20%, End term Exam: 35%
• Books:
• Course:
• BMU Ref.: 1. Contemporary Strategy Analysis - Robert M. Grant
• Other ref. for deep learning: Blue Ocean Strategy: Chan Kim; Competitive Strategy: Michael E. Porter; Competing for Future: Gary Hamel & CK Prahalad
• Other reading: Sun Tzu (Art of war); Jim Collins series (Good to Great, Built to Last, Great by Choice); Thomas Peterson-In search of
excellence, Gladwell: Outliers, Biographical: Lee Icocca, Alfred Sloan, My years with General Motors, Jack Welch: Winning & Straight
from The Gut, Akio Morita: Made in Japan, Sam Walton: Made in America etc.
• Maintain attendance ( Each Session both lectures) and discipline
• NO PHONE AND CROSS TALK
• ENGAGE, PARTICIPATE, ASK, SHARE,PREPARE IN ADVANCE
 My Introduction
1. Strong academic: B.Tech., M.Tech., MBA Finance & Mktg., PhD: Strategic Mgmt. (Innovation)
2. 35 Yrs+ Corporate experience in over 8 companies Internationally in different Industries (Auto OEM- Eicher,
M&M, LML; Auto Component-Carraro, JBM, AVTEC, Sona, Minda, E-Com-India Engg.com, Service-Al-Suwaidi,
Consulting-GNBVC, Startups in Hitech space-10 nos)
3. Engaged throughout the career in growth initiatives, strategy building and executions. Managed over 1000
suppliers globally
4. 20+ yrs as CxO (CEO,CPO,COO,CBO, CSO etc.)
5. Dealt with over 100 International partners/companies and travelled to 26 countries ,46 times
6. Currently Advisor & Consultants in Strategy, Innovation for Corporates, Startups and Global Fortune 500 firms
through GLG-Gerson Lehman Group, USA (World’s biggest Client-Consulting network with 150000 Consultants
and Fortune 500 + as clients).
7. Deeply engaged with startups with 10 Portfolio cos. as Co-founder, Advisor, Investor—Vision for 100 Startups
8. Last assignment: Group Strategy Head for Spark Minda, a Rs.3000 Crs group, 15000 persons with 5 businesses
to take it to 10000 Crs, did numerous JV/M&A,TA....
9. Explored/Managed over 100 M&A,JV,TA , Alliances, Divestures, sell offs, exits globally
10. Currently:
1. Growth consultant (M&A,JV,TA) for many Indian/global auto clients with global partners.
2. Global advisor for Fortune 100 clients through GLG: world’s biggest client-consulting network with 150000 Consultants
3. Angel Investor, Advisor/Consultant/Co-founder for 10 Future-tech start ups in E-com, healthcare edtech, gaming, fintech etc.
11. Worked with top 10 global consultants for my various organizations
Qualities of Strategist : Tips from my experience
Strategy needs strong , deep & diverse knowledge and understanding: Techno-Commercial-Marketing-
Legal-Economic-Global-Own and other Diverse sector and management—Need to read a lot
1. Strong techno-commercial academics incl. lot of economic and business reading, finance and
international exposure/understanding of global trends and in specific sector ….
1. e.g. B.Tech., M.Tech., MBA Finance & Mktg., PhD: Strategic Mgmt. (Innovation), Read 4 newspapers, business
awareness through podcasts, conferences and seminars, latest books etc.
2. Diversified International experience of different functions, levels, geographies, Industries etc. and
global understanding, interaction with top notch consultants (Big.5 etc)…..
1. E.g. 35 Yrs+ Corporate experience in over 7 companies Internationally in different Industries/sectors
2. Organisations: (Auto OEM- Eicher, M&M, LML; Auto Component-Carraro, JBM, AVTEC, Sona, Minda, IT/E-Com-
India Engg.com, Service-Al-Suwaidi, Consulting-GNBVC, Start ups in Hitech space-10 nos),
Mckinsey/E&Y/BCG/PWC etc and many
3. Engaged through out the career in growth initiatives and strategy building-Project dept.-,
Ancillarisation, Indigenisation, SCM-Vendor development, NPD, Global sourcing, Marketing ,
Inorganic growth: M&A/JV/Technology sourcing, New age/Future-tech businesses/start ups (to
remain relevant)
4. 20+ yrs as CxO (CEO,CPO,COO,CBO, CSO etc.)
5. Dealt with over 100 International partners/companies and travelled to 26 countries ,46 times
Takeaway for career planning: Prepare well in advance for 2 levels before through education,
Course Plan:
 Current understanding of Strategic Management

1. What is strategy and Strategy planning, execution and management

2. Strategy Canvass/elements: What is: Trend, Environment, Aspirations, Wants,
Resources, SWOT/AN, —example India Strategy Canvass
3. Understanding of Trends & Competitive advantages: Tech, Global, Own geography,
Political, Economic, Industry, Consumer, Financial Institution etc
4. Strategy Cycle: Mission, Vision, Strategic Objectives, Strategic Goals, Strategic Planning
5. Strategy Process: Planning, Execution, Monitoring, Correction, Mid term and reasons
6. Strategy horizon, tools, Models, Approaches,
7. Strategy types: Corporate, Business, Functional
8. Strategy Focus: Business, Operational, Transformational or Growth, Revival,
Consolidation/exit
 Strategy Overview:1
• Corporate Strategy answers following questions: Evolve
1. Business Segmentation
2. Branding
3. Capital Strategy
4. Vertical Integration
5. Corporate values, Philosophies, Policies
6. Delegated autonomy
7. Portfolio management in different geographies
8. Vision
9. Manages Financial value of organisation
 Strategy Overview :2
• Competitive Strategy answers following questions: Evolve-
1. What does market want
2. What are we going to offer
3. How are we going to offer
4. At what do we need to excel
5. How will the competition respond
6. Can we make money
7. What are the internal implications
8. What do we need to change
9. Will we satisfy our stake holders
10. What are the risks and how shall we manage them
11. Mission
12. Manages Customer Value proposition among competition meaning Commercial Value
13. USP, Differentiation on 4P (Product, Price, Promotion and Physical distribution

Our subject “Being Strategist” takes care of both Leadership building and Corporate
as well Competitive strategies
 Strategy Overview :3
• What is Strategy:
1. Stratos=Army and Agein=Lead (Chambers Dictionary
2. It is art of manoeuvring an army to lead over enemy
3. Business Strategy concerns major decisions deliberately taken to establish what set of
customers a business aims to serve in the future and against what competition in
order to meet its financial objectives and Vision by “ Mathur & Kanyon” from Creating
value
4. Strategy is not enough to optimally position a company within existing markets; the
challenge is to develop great foresight into whereabouts of tomorrow’s market “
Hamel & Prahalad” from Competing for Future
5. The essence of strategic thinking is about “Creating a sustainable competitive
advantage “ Porter in an Article”
6. Strategy can be Corporate or Competitive strategy
 Factors which shapes Strategy
1. Internal-Organisation and people (what you are): History, Culture, Management style,
Operations
2. Corporate—Mgmt. (Future as perceived at Corporate): Vision/Mission/Leadership, Org.
Structure, Competitive Strategy, Stake holder’s demands/expectations
3. External-Environment (where we operate):Competition, Trends, Tech., Legal,
Environmental, Economic
4. Trends—Future expectations/directions: trends today to explore products/services
• Trends are the guiding lights for strategy
• Trend mapping is important and key to strategy
• Various trends are: Evolve
Pre-requisites for Strategy building
1. Good team selection, Strategy team org. structure, monitoring team and
appraisal, motivation etc. are key for success
2. In-depth understanding of Own business, Competition-domestic and global,
Industry, Sector, Government, external and Internal factors etc.( e.g., 5 Factor
analysis++)
3. Situation and Trend Analysis: Sector, Industry, Competition, Own company,
Location etc and policies, focus, incentives, Investment and Industry, Manpower
climate etc
4. SWOT/SWAN of company, sector, region, country, competition
5. Govt. Policy, Push, Priority, Restrictions, Competition
6. Mission-Vision-Strategic Objectives, Strategic Goals
7. Assessment and understanding of Management passion-intentions, seriousness,
imperatives, support, aspirations, risk taking, aggression etc.
8. Company current situation of finance, customer, supplier, employees,
management bandwidth, employee ,management, government and labour
relationship
 Strategy Overview 4: Types and postures
1. Organic, Inorganic 13. Diversification (Related/Unrelated), Collaborate
2. Expansion/Diversification 14. Reduce: Divestures/Retrenchments/Exit (Partly/fully,
3. Group, Organisational, Functional Non profitable product lines/Bz.)—when no alignment
with strategy, no future, loss making
4. Local, Global/International
15. Tech. Improvement: TA, JV, R&D/Tech. Centre:
5. Growth, Survival or Improvement or Incremental
India/Overseas, Self or Outsourced or acquisition
or exit/consolidation
6. Top line--Same Bz.—Expansion of Capacity, 16. Customer driven acquisitions (Motherson)
Product, Market, Geography, Customer ), New 17. Forward/Backward/Horizontal integration for higher
business; Own or Acquisition—TA/JV/M&A control/profits/wallet share
7. Bottom Line: Cost reduction, Manpower 18. Functional-Ancillarisation/SCM: VD, Vendor
rationalisation, Efficiency improvement, Bz. rationalisation, Globalisation, Internationalisation, Global
Exit/divestures sourcing, Outsourcing (R&D, Mfg., Design, Marketing
8. Innovation: Incremental, Breakthrough, Disruptive (dealer/franchisee, e-marketplace etc.)
9. Red v/s Blue Ocean 19. Market related: Product Devpt/ Mkt.
Development/Market Penetration
10. Ansoff Matrix of Product/Market for new and
existing products 20. Domestic /Cross Borders
11. Core competence and Capability 21. Current v/s New product—M&A/Own R&D
11. New Bz.—M&A, JV,TA, 22. Improvement or Innovation (Product, Process or Business
12. Aqui-Hire Model)

Need lot of study, trend analysis & mapping, Analysis, Consultation, Customer engagement, Bz. Planning etc.
 Strategic Postures for growth
1. Integration & When to use which one:
• Forward: Differentiate product, Distribution Control, Market Info., Price reduction
• Backward: Proprietary Knowledge (IP), Differentiation
2. Growth based: Organic/Inorganic, Expansion or Consolidation
3. Business Line related: Same line: Expansion; Unrelated line: Diversification
4. Activity Based: Merger or Demerger, Acquisition: Business, Technology
(JV/TA), Alliance
5. Unique strategic postures of Startups
• PLC based strategic needs—Ideation, Product Devpt., Scale up, Competition, Market
Capture, Going Global etc
• Speed of GTM, Scale up fast, Market share capture (Penetration)
• Funding strategies: Idea to Launch to scale up to market capture---Pre series-series A ,B,C
etc ---Equity- Founders, F&R, Angels Equity; Debt; Debentures; CCPS/CCD, Co-founder
induction, VC-PE; IPO
• M&A to capture/buy competition, Product expansion, raise Mkt. Share, grab untapped
market, Aqui-hire or own development
 Strategy Overview 5
1. V-M-O-V-G-T
• Vision: Purpose of existence, Hight end, Ever Lasting, 25 Yrs + Horizon, Reviewed
• Mission: Translating Vision to near term, 5 Yrs, Directional
• Objective: Mission for next 2 to 5 yrs, qualified, specific, directional
• Values: What organisation cherishes, stand for and non-negotiable
• Goals: Specific broader/KRA targets, 1 to 3 yrs,
• Targets: sharp, specific, goals to be attained in 1 yr
2. Strategic Positioning/Postures:
1. Build…Hold…Harvest-----Exit/consolidate
3. Strategy Horizon: Corporate/Division/ Function…….Competitive
4. Porter 5S Model: Bargaining Power of Buyer, Supplier, Competition, New Entrant threat,
Alternative product threats
5. BCG Matrix: Market Growth v/s Market Share matrix: Dog, Star, Cash Cow, Problem child(??)
6. Generic Strategy Options:
1. Differentiation (Unique product for specific customer segment), Focus (Geography/segment), Cost
leadership (Advantage and tight control)
7. Competitive Edge (Diff.w.r.t. competition),Competitive Intensity (No. of competitors)
 Strategy Overview 6
1. SWOT/SWAN
2. PESTLE (Political, Eco., Social, Tech., Legal, Environmental)
3. Core competency (Flexibility, Replicability, Uniqueness)
4. Trend analysis
5. VUCA (Volatile, Uncertain, Complex and Ambiguous)
6. BANI (Brittle, Anxious, Nonlinear, Incomprehensible
7. Blue Ocean strategy
8. Sun Tzu Matrix (Own v/s Enemy’s clarity)—High/Low---Win/Lose
9. KPI(It affects many CSF)---Customer, Stake Holder and Excellence/Operation
10. Evolve: Strategic Intent:
• Envision a tall ambitious goal over 10-20 yrs.(may not match with resources and capabilities now), Prepare and
build organisation incrementally over the period, not lose sight of it and augment resources as we go….not a
wish but a dream ,pursued relentlessly, across organisation and enabled by leadership as shared vision and
prepared organisation.
11. e.g.(Japanese Cos.plans for US entry and lead—envisioned when no experience and resources)…
12. Generic strategies: Focus and diferentiation
Strategy Overview 7: Toyota & TQM as Strategy Tool-Evolve
1. Benchmarking
2. Process control
3. Kaizen
4. TQC (Total Quality Control)
5. JIT (Just in Time)
6. SMED- Single minute exchange of dies
7. COPQ-Cost of poot quality
8. 5S for housekeeping
9. TPM (Total productive
Maintenance) for zero breakdown
10. Zero defect
11. Statistical process control
12. QFD (Quality function deployment)
for new product design for cost and
performance
13. PQCDSM for supplier quality
14. Concurrent Engineering teams
15. Cellular mfg.
16. Fish bone analysis (Ishikawa diagram)
17. Self-checks
18. Brainstorming
19. ABC (Activity based costing)
20. Target costing (design to mfg. for
cost)
BCG Matrix
 New Trends in Strategy Evolve
1. De-verticalization
2. Dis-Intermediation
3. Outsourcing
4. Digitalisation—It enabled like (Commerce & Payments, Order, Health, AI-ML-AR-VR etc),
5. ACES in auto (Autonomous, Connected, Electrified, Shared)
6. Internet-E com to tap consumer power
7. Shrinking life cycle of strategy
8. Communication cost and time reduction (Instant mass communication all time, every where)
9. Low life of competitive advantage
10. Strategic intent (Aspiration) not only Strategic plan w.r.t. resources available (Current Capability)
11. Inorganic growth: M&A,JV,TA, Diversify, Focus (Consolidate/exit)
12. Startups: Aqui-hire
13. Overseas Tech Centre/GCC—recent story on GCC in India of Fortune 500—15 Lacs employed or
Insourcing State Street to buy back from JV with HCL Tech—Objective: Transformation, Productivity
and simplifying global operations (170 Mn $)….Client relationship continues
14. Core competency focus: Demerge, Hive off, Exit, Consolidate
15. Core competence v/s Capability building…….MANY MORE
Strategy depth: An Example of Cost Saving Strategy
Books for Final assignment
Group of 3 to 5
7 to 10 slides
5 to 7 min. presentation
Divided between great companies, biographies and Legendary books
Pick one book for your group (propose if you want some other book---
suggest to avoid)
To be presented as group and marked as group
Presentation headings:
1. Book name, authors, publication yr
2. Summary
3. Brief of topics covered
4. Takeaway related to Strategy each topic
5. What you liked most for applying in your career
Legendary Mgmt. Books
Biographies
Subject books:
See pics+
1. Art of War by Sun Tzu
Back up slides
 Introduction
• Dr. Manoj Mishra- a perpetual learner and likes to use learning for organization's and own growth.
• PhD(Strategic Mgmt.-Innovation), MBA(Finance & Marketing), M.Tech.(Tool Design &Mfg.), B.Tech.(Mech.)
• Strong Techno-Commercial person with right academics, 35 Yrs. long experiences (India and Overseas, Corporates and
Start ups)… 15 Yrs.+ as CEO/CxO/CSO with top level assignments of Strategic Planning, Growth, top and bottom-line
management, M/A/JV/TA/Tech Centre, Global tech partners for technology sourcing, Internationalization, Global
Sourcing, Over 500 supplier management globally etc...
• Been CEO/GCSO/COO for over 15+ yrs., worked with OEMs like Eicher Volvo, M&M, LML and auto component
players as well as IT, Service Industry in India and abroad like JBM, Sona Comstar, Spark Minda, Omax Autos, AVTEC
CK Birla, Indiaengineering.com, Al-Suwaidi etc.
• Have managed multi locations plants as CEO/COO/SBU Head managing 1500+ persons, Top and Bottom line and growth
for 3 Companies
• Last assignment: Group Strategy Head for Spark Minda, a Rs.3000 Crs group, 15000 persons with 5 businesses to take it
to 10000 Crs, did numerous JV/M&A,TA....
• Angel Investor, Advisor/Consultant/Co-founder for 10 Future-tech start ups in E-com, healthcare edtech, gaming, fintech
etc. & growth consultant (M&A,JV,TA) for many Indian/global auto clients with global partners. Global advisor for
Fortune 100 clients through GLG: world’s biggest client-consulting network with 150000 Consultants
• Worked with top 10 global consultants for my various organizations
 Faculty Introduction
• My skill sets:
• Top and Bottom-line management,
• Managing Operations for multi locations, Multi clients /Multi Technology
• Corporate and Strategic Planning, Growth for own business and for groups through Inorganic and
organic growth(M&A,JV,TA and divestures),
• Engage with numerous technology providers globally and Facilitate numerous tech transfers,
• Enable Setting up tech center for a big corporate to build new tech edge,
• Green Field projects setting up and operating,
• Strong supply chain management incl. Vendor Devpt./Ancillarisation and global sourcing,
• New product development
• Business turnaround, Transformation, Restructuring, Globalization, Internationalization, Business
Excellence, Leadership, Mentoring/ team building
• Innovation and Entrepreneurship: Engaged with Start ups through 10 New age tech ventures in in India
and US as Angel Investor, advisor, co-founder.
• Travelled 26 countries, 46 time
• Linked in: https://www.linkedin.com/in/dr-manoj-mishra-7005a0a9
 Take away for your career planning
• Strong relevant academics achieved in advance of need
• Long & Diverse techno-commercial Exposure to Industries, Geography, Levels, Fields,
Functions
• Interactions with global partners/executives and consultants
• Prepare for next 2 levels in advance (5 yrs career perspective)
• Vision of own and career goals accordingly (Techno-commercial, Top Mgmt., Expert-
Consulting/advisor, Entrepreneur: New tech & Start ups
• High value added, organisation future building areas: Strategy, Growth, Innovations &
Tech. Centres, M&A/JV/TA/Divestures/Exits, Entrepreneurship, Start ups, SCM-VD,
Procurement, Ancillary Devpt., Global Sourcing
• Learn new tools and tech.: VA-VE, Cost reduction, JIT, TQM, Break Through projects, New
techs.---Now learning/practicing AI/ML/IOT/IIOT/AR/VR/Block chain/Future-techs etc.
• Remain relevant: Engage with evolving trends e.g. startups, Future-tech etc
• Prepare to share experiences, add value and give back (Book writing, Teaching etc)
 My Startups
• Total 11 (Curated from 500 start ups): Fintech, E-Com., Edtech, Gaming, Health-
tech, Spiritual wellness, Crypto, E-Com enabler, Remote work Management
• Role: Angel Investor & advisor/founder/co-founder/Strategy-Team-Funding etc.
• International (4)
• Starton Therapeutics, US (Critical life saving drugs development e.g. Blood Cancer)
• Transparent Business, US (Remote work Mgmt.)---UnicornHunters.com---Crowd funding platform
• Unicoin Inc., US ( Crypto currency)
• Eunimart, Singapore—US--India (E-Commerce enabler)
• Indian (7)
• Gaadiweb.com (Motoworks.parts)—E-com for auto spares
• Mergerdomo.com—Fintech for counter party search for business buy-sell-technology sourcing and
Funding
• Fantasy11.com…Fantasy gaming platform
• Modo.one…Future tech skill education planform for K12 and further
• OneGodMed.com…Spiritual wellness platform for Online Astro, Puja, e-com, Welness
• Empskill.com: A skill development platform for job seekers and career augmentation