This section introduces the rest of E3. It provides the various definitions of strategy and outlines its essential features and characteristics. It discusses the different types and levels of strategy and the leaders who have responsibility for them. Finally, it looks at the strategy process from both the rational and emergent perspectives. What types of markets do organisations operate in? What are the “rules of the game” in these markets? What are the sources and opportunities for disruption in the market? How does society regulate the markets and provide “permission to play” for organisations? What are the drivers of change in the ecosystem? How are the individual drivers linked? What type of outcomes do they bring individually and collectively? What risks and opportunities do they bring organisations? In a digital world what is the importance of networks and platforms? What are the roles, interactions, and governance systems in the ecosystems? Who are the key players? How does this affect the business model of organisations? Who is responsible for various aspects of the strategy formulation process? How are those roles determined and governed? How does the organisation derive its purpose, vision and values? What processes exist to ensure that strategy is based on and/or are aligned to these? What are the core strategic questions to ask and what are the criteria and constraints for asking them? What is the organisation’s starting point? Where and how does it make money? What potential futures might it inhabit and what are the forces potentially driving these futures? What are the potential pathways to this future? What new business models are in play? What are the different criteria to guide the choice of options, one how are they prioritised and why? What are the criteria to ensure effective integration and why? What are the trade-offs to be made when putting the individual choices together? How does one ensure integrated thinking? How does the organisation prepare the grounds for executing strategy? How does it create and communicate action plans for implementation? How is the whole organisation mobilised, motivated and incentivised to implement the plans? What role can integrated reporting play? What are the resources needed to implement strategy? Where are the resources needed? How does the organisation re-align resource allocation from existing units or projects to new ones that match the strategic choices made? What is the impact of the new strategy on the whole organisation, parts of the organisation and partners of the organisation? What transformation is required and how does the organisation drive these changes? Who is responsible for leading the process of digital transformation? What is their role in the process and why? What are the technologies that underpin digital transformation? How are they evolving and what impact do they have on the organisation and its immediate and wider operating environment? What type of organisation do such technologies create? What are the elements of the business and operating models of such digital enterprises. What is the economic and business case for digitisation? How does the organisation create partnerships in the ecosystem to ensure strategic success? What are key trends underlying the consumption of the organisation’s products and services by customers and consumers? What data and metrics should organisations use to evaluate success of digital enterprises? How should leaders and their organisations think, act and react differently because of digital transformation?


A.     The strategy process

·   Explain the purpose of strategy.

·   Discuss the types and levels strategy.

·   Outline the strategy process.

B.     Analysing the organisational ecosystem

·   Analyse the elements of the ecosystem.

·   Discuss drivers of change in the ecosystem.

·   Discuss the impact of the ecosystem on organisational strategy

C.     Generating strategic options

·   Discuss the context of generating options

·   Discuss how to generate and develop options.

D.    Making strategic choices

·   Evaluate options

·   Produce strategy by the integration of choices into coherent strategy.

E.     Strategic control

·   Develop strategic performance management system.

·   Advise on resource allocation to support strategy implementation.

·   Recommend change management techniques and methodologies.

F.     Digital strategy

·   Describe the governance of digital transformation.

·   Analyse digital transformation.

·   Discuss the various elements of digital strategies.

Higher Secondary Qualified 

Rs. 35399 Rs. 39999

Course Includes

    ·   Different definitions of strategy

    ·   Essential features and characteristics of strategy

    ·   Outline the rational and emergent processes of arriving at strategy.

    ·   Discuss the impact of strategic networks and platforms on organisational strategy

    ·   Conduct stakeholder analysis in networks

    ·   The role of governance and ethics in the strategy process

    ·   The purpose, vision and values of the organisation and their impact on strategy

    ·   Suitability, acceptability and feasibility framework

    ·   Audit of key resources and capabilities required to implement strategy

    ·   Discuss the role of the leader in managing change

    ·   Describe the roles and responsibilities of the board and executive leadership in digital strategy


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