Cambridge: Judge Business School Executive Education Immersion in Strategy

Our portfolio of strategy programmes provides business managers and directors with a versatile, strategic toolkit to give coherence and direction to the actions and decisions of the organisation.

Whether participants are looking to deploy strategy in negotiating environments, developing a strategic framework for creating and sustaining competitive advantage, re-thinking strategy in the light of new economic and business realities, or developing and utilising a robust set of performance management systems, Cambridge strategy programmes can act as a catalyst for successful strategy implementation

Programme schedule -

19 August'18
20 August'18
21 August'18
22 August'18
23 August'18
Arrival & Settling down at Cambridge Welcome Session | Industry Attractiveness & Tailoring Strategy Strategic Role of Complementary Assets/ Strategy in Face of Network Effects What is a Business Model & Its Implementation Business models in Emerging and bottom-of pyramid markets
Lunch Lunch Lunch Lunch
Walking Tour at the University of Cambridge & Punting Developing & Sustaining Competitive Advantage Aligning Structure with Strategy Evaluating & Selecting New Business Models Shifting Business Models & Aligning Business and Management models | Action Planning
Case Reading & Preparation Case Reading & Preparation Case Reading & Preparation Gala Dinner at Cambridge College
Depart for Bengaluru, India

Guided Walking Tour of Cambridge, visiting Cambridge College & Punting

There will be a brief guided tour of Cambridge and visiting one or two colleges depending on the time. Finally, the day ends Punting on the River Cam which is one of the most traditional activities of Cambridge University

Welcome and Introduction to the Programme:

Introduction to the programme structure and processes and key themes.

Industry Attractiveness & Tailoring Strategy

Industry analysis is a tool that facilitates a company's understanding of its position relative to other companies that produce similar products or services. Understanding the forces at work in the overall industry is an important component of effective strategic planning. A general outline of the strategy process will be examined & the session provides managers with the basics of strategic thinking and strategic analysis. It is intended to enhance strategic capabilities by demonstrating the tools and techniques that are commonly employed in strategic analysis and providing a framework for maintaining a competitive advantage.

Developing & Sustaining Competitive Advantage

Sustainable competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors. These attributes can include access to natural resources or access to highly trained and skilled personnel human resources, or processes and systems. The forces of strategic analysis will be explained and it emphasises how organisations can use strategy to enhance impact, value and performance. It provides an understanding of the economic motivation that underlies successful strategic decisions and how to perceive products, processes, firms and industries in a strategic manner.

Strategic Role of Complementary Assets/ Strategy in Face of Network Effects

The session will explore how a company that combines the innovation strategy with a competitive asset that complements the innovation. Combining an innovation with a complementary asset provides protection against competitors. The use of complementary assets to harvest innovation advantages becomes even more important as the technology itself matures. Thus, complementary assets are those assets necessary to translate an innovation into commercial returns. These could be things like marketing, distribution, other components or supporting technology. Classic examples of like, hardware products requiring software products to go along with them. So, the role of complementary assets depends on two things. For example, Microsoft built a complementary asset based on "system lock-in" tied with product bundling. They built market dominance in software by bundling more and more applications with their core MS-DOS operating system. They achieved system lock-in because it is difficult for their customers to shift from the Microsoft product to another product. Therefore, the role of complementary assets depends on two things. First of all simply, how important are these complementary assets and how tightly held are they. First of all simply, how important are these complementary assets? And then, how tightly held are they?

Network effects arise in technology industries where the value of adopting a technology to an individual is related to other individual’s adoption decisions. When a technology increases in value as more people use it, that technology is said to exhibit network effects. Switching costs and network effects bind customers to vendors if products are incompatible, locking customers or even markets in to early choices. These elements will be explored in this session

Aligning Structure with Strategy

This session explores the alignment between strategy and organization structure which is a necessary requirement to successful strategy implementation. Aligning organization structure to strategy is crucial for strategy execution success and the organization structure needs to support the strategy and its execution. Furthermore, an organisation must ensure that its organization structure is decentralized and formalized. When the existing structure does not meet these requirements, it is a hindrance to strategy implementation and these issues will be covered.

The benefits of the above strategy sessions are that participants will learn the tools and techniques of strategic analysis, Improve strategic capabilities in the decision-making process, understand the strategic implementation process and finally identifying the strategic forces that impact on business and industry

Business Modelling sessions:

While developing good business models is essential to success, many of us continue to confuse business models with strategy. This programme looks at how business models and strategies complement each other, but also provides insight into the creation, maintenance and renewal of business models.

The session will cover elements of why the need for business models; what is a business model; the ‘three Vs’ of a business model; communicating and implementing a business model; evaluating and selecting new business models; business models in emerging and bottom-of pyramid markets; aligning business models and management models and shifting business models successfully.

The benefits of this session is that participants will be equipped with a set of insights and tools proven to develop successful new business models and change existing business models

Action Planning:

Participants will draw up a final action plan based on the ways in which the course has helped develop their work, the changes they intend to introduce and the strategies they will employ to ensure that such changes are sustained. To facilitate this process, participants will write an Action Plan outlining 3 things they will do differently vis-à-vis strategy when they return to work.

Final Gala Dinner

To close the programme, one of the traditions of the university is to have a final Gala dinner for the participants at one of the 31 colleges. A guest speaker will be invited to give the final dinner speech and answer questions from the participants during the dinner. University of Cambridge Judge Business School Certificate of Attendance will be handed out at the dinner.

Programme Faculty.

Dr Kamal Munir

Reader in Strategy & Policy

Dr Kamal Munir is a Reader in Strategy & Policy at the University of Cambridge, where he has been teaching since 2001. Dr Munir has published numerous articles in leading journals, and presented his work at numerous international conferences. At the same time, he has written numerous articles for newspapers and magazines including the EPW (Economic and Political Weekly) Financial Times, The Guardian, Newsline, Dawn and several others. His work has been quoted and cited in several forums, including BBC's Hard Talk, the Wall Street Journal, Financial Times, BusinessWeek among others. Dr Munir's practical experience includes consultant or trainer for several organisations, including the World Bank; the Department of Trade and Industry, UK; the Asian Development Bank; the Government of Pakistan; the State Bank of Pakistan among several others. He is frequently invited internationally to speak on issues related to social, technological and economic change.

Professor Shahzad (Shaz) Ansari (MPhil, PhD University of Cambridge)

Professor of Strategy & Innovation
Professorial Fellow of St Edmund's College

Professor Ansari's areas of expertise in executive education include strategic management, technological and business model innovation, social innovation, and corporate social responsibility. He has contributed to executive education programs in many organisations, including McKinsey, Airbus. Shell, British Telecom, China Development Bank, Nokia, Laing O'Rourke, UNICEF, Essex County Council, City & Guilds, KLEC (Kuala Lumpur Education City), Shanghai University of Finance and Education among several others. He is frequently invited to speak on issues related to strategy, innovation and social change. Professor Ansari is a member of the Cambridge Corporate Governance Network (CCGN).

Prior to joining the School, Professor Ansari was an Assistant Professor at the Rotterdam School of Management (RSM), Erasmus University, Rotterdam, The Netherlands, where he now has a Visiting Assistant Professorship. He previously held a Visiting Research Associate position at Cambridge Judge Business School.

His research interests are in marketing, innovation, strategy and international business. His focus is on how multinationals are using emerging markets like India as a lab to do affordable and sustainable innovation for global application His research interests are in Institutional processes and diffusion of practices; social and environmental issues, technological and management innovations; value creation and new market development; offshoring and outsourcing, reputation management, and bottom-of-the-pyramid strategies.

Professor Ansari has published in several leading academic journals including Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Organization Science, Journal of Management Studies, Strategic Organization, Research Policy, Industrial and Corporate Change and Organization Studies. He serves on the editorial boards of Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Management Studies and Organization Studies, and is a high performing member of the Erasmus Research Institute of Management (ERIM) at Erasmus University in Rotterdam, the Netherlands. He is also a consultant at Thin-films Inc., a New Jersey firm providing thin film services (in particular coating services) to over 150 corporations in the hybrid microelectronics, semiconductor, optical, medical and sensor industries.

He has published in and is on the editorial board of leading international journals such as the Journal of Marketing and the International Journal of Research in Marketing. He has appeared on BBC News24, BBC Radio 4 and Bloomberg BusinessWeek, and his work has been profiled in BusinessWeek, BBC World Service, The Economic Times, The Economist, The Financial Times, Le Monde, MIT Sloan Management Review, The New York Times, The Sunday Times and The Times. He is the co-author of Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth, described by The Economist as “the most comprehensive book yet” on the subject of frugal innovation, and a number 1 business bestseller in India.

Professor Sucheta Nadkarni

Sinyi Professor of Chinese Management
Head of the Strategy & International Business subject group
Professorial Fellow of Newnham College

Her research interests lie in two broad areas: Strategic leadership: She explores the "people side of strategy" by seeking to answer questions such as how do CEOs and top management teams shape key strategic behaviours such as innovation, corporate entrepreneurship and strategic flexibility? Which industry and organisational factors determine the types of executive profiles needed to gain competitive superiority through innovation, flexibility and adaptation to environments? Competitive dynamics: She investigates questions such as: how do firms outperform rivals? What are the sources of competitive advantage? What role does language play in intensifying competitive wars?

Sucheta has conducted research in large firms as well as small and medium sized enterprises in the United States, India, China and Ecuador. She has investigated strategies in hi-tech industries such as the aerospace and semiconductor as well as service industries such as airline and business process outsourcing (BPO). Prior to joining Cambridge Judge, Sucheta was an Associate Professor at Drexel University, and prior to that an Assistant then Associate Professor at the University of Nebraska-Lincoln. She received her PhD from the University of Kansas in 2001.

Sucheta served as the associate editor of the Journal of Management from 2011-2016 and is currently the incoming associate editor of the Academy of Management Journal. She sat on the editorial boards of the Academy of Management Journal (2011-2016) and Strategic Management Journal (2013-2016), and currently sits on the editorial boards of Journal of Management Inquiry (2004-present) and Journal of Leadership and Organizational Studies (2008-present).

Sucheta has received several research grants including the National Science Foundation EPSCOR grant in Nebraska. Sucheta has also worked on research projects and grants with companies such as Boeing, Booz Allen Hamilton, Newton Asset Management and BNY Mellon in the areas of strategic change and leadership. Her research has been featured in global media outlets including New York Times, Reuters, Forbes, CNBC, Huffington Post, The Guardian, The Telegraph, The Irish Independent, The Scotsman, Economic Times, Times of India, Herald Tribune, Borsen, O Globo, The Times (Kuwait), Business Standard and Folha De Sao Paulo.