Strategy is thus fundamentally about governance. Power can of course be sought for its own sake and therefore crafty strategists in its pursuit may deform and transform business and societal spaces and existing institutions, even while setting ‘new rules of the game’.
DurationCurrent business contexts are defined by intense pressures of competition, international exchanges of resources in an uncertain geopolitical order, new concerns about sustainability and an intensification of resource conflicts around the world, technological changes and business and societal disruptions triggered by the use of information technology and massive institutional transitions/transformations such as the new rise of Asian economies.
These both frame and challenge a firm’s ambitions of growth requiring them to take risks as they navigate through change.
Strategy is a mode of thinking that leverages the power of individuals, institutions, firms and markets in a cohesive manner to improve the effectiveness of an organization. Hence, we can call it the exercise of power. It is a skill and a craft.
Strategy is thus fundamentally about governance. Power can of course be sought for its own sake and therefore crafty strategists in its pursuit may deform and transform business and societal spaces and existing institutions, even while setting ‘new rules of the game’.
These require institutional work to be carried out that can embrace the ‘social’ and ‘political’ even as it retains the core concern with the economic calculus of a firm’s strategizing.
Globalization and more intense international flows of resources and ideas are bringing firms that were nurtured in ‘specific historically constructed national institutional settings’, to compete in global markets, all the while as nations militarize and the multi-polar geopolitical order throws up unanticipated events that can disrupt multinational patterns of resource flows rather suddenly.
Understanding the institutional setting of rival and/or partner firms so as to better appreciate their strengths and weakness adds an additional layer of complexity to the strategic endeavor in the post-Covid world.
Navigating the challenges of global competition therefore requires an appreciation, not only of the strategic moves a firm can make – but more importantly how these relate to and interweave with the broader institutions that frame and define strategic action.
This course therefore presumes that strategic action, of competition or cooperation, always is embedded in societal, institutional and regulatory/governmental contexts.
Rather than looking at these as constraints, it helps if one can appreciate how wins can be crafted and power effectively leveraged working within and through these broader institutions, to the benefit of both firm and society.
Programme Objective
Develop a strategic thinking mindset – understanding conflicts and alignments of interest
Understanding strategic landscapes of industries, economics behind strategic moves
Understanding contemporary developments such as business model disruptions, outsourced models of business, vigorous use of informatics, delayering of organizations, modularization of product systems and so on.
Institutional frameworks to managing multi-stakeholder interests successfully; understanding the rise of the State/government in a multi-polar and unstable geopolitical order
Who Should Attend
This programme is aimed at managers and leaders in organizations who are currently in roles that require them to handle strategic issues, profit centre heads or managers who are looking to move into such roles.
Founders of small and mid-sized firms, as well as senior leaders of large organizations seeking to move into CXO roles in the near term would find the program very useful Working professionals wishing to participate in the programme need to have a minimum experience of 7 years. Managers with longer and broader experience would benefit more from the programme.
Pedagogy
The programme will use multiple modes of interactive delivery. Lectures and readings of concept pieces would be linked to discussion of business cases (and business histories), to ground theories/concepts in practice.
The programme will also use extensively the widely distributed knowledge pieces within the web (in the public domain) through use of links, thematic sites to aid considerable self exploration by motivated senior managers and business leaders.
Each platform interaction would require pre-reading and preparation in group-based modes by the participants. The course will also have a series of practitioner-interaction sessions
The Indian Institute of Management Calcutta (IIMC) was established as the first national institute for Post-Graduate studies and Research in Management by the Government of India in November 1961 in collaboration with Alfred P. Sloan School of Management (MIT), the Government of West Bengal, The Ford Foundation and Indian industry.
During its initial years, several prominent faculty formed part of its nucleus, including Jagdish Sheth, J. K. Sengupta, among others.
Over the years, IIMC has grown into a mature institution with global reputation, imparting high quality management education. It has been playing a pioneering role in professionalising Indian management through its Post Graduate and Doctoral level programs, Executive Training Programs, Research and Consulting Activities.
Today, the institute serves as an autonomous body, continually evolving to meet its goals in an ever-changing business environment. The vision of the Institute is to emerge as an International Centre of Excellence in all facets of Management Education, rooted in Indian ethos and societal values.
Over the past four decades, IIM Calcutta has blossomed into one of Asia's finest Business Schools. Its strong ties to the business community make it an effective mechanism for the promotion of professional management practices in Indian organizations.
Today, IIM Calcutta attracts the best talent in India - a melting pot of academia, industry and research. The best and brightest young men and women pursue its academic programs.
The residential experience is a foundation of the IIMC culture, which includes teamwork and the building of lifelong relationships. Students and partners live on or near campus, making social events and shared activities a way of life.
From our core curriculum of general management skills to advanced electives and seminars, our students have exceptional access to a preeminent faculty of thought leaders, all of whom teach in the MBA program.
To our students, we offer intellectual depth, abundant resources, and individual attention. To our alumni, we provide a lifelong connection to excellence. To the world, we have a commitment to ethical and responsible leadership.
Mission
The mission of the Institute is to develop innovative and ethical future leaders capable of managing change and transformation in a globally competitive environment and to advance the theory and practice of management.
Vision
To be an international centre of excellence in all aspects of management education.
Values
We shall strive to develop and sustain the following values to provide the context for all our programmes and activities -
Excellence,
Academic Freedom,
Commitment,
Responsiveness to Societal Needs,
Creativity,
Openness,
Diversity with Synergy
Strategic Management Prgramme in OD is meant to ensure that participants master a group of closely related subjects so as to be a functional strategic leader in OD. This program consist of participants attending a course of study consisting of a carefully curated list of certifications.
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The Executive Program in Strategic Management is designed to equip participants with a strong understanding of leadership principles, strategic thinking, and effective management practices in today's fast-paced business landscape.
Get an Industry accepted Certification from IPL that enhances your professional equity and bolsters your career profile. It provides learners with instant recognition among business peers while establishing their skill credentials as hands-on practitioners.
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