Course Content
Strategic Management: Introduction
Strategic Management: Concept, Process, Decision and Types
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Strategies :Introduction
Basic Terminology
Terminology
Schools of thought on Strategy formulation
Characteristics of Strategic Decision
Strategic Decision Making Technique : Devil’s Advocacy
Modes of Strategic Decision Making: Mintzberg
Strategic Planning
Strategic Drift
External Strategic Analysis
External Analysis, PEST, Porter’s Approach to Industry Analysis
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F: PEST Analysis: Johnson and Scholes: 1990s
What is Strategic Analysis?
Diamond of National Competitive Advantage: M.E. Porter: 1990
General Competitive Strategies: Michael Porter: 1985
Internal Strategy Analysis
Internal Strategy Analysis – Resource-Based Approach, Value Chain Analysis
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F: Resource-Based Theory for Competitive Advantage: Robert M. Grant: 1991
F: VRIO Framework : Jay Barney: 1995
–GAP Analysis
F: Value Chain Analysis: Michael Porter: 1985
Strategy Formulation
Strategy Formulation: SWOT Analysis, Corporate Strategy – Growth, Stability, Retrenchment, Integration, and Diversification
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Strategic Typology Model: Miles & Snow: 1978
SWOT Analysis: Albert Humphrey
TOWS Matrix: Heinz Weirich
Corporate-Level Strategies :Introduction
Classification of Corporate-Level Strategies
Directional Corporate Strategies
Turnaround Strategy & Business Process Reengineering
Classification of Integration and Diversification Strategy
Corporate Diversification
F: Case Study: 🔴 Red Ocean Strategy vs 🔵 Blue Ocean Strategy
Business Portfolio Analysis
Business Portfolio Analysis - BCG, GE Business Model, Ansoff’s Product Market Growth Matrix
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F: What is a Portfolio Matrix?
F: BCG Matrix: BCG: 1970s
F: Ansoff’s Product Market Growth Matrix : Harry Igor Ansoff : 1957
F: Hofer–Schendel Market Evolution Matrix: C.W. Hoffer and R. Schendel: 1978
Strategy Implementation
Strategy Implementation: Challenges of Change, Developing Programs, McKinsey 7s Framework
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Mintzberg’s View on Realized Strategy
Parenting Fit Matrix
4-Box Business Model: Mark W. Johnson: 2010
–Strategy Diamond: Hambrick and Fredrickson: 2001
F: 7S Framework of Organizational Change: McKinsey: 1980
Organizational Structure & Strategy Fit
Final Evaluation
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Rapid Fire : Strategic Management
Unit VI: Strategic Management

• Devil’s Advocacy is a strategic decision-making technique in which an individual or group deliberately challenges a proposed strategy by identifying weaknesses, risks, and counterarguments. The objective is to avoid groupthink and improve decision quality.

Dialectical inquiry is most similar to Devil’s Advocacy because it involves:

  • Developing two opposing strategic alternatives

  • Structured debate between the alternatives

  • Critical evaluation of assumptions

  • Synthesis of the best elements from both sides

Both techniques encourage constructive conflict and critical examination of strategies before final decision-making.

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