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
External Strategic Analysis
External Analysis, PEST, Porter’s Approach to Industry Analysis
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What is Strategic Analysis
PEST Analysis: Multiple : Johnson and Scholes
Porter’s Approach to Industry Analysis
General Competitive Strategies: Michael Porter
Internal Strategy Analysis
Internal Strategy Analysis – Resource-Based Approach, Value Chain Analysis
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Resource Based Approach
VRIO Framework : J.B. Barney
GAP Analysis
Value Chain Analysis: Michael Porter
Strategy Formulation
Strategy Formulation: SWOT Analysis, Corporate Strategy – Growth, Stability, Retrenchment, Integration, and Diversification
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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
Business Portfolio Analysis
Business Portfolio Analysis - BCG, GE Business Model, Ansoff’s Product Market Growth Matrix
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What is a Portfolio Matrix?
BCG Matrix
Ansoff’s Product Market Growth Matrix : Igor Ansoff : 1957
Market Evolution Matrix: C.W. Hoffer and R. Schendel
Strategy Implementation
Strategy Implementation: Challenges of Change, Developing Programs, McKinsey 7s Framework
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Strategic Drift
Mintzberg’s View on Realized Strategy
Parenting Fit Matrix
🔴 Red Ocean Strategy vs 🔵 Blue Ocean Strategy
4-Box Business Model: Mark W. Johnson: 2010
Strategy Diamond: Hambrick and Fredrickson
7-S Approach : 1980 : McKinsey
Organizational Structure & Strategy Fit
Final Evaluation
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Rapid Fire : Strategic Management
Unit VI: Strategic Management

Strategic decisions are concerned with the long-run future of the entire organization and typically have certain defining characteristics. These decisions are consequential (they have a major impact), rare (they are not taken frequently), and directive (they provide guidance for operational and tactical decisions).

  • Consequential
    Strategic decisions significantly affect organizational performance and direction.

  • Rare
    Such decisions are infrequent and taken only at critical points.

  • Directive
    They set the framework and direction for lower-level decisions.

However, strategic decisions are not invariant. They are made in response to a dynamic and uncertain environment and therefore must be flexible and adaptable. The ability to revise or change strategy is essential for organizational survival and growth.

Hence, Invariability (meaning something that does not change) is not a characteristic of strategic decisions.

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