Diagnose
See the system
Move between industry structure, resources, competitors and firm boundaries.
PGPM · Strategic ManagementPGPM 2026–27 · 2 credits · Term 4
Strategy,at executive speed.
Thirteen discussion-intensive sessions connect professional experience to decisions about competitive advantage, firm boundaries and strategy execution.
Cases become decisions, professional experience is tested as evidence, and reflection carries the learning back to work.
Teaching in practice
A compressed programme works when every minute becomes active decision practice.
- 90-minute sessions
- 13
- contact hours
- 19.5
- integrated case anchors
- 4
- marks across five signals
- 100
Worth asking
Experience enters the room as a hypothesis.
When your experience says “this worked before,” what conditions made it true—and do they still hold here?
This course gives each idea one case and one pass before the next module begins. Is that enough to change your mind?
When a firm claims synergy from owning more of its value chain, what has to be true for that to beat the added coordination cost?
Before the syllabus · Induction, PGPM 2026–27 batch
A room fills up before a single case gets assigned.
Every incoming PGPM cohort's first days are induction, not case discussion — sessions where faculty meet the class, expectations get set out loud, and a room of strangers starts becoming a cohort before the first cold call.
Day one
A full hall of new voices, before anyone has read a single case together.
Setting the room's norms before day one's first case.
Taking notes alongside the cohort I'll teach all year.
01 / Learning promise
Professional experience becomes evidence to test.
The compressed format is not a shorter survey. It is a deliberate sequence of consequential questions, selected theory and repeated decision practice.[2][7]
Decide
Make the trade-off
Commit under uncertainty before the room reveals a comfortable answer.
Defend
Earn the recommendation
Use evidence, challenge assumptions and revise when a stronger argument appears.
Course profile
Strategic Management
A rigorous course in gaining and sustaining competitive advantage through strategic decision-making. Internal and external analysis, classical and contemporary frameworks, cases and practical exercises connect theory to real-world choices.
- Course code
- PGPM-G/C-T1-SM1
- Instructor
- Dr. Swapnil Sahoo
- Programme / term
- PGPM 2026–27 · Term 4
- Credit value
- 2 credits
- Contact design
- 13 × 1.5 hours
- Prerequisite
- All core functional areas completed
02 / The 13-session arc
Analysis, formulation and implementation.
The V0.3 course outline moves from analyzing industries and resources, through business and corporate choices, to the organization and governance needed to execute.
Sessions 01—06
Analysis
What shapes the playing field—and where can this firm create value?[1][3][5]
Cases · Tesla · Patagonia
- Purpose & value
- Industry structure & ecosystems
- Resources & competitive advantage
Sessions 07—11
Formulation
How should the firm compete, grow and choose its boundaries?[1][8]
Cases · Patagonia · NVIDIA · Amazon
- Business strategy & innovation
- Corporate scope, alliances & acquisitions
- Global strategy
Sessions 12—13
Implementation
How do structure, culture and governance turn strategy into action?[6][8]
Cases · Amazon
- Organizational design
- Structure, culture & control
- Governance, ethics & business models
03 / Complete session plan
How the thirteen sessions build one cumulative argument.
The 13 sessions follow the PGPM 2026–27 course outline, version 0.3. Open each session for its coverage, assigned readings and lesson materials. Sessions 1–12 are 90 minutes; Session 13 is two hours.
01Session 01 · 1.5 hours
Introduction to Strategy
Session 01 · 1.5 hours
Introduction to Strategy
Topics & coverage
- What is strategy?
- Why do firms need it?
- How is strategy made?
Readings & references
- 01Case · Elon Musk at Tesla (2024)
- 02Article · Porter, M. E. (1996). What Is Strategy? Harvard Business Review.
- 03Article · Mintzberg, H. (1987). Crafting Strategy. Harvard Business Review.
- 04Article · Collis, D. J., & Rukstad, M. G. (2008). Can You Say What Your Strategy Is? Harvard Business Review.
02Session 02 · 1.5 hours
Framework for Strategic Analysis
Session 02 · 1.5 hours
Framework for Strategic Analysis
Topics & coverage
- Vision–Mission–Strategy / Purpose–Values–Strategy
- Strategy as a quest for value
Readings & references
- 01Case · Elon Musk at Tesla (2024)
- 02Article · Kaplan, R. S., Norton, D. P., & Barrows, E. A. (2008). Developing the Strategy: Vision, Value Gaps, and Analysis. Balanced Scorecard Report, 10(1), 1–5.
- 03Article · Collins, J. C., & Porras, J. I. (1996). Building Your Company’s Vision. Harvard Business Review.
03Session 03 · 1.5 hours
Industry Analysis: The Fundamentals
Session 03 · 1.5 hours
Industry Analysis: The Fundamentals
Topics & coverage
- Analysis of the external environment of business
- Porter’s Five (six) Forces
Readings & references
- 01Case · Elon Musk at Tesla (2024)
- 02Article · Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review.
- 03Article · Porter, M. E. (1983). Note on the Structural Analysis of Industries. Harvard Business School background note 376-054.
04Session 04 · 1.5 hours
Beyond the Five Forces
Session 04 · 1.5 hours
Beyond the Five Forces
Topics & coverage
- Ecosystems and business models
- Game theory and competitor analysis
Readings & references
- 01Case · Elon Musk at Tesla (2024)
- 02Video · Selected videos on Steve Jobs
- 03Article · Courtney, H., Kirkland, J., & Viguerie, P. (1997). Strategy Under Uncertainty. Harvard Business Review.
- 04Article · Brandenburger, A. M., & Nalebuff, B. J. (1995). The Right Game: Use Game Theory to Shape Strategy. Harvard Business Review.
05Session 05 · 1.5 hours
Internal Analysis & Resource-Based View
Session 05 · 1.5 hours
Internal Analysis & Resource-Based View
Topics & coverage
- Internal analysis of the company
- SWOT analysis
- Value chain analysis
- Resource-based view of the firm
Readings & references
- 01Case · Patagonia: “Earth Is Now Our Only Shareholder”
- 02Article · Collis, D. J., & Montgomery, C. A. (1995). Competing on Resources: Strategy in the 1990s. Harvard Business Review.
- 03Article · Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review.
06Session 06 · 1.5 hours
Shared Value and Competitive Advantage
Session 06 · 1.5 hours
Shared Value and Competitive Advantage
Topics & coverage
- How a firm can create competitive advantage
- External sources of competitive advantage
- Internal sources of competitive advantage
Readings & references
- 01Case · Patagonia: “Earth Is Now Our Only Shareholder”
- 02Article · Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review.
- 03Article · Ghemawat, P., & Rivkin, J. W. (1998; later revisions). Creating Competitive Advantage. Harvard Business School background note 798-062.
Related lesson materials
07Session 07 · 1.5 hours
Business Strategy: Differentiation, Cost Leadership & Blue Ocean
Session 07 · 1.5 hours
Business Strategy: Differentiation, Cost Leadership & Blue Ocean
Topics & coverage
- Generic strategies
- Low-cost strategy
- Differentiation and focus strategies
Readings & references
- 01Case · Patagonia: “Earth Is Now Our Only Shareholder”
- 02Article · Kim, W. C., & Mauborgne, R. (2004). Blue Ocean Strategy. Harvard Business Review.
- 03Article · Ghemawat, P., & Pisano, G. P. (1997). Sustaining Superior Performance: Commitments and Capabilities. Harvard Business School background note 798-008.
Related lesson materials
08Session 08 · 1.5 hours
Business Strategy: Entrepreneurship, Platforms, Technology & Innovation
Session 08 · 1.5 hours
Business Strategy: Entrepreneurship, Platforms, Technology & Innovation
Topics & coverage
- Application of technology
- Innovation-led strategy formulation
Readings & references
- 01Case · NVIDIA, Inc. in 2024 and the Future of AI
- 02Article · Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for Two-Sided Markets. Harvard Business Review.
- 03Article · Bower, J. L., & Christensen, C. M. (1995). Disruptive Technologies: Catching the Wave. Harvard Business Review.
Related lesson materials
09Session 09 · 1.5 hours
Introduction to Corporate Strategy: Vertical Integration & Diversification
Session 09 · 1.5 hours
Introduction to Corporate Strategy: Vertical Integration & Diversification
Topics & coverage
- Portfolio approach, synergy approach and core competencies
- Transaction costs and the scope of the firm
Readings & references
- 01Case · NVIDIA, Inc. in 2024 and the Future of AI
- 02Article · Porter, M. E. (1987). From Competitive Advantage to Corporate Strategy. Harvard Business Review.
- 03Article · Campbell, A., Goold, M., & Alexander, M. (1995). Corporate Strategy: The Quest for Parenting Advantage. Harvard Business Review.
Related lesson materials
10Session 10 · 1.5 hours
Corporate Strategy: Strategic Alliances, Mergers & Acquisitions
Session 10 · 1.5 hours
Corporate Strategy: Strategic Alliances, Mergers & Acquisitions
Topics & coverage
- Portfolio approach, synergy approach and core competencies
- Transaction costs and the scope of the firm
Readings & references
- 01Case · Amazon in 2024
- 02Article · Dyer, J. H., Kale, P., & Singh, H. (2004). When to Ally and When to Acquire. Harvard Business Review.
- 03Article · Christensen, C. M., Alton, R., Rising, C., & Waldeck, A. (2011). The New M&A Playbook. Harvard Business Review.
11Session 11 · 1.5 hours
Global Strategy & MNC: Competing Around the World
Session 11 · 1.5 hours
Global Strategy & MNC: Competing Around the World
Topics & coverage
- Competitive advantage in an international context
- Multinational strategies: global integration versus national differentiation
Readings & references
- 01Case · Amazon in 2024
- 02Article · Ghemawat, P. (2001). Distance Still Matters: The Hard Reality of Global Expansion. Harvard Business Review.
- 03Article · Ghemawat, P. (2007). Managing Differences: The Central Challenge of Global Strategy. Harvard Business Review.
12Session 12 · 1.5 hours
Organizational Design: Structure, Culture, and Control
Session 12 · 1.5 hours
Organizational Design: Structure, Culture, and Control
Topics & coverage
- How organizational inertia can lead established firms to failure
- Matching organizational structures with appropriate strategies
Readings & references
- 01Case · Amazon in 2024
- 02Article · Neilson, G. L., Martin, K. L., & Powers, E. (2008). The Secrets to Successful Strategy Execution. Harvard Business Review.
- 03Article · Groysberg, B., Lee, J., Price, J., & Cheng, J. Y.-J. (2018). The Leader’s Guide to Corporate Culture. Harvard Business Review.
13Session 13 · 1.5 hours
Corporate Governance, Business Ethics, and Business Models
Session 13 · 1.5 hours
Corporate Governance, Business Ethics, and Business Models
Topics & coverage
- Agency theory and governance mechanisms that align principals and agents
- The relationship between strategy and business ethics
Readings & references
- 01Case · Amazon in 2024
- 02Article · Bower, J. L., & Paine, L. S. (2017). The Error at the Heart of Corporate Leadership. Harvard Business Review.
- 03Article · Bazerman, M. H., & Tenbrunsel, A. E. (2011). Ethical Breakdowns. Harvard Business Review.
The main lessons follow this sequence. Related lesson materials offer further practice and may retain earlier numbering. Sequence and coverage may be modified by the instructor in response to initial experience and the mid-course review.
04 / Practice system
The room is a decision laboratory.
Preparation, peer challenge and handwritten retrieval convert a case discussion into repeatable strategic practice.[2]
Facilitated dialogue · experience becomes a claim to examine, challenge and revise
Before
Prepare the point of view
Read the case, test the numbers and arrive with a recommendation—not a summary.
In the room
Stress-test the decision
Listen, challenge, compare experience and make the trade-offs visible.
Last 12 minutes
Answer the in-class quiz
A graded quiz on the session’s ideas and case closes every class. Consistency is rewarded.
Reflection checkpoints
Two handwritten integrations
Learners capture what changed in their judgment—not merely what they remember. The tentative submission schedule appears below.
Teaching / learning methodology
Seminar mode, by design.
- Classroom lecture and discussion grounded in the core text, references and videos.
- Case analyses across Tesla, Patagonia, NVIDIA and Amazon.
- Multiple quizzes, case exercises, a group project, and midterm and end-term examinations.
- Student-led discussion around mandatory papers, enriched by independent literature search.
Tentative deliverable timeline
Five milestones across thirteen sessions.
- By Session 0601
Reflective Note 1
Handwritten submission
- Before Session 0802
Class test (mid-term)
Concepts, analysis and decisions
- By Session 1103
Group assignment
Report/recommendation emailed to the founder or CEO
- By Session 1304
Reflective Note 2
Handwritten submission
- After Session 1305
End-term exam
Cumulative course assessment
The timeline is tentative and may move with the mid-course review.
05 / Signature field project
The project starts with a live conversation.
Teams connect course frameworks to a live startup decision through direct engagement with a founder, CXO or senior team member. Secondary data collection is not allowed. The work ends with a useful recommendation.
25 marks · primary fieldwork requiredInterview
Speak live with a founder, CXO or senior team member.
Decode
Trace struggles, pivots, resources, competition and adaptation.
Recommend
Translate the evidence into a defensible strategic choice.
Return
Send the recommendation back and seek a feasibility response.
Project rubric · 25 marks
05 marks
Framework integration
Understand and apply concepts, tools and frameworks for strategy formulation and execution.
10 marks
Critical decision-making
Demonstrate conceptual, analytical and critical-thinking capability in the recommendation.
10 marks
Glocal adaptability
Show how the startup responds to dynamic local and global challenges with foresight and alignment.
06 / Evidence of learning
Assessment that looks like the work.
100total marks
Class subjective & objective quiz
Embedded questionsCO1 / PO1 · 15 | CO2 / PO2 · 10
Reflection papers (2 × 5)
RubricCO1 / PO1 · 5 | CO2 / PO2 · 5
Class test (mid-term)
Embedded questionsCO1 / PO1 · 10 | CO2 / PO2 · 5
End-term examination
Embedded questionsCO1 / PO1 · 10 | CO2 / PO2 · 15
Field analysis on startups
RubricCO1 / PO1 · 15 | CO2 / PO2 · 10
Quizzes, reflections, examinations and field analysis show different parts of each learner's progress.[7]
07 / Capability outcomes
By the end, learners can…
The official learning objectives move from conceptual understanding to diagnosis, choice and recommendation.
- 01
Explain what makes a strategy coherent and capable of producing advantage.
- 02
Connect the parts of a business so they operate in strategic harmony.
- 03
Assess risk and make choices from collected and analyzed evidence.
- 04
Read industry structure and recommend a defensible market position.
- 05
Diagnose, enhance and sustain a firm’s competitive advantage.
CO 1 · aligned to PO-1
Understand concepts, tools and frameworks for strategy formulation and execution.
CO 2 · aligned to PO-2
Demonstrate conceptual, analytical and critical-thinking capabilities for strategic decision-making.
PGPM programme outcomes
Conceptual understanding and practical application of pertinent theories to solve business and organizational problems.
Demonstrate analytic and decision-making skills.
Ethical awareness and/or socio-cultural sensitization.
Demonstrate managerial and leadership skills to achieve glocal organizational goals.
08 / Classroom standards
Eleven commitments to a serious learning room.
Preparation, presence, attribution and respectful challenge make the case method work. Open the classroom contract for the full expectations.
08 / Classroom standards
Eleven commitments to a serious learning room.
Preparation, presence, attribution and respectful challenge make the case method work. Open the classroom contract for the full expectations.
- 01
Preparation, active listening and participation directly determine the quality of the shared learning experience.
- 02
In the last 12 minutes of each class you sit a graded in-class quiz; consistency is rewarded.
- 03
Phones, laptops and entertainment devices remain off during class.
- 04
Attribute ideas and words rigorously; plagiarism is prohibited.
- 05
Maintain respectful discourse without interruptions, off-topic remarks or personal critiques.
- 06
Attendance is mandatory; chronic lateness and early departures are penalized.
- 07
Complete the readings; an optional one-page, non-graded case write-up may be submitted before each session using Appendix A.
- 08
Treat the classroom as a cost-free environment for experimenting, contributing and learning to play the game.
- 09
Use Appendices A–D for case analysis, article analysis, participation behaviours and the startup project.
- 10
A post-class participation card may record the case, date and contribution made.
- 11
When a peer presents, arrive with questions; presenters analyze environments, options and recommendations for long-term performance.
09 / References
Research behind the design.
The page combines the documented teaching plan with established strategy and assurance-of-learning sources.
- [1]Porter, M. E. (1996). What Is Strategy?. Harvard Business Review.
- [2]Harvard Business School (n.d.). The Case Method. Harvard Business School.
- [3]Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review.
- [4]Mintzberg, H. (1987). Crafting Strategy. Harvard Business Review.
- [5]Collis, D. J., & Montgomery, C. A. (1995). Competing on Resources. Harvard Business Review.
- [6]Mankins, M. C., & Steele, R. (2005). Turning Great Strategy into Great Performance. Harvard Business Review.
- [7]AACSB International (2022). 2020 Guiding Principles and Standards for Business Accreditation. AACSB International.
- [8]Rothaermel, F. T. (2024). Strategic Management, 6th edition. McGraw Hill.
Complete course reading canon
Core text plus all 21 reference-book and article entries in the teaching plan.
Complete course reading canon
Core text plus all 21 reference-book and article entries in the teaching plan.
Core textbook
Frank T. Rothaermel · Strategic Management
- 01Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors.
- 02Rumelt, R. P. (2011). Good Strategy/Bad Strategy.
- 03Courtney, H., Kirkland, J., & Viguerie, P. Strategy Under Uncertainty; Eisenmann et al. (2006). Strategies for Two-Sided Markets.
- 04Mankins, M. C., & Steele, R. Turning Great Strategy into Great Performance.
- 05Campbell, A., Goold, M., & Alexander, M. (1995). Corporate Strategy: The Quest for Parenting Advantage.
- 06Buzzell, R. D. Is Vertical Integration Profitable?; Goold & Luchs. Why Diversify?
- 07Dewhurst, M., Harris, J., & Heywood, S. Understanding Your Globalization Penalty; Laeven & Levine (2007). Diversification Discount in Financial Conglomerates.
- 08Ramachandran, J., Manikandan, K. S., & Pant, A. (2013). Why Conglomerates Thrive.
- 09Kaplan, S. N. Mergers and Acquisitions: A Financial Economics Perspective.
- 10Mintzberg, H. (1987). Crafting Strategy.
- 11Collins, J. Good to Great; Christensen, C. M. The Innovator’s Dilemma.
- 12Niedermeyer, E. Ludicrous: The Unvarnished Story of Tesla Motors.
- 13Collis, D. J., & Rukstad, M. G. (2008). Can You Say What Your Strategy Is?
- 14Ohmae, K. The Mind of the Strategist; Garrette, Phelps & Sibony. Cracked It!
- 15Mankins & Steele. Turning Great Strategy into Great Performance; Bennett & Lemoine. What VUCA Means for You.
- 16Barton, D. (2011). Capitalism for the Long Term; Hamel, G. Moon Shots for Management.
- 17Deighton, J. How Snapple Got Its Juice Back.
- 18Kaplan, R. S., & Norton, D. P. Developing the Strategy—Vision, Value Gaps, and Analysis.
- 19Porter, M. E. (1983). Note on the Structural Analysis of Industries.
- 20Collis, D. J., & Montgomery, C. A. (1995). Competing on Resources.
- 21Porter, M. E. (1987). From Competitive Advantage to Corporate Strategy.
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