Strategic Management notes KASNEB CS new syllabus

Strategic Management pdf notes

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Topics covered

KASNEB SYLLABUS

1. Overview of Strategic Management

  • Concept of strategy
  • Purpose of strategy
  • Characteristics of strategy
  • Advantages and disadvantages of strategic planning
  • Strategy approaches
  • Strategic versus tactical decisions
  • Patterns of strategy development

2. History of the Organisation and Culture

  • History of the Organisation
  • Importance of history
  • Path dependency
  • History as a resource
  • Historical analysis
  • Mission: stated and perceived
  • Organisational culture
  • Influence of culture on strategy
  • Undertaking cultural analysis
  • Hofstede’s Cultural Dimensions Theory

3. Strategy Levels and Intent

  • Corporate strategy
  • Business strategy
  • Operational strategy
  • Functional strategy
  • Vision statement
  • Mission statement
  • Strategic objectives
  • Statement of corporate values

4. Strategic Management Process

  • Steps in the strategic management process
  • Strategic management in different contexts
  • Uncertainty and strategic drift
  • Limitations of strategic management

 5. Strategic Analysis: The External Environment 

  • Policy and administrative framework
  • Political environment
  • Economic environment
  • Sociocultural environment
  • Technological environment
  • Ecological environment
  • Legal environment
  • Key drivers for change
  • Industry and sector analysis
  • Tools for external analysis
  • Competitor Analysis

6. Strategic Analysis: The Internal Environment

  • Distinctive resources and capabilities as a basis of competitive advantage
  • VRIO- value of resources and capabilities, rarity, inimitability, organisational support
  • Organisational knowledge as a basis of competitive advantage
  • Diagnosing resources and capabilities
  • The value chain and value system
  • Activity systems
  • Benchmarking
  • Strengths and Weaknesses
  • The Balanced Scorecard and Strategy map
  • Critical success factor analysis
  • Scenario planning
  • Gap Analysis
  • SWOT and the business model
  • Key features of corporate culture
  • Health cultures that aid strategy execution
  • Unhealthy cultures that impede strategy execution
  • Influence of culture on strategy
  • Undertaking cultural analysis

7. Business Strategy and Models

7.1 Generic competitive strategies

  • Cost leadership strategy
  • Differentiation strategy
  • Focus strategy
  • Hybrid strategy
  • The Strategy Clock

7.2 Interactive strategies

  • Interactive price and quality strategies
  • Cooperative strategy
  • Game theory

7.3 Business models

  • Value creation. configuration and capture
  • Business model patterns

8. Corporate Strategy and Diversification

  • Strategy directors
  • Diversification and performance
  • Vertical integration
  • Value creation and corporate parent
  • Portfolio matrices
  • The BCG (growth/share) matrix
  • The directional policy (GE- McKinsey) matrix
  • PIMS (Profit Impact on Marketing Strategy
  • Parenting matrix
  • The Scenario/vision – building approach

9. International Strategy

  • Internationalisation drivers
  • International business environment and challenges
  • Geographical sources of advantage
  • Locational advantage: Porter’s Diamond
  • The international value system
  • International strategies
  • Market selection and strategy
  • Internationalisation and performance

10. Strategy Development Processes

10.1 Strategic thinking

  • The paradox of logic and creativity
  • The art and science of strategic thinking
  • The “Deep Dive” analogy: acumen, allocation of resources and action

10.2 Strategy formation

  • Deliberate strategy developers
  • Emergent strategy developers
  • Logical incrementalism
  • Strategy as an outcome of political processes

10.3 Implications for managing strategy development

  • Strategy development in different contexts
  • Managing deliberate and emergent strategies

11. Matching Organisational Structure to Strategy

  • Value chain activities to be performed internally
  • Value chain activities to be outsourced
  • Aligning structure with strategy
  • Organisational structure
  • Simple structure
  • Functional structure
  • Divisional structure
  • Matrix structure
  • Multinational structures
  • Project-based structures
  • Strategy and structure fit
  • Delegation of authority
  • Systems
  • Planning system
  • Performance targeting systems
  • Configurations and adaptability
  • The McKinsey 7-Ss
  • Agility and resilience
  • Collaboration with external parties and strategic allies (network structure)

12. Leadership and Strategic Change

  • Strategic Leadership vision and change
  • Theories of leadership and change
  • Types of strategic change
  • Levers for strategic change
  • Methods of introducing strategic change
  • Strategic leadership roles and effectiveness
  • Strategic change: revolution versus evolution
  • Diagnosing the change context
  • Managing major changes
  • Problems of formal change programmes
  • Managing corporate politics
  • Managing complexity
  • Leadership in practice

13. The Practice of Strategy

  • The strategists
  • Top managers and directors
  • Strategic planners
  • Middle managers
  • Strategy consultants
  • Strategising
  • Strategy analysis
  • Strategy issue-selling
  • Strategic decision making
  • Communicating the strategy
  • Strategy methodologies
  • Strategy workshops
  • Strategy projects
  • Hypothesis testing
  • Business cases and strategic plans
  • Strategy Implementation
  • Relationship between strategy formulation and implementation
  • Plans Programs and budgets
  • Steps for effective strategy implementation
  • Resource allocation

14. Strategic Control

  • Evaluation and control in strategic management
  • The strategic control process
  • Monitoring evaluation and reporting
  • Measuring corporate performance
  • Strategic information systems
  • Strategic surveillance
  • Guidelines for proper control
  • Balance Scorecard as a tool for control
  • Sustaining organisational effectiveness

15. Contemporary issues and Case Studies in Strategic Management

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