MOU with Harvard University

MBA Pro TM programme is course content provided by Harvard Business Publishing (HBP) for Versatile enabling to experience the powerful case method pedagogy that is used in Harvard Business Schools curriculum. By signing this MoU, Versatile becomes the first business school in Southern India and a handful of few in the country which offer MBA Pro TM™ programme to its graduates. Versatile Business School provides the opportunity to pursue two core and two elective papers along with the MBA Program with Harvard syllabus and get a certification for it.

Benefits of MBA Pro TM(Harvard Syllabus Electives and Core Papers)

  • Enables global MBA experience enhancing leadership potential
  • Develops management skills through Harvard Business School case study methods and Harvard Business Publishing’s eLearning course collection
  • Practical application of management theory supervised by accredited trainers trained by Harvard in case delivery methodology
  • Real Practical Summer Internship to students in reputed MNCs and listed companies
  • Upgrades industry-readiness and employment opportunities
  • Program Highlights

    The Highlights of the program are as follows:
    Harvard MBA Pro TM uses Multi-channel delivery includes

  • Case Workshops
  • Instructor Let Training
  • E- learning
  • Business Simulations
  • Videos
  • Group Discussions
  • Reading Materials Like Harvard Business Reviews And Suggested Book Chapters
  • Harvard Syllabus offered by Versatile Business School. Content
    Core Courses

  • 1. Strategy and Competitive Advantage
  • 2. Globalization and Emerging Markets
  • 3. Leadership and Team Dynamics
  • 4. Organizational Behavior and Change Management
  • Elective Courses
  • 1. Finance: Corporate Finance
  • 2. Marketing: Segmentation, Market Selection and Product Positioning
  • 3. Human Resource: Designing Organizations for Performance
  • 4. Information Technology: Strategy and Technology

  • Syllabus

    Core Courses

    1. Strategy and Competitive Advantage

    Objectives:

    Understand and participate in creating corporate advantage (value creation - deciding on businesses, coordination across businesses, measure and control performance, company resources, common mistakes).
    Participate in corporate strategic planning and development (Vertical Integration, Related Diversification, Unrelated Diversification, Growth from New Products, International Expansion).
    Evaluate a firm's operative environment and sustain competitive advantage (identify opportunities for advantage).
    Develop mastery of a body of analytical tools and the ability to take an integrative point of view.
    Use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time.
    Create and implement strategies that involve cross border activity, from product and organizational design, to location and sourcing.
    Generate superior value for customers by designing the optimum configuration of the product mix and functional activities.
    Balance opportunities and risks associated with dynamic and uncertain changes in industry attractiveness and competitive position.

    Content Outline-ILT
    Introduction
    What Is Strategy? (HBR Article)
    HMM10 Module: Strategic Thinking
    Creating a Business Model
    Why Business Models Matter (HBR Article)
    Crafting Business Models (Multimedia Courseware)
    Building a Business Model and Strategy: How They Work Together (Book Chapter)
    Netflix (Case)
    Sustaining Competitive Advantage
    Sustaining Competitive Advantage (FSS Video Seminar)
    HMM10 Module: Strategic Execution
    Wal-Mart,2007 (Case)
    Crossing-Border Strategies (4,5,6)
    The Five Competitive Forces that Shape Strategy HBR Video http://blogs.hbr.org/video/2008/05/the-five-competitive-forces-th.html
    The Five Competitive Forces That Shape Strategy (HBR Article)
    Outside for Threats and Opportunities (Book Chapter)
    Crafting Business Strategy with Environment Scanning (FSS Video Seminar)
    IKEA Invades America (Case)
    Lincoln Electric (Case)

    Workshop
    2. Globalization and Emerging Markets

    Objectives:
    Understand the basic framework and process of economic growth.
    Use lessons from the creation of today's new global economy (the course employs lessons of history to understand the nature of today's business opportunities and challenges).
    Dispel popular myths of globalization.
    Evaluate local responsiveness versus cross-border scale economies.
    Appreciate and respond to challenges of simultaneously pursuing local responsiveness, global or regional standardization, and institutional arbitrage.
    Evaluate and leverage institutional differences and market barriers across countries.
    Examine the dominance of countries and companies from emerging markets in commodities, and whether reliance on commodity exports can generate a sustainable development strategy at the company and country level.
    Examine the challenges that political risk in emerging markets poses and the strategies companies can take to overcome some of those institutional weaknesses.
    Examine the rise of governments and state-owned enterprises as the dominant players in the global economy.

    Content Outline-ILT
    Introduction
    How Countries Compete: National Strategies for Globalization (FSS Video Seminar)
    Spotting Institutional Voids in Emerging Markets (HBS Note)
    Special Economic Zones in India: Public Purpose and Private Property (A) (Case)
    Global Markets
    Scope and Global Strategy (FSS Video Seminar)
    Crossing Borders: MTC's Journey through Africa (Case)
    Teva Pharmaceutical Industries, Ltd.(Case)
    Emerging Market Growth Strategies
    Emerging Giants: Going Global--How Emerging Market-Based Companies
    Can Overcome Barriers to Competing Abroad (Book Chapter)

    Workshop
    Can You Say What Your Strategy Is? (HBR Article)
    Where Do Great Strategies Come From? (FSS Video Seminary)
    Capturing the Value: Competitive Strategies that Work (FSS Video Seminar)
    Competing for the Future: Swatch, Transforming an Industry,(Video Supplement)
    Resources and Corporate Strategy (FSS Video Seminar)
    Alibaba Group (Case)
    Simulation
    Right Game: Use Game Theory to Shape Strategy(HBR Article)
    Strategy Simulation: Competitive Dynamics and Wintel (Simulation)
    Wintel (A):Cooperation or Conflict (Case)

    Globalization and Emerging Markets

    Objectives:-
    Understand the basic framework and process of economic growth
    Use lessons from the creation of today's new global economy (the course employs lessons of history to understand the nature of today's business opportunities and challenges)
    Dispel popular myths of globalization
    Evaluate local responsiveness versus cross-border scale economies
    Appreciate and respond to challenges of simultaneously pursuing local responsiveness, global or regional standardization, and institutional arbitrage
    Evaluate and leverage institutional differences and market barriers across countries
    Examine the dominance of countries and companies from emerging markets in commodities, and whether reliance on commodity exports can generate a sustainable development strategy at the company and country level
    Examine the challenges that political risk in emerging markets poses and the strategies companies can take to overcome some of those institutional weaknesses
    Examine the rise of governments and state-owned enterprises as the dominant players in the global economy

    Content Outline-ILT
    Introduction
    How Countries Compete: National Strategies for Globalization (FSS Video Seminar)
    Spotting Institutional Voids in Emerging Markets (HBS Note)
    Special Economic Zones in India: Public Purpose and Private Property (A) (Case)
    Global Markets
    Scope and Global Strategy (FSS Video Seminar)
    Crossing Borders: MTC's Journey through Africa (Case)
    Teva Pharmaceutical Industries, Ltd.(Case)
    Emerging Market Growth Strategies
    Emerging Giants: Going Global--How Emerging Market-Based Companies
    Can Overcome Barriers to Competing Abroad (Book Chapter)
    Emerging Giants: Competing at Home--How Emerging Market-Based
    Companies Can Build Competitive Advantage at Home (Book Chapter)
    How Local Companies Keep Multinationals at Bay (HBR Article)
    Arcelor Mittal: Consolidating the Globally Fragmented Steel Industry--A
    Profile of One of India's Pioneering Multinationals (Book Chapter)
    ICICI's Global Expansion (Case)
    TCL Multimedia (Case)
    Haier's U.S. Refrigerator Strategy 2005 (Case)
    Michael Jemal, CEO, Haier America,(Video Supplement)
    Managing Differences
    Getting Global Strategy Right (FSS Video Seminar)
    Managing Differences: The Central Challenge of Global Strategy (HBR Article)
    STARTV in 1993:(A) (Case)
    Political Risk and Government Obstruction
    Billions of Entrepreneurs: The Yin and Yang of China and India (FSS Video Seminar)
    Fiat and Fairness: Why China Can Build Cities Overnight and India Cannot (Book Chapter)
    Metro Cash & Carry (Case)
    Metro Cash & Carry,(Video Supplement)
    Metro Cash & Carry in China,2008 (Follow-up Case, No TN)

    Workshop
    Market Entry in and out of Emerging Markets (localization, standardization, and intellectual property)
    Strategies That Fit Emerging Markets (HBR Article)
    Multinationals in Emerging Markets: Making the Right Strategic Choices in the Face of Insufficient Institutional Support (Book Chapter)
    End of Corporate Imperialism (HBR Article)
    Tomorrow's Global Giants? Not the Usual Suspects (HBR Article)
    Microsoft in China and India,1993-2007 (Case)
    Ravi Venkatesan, Chairman, Microsoft India -(Video Supplement)
    Red Flag Software Co.(Case)
    Hollywood in India: Protecting Intellectual Property (A) (Case)

    3. Leadership and Team Dynamics

    Objectives:
    Identify different leadership styles
    Enhance own leadership style
    Enhance decision-making skills
    Gain clarity about own leadership principles, values, and ethical boundaries, and how they will respond under pressure when severely challenged
    Understand and apply concepts of inspirational leadership
    Build and manage teams as a leader (designing teams, diagnosing emergent team processes such as information exchange, collaboration, decision making, impression formation, and underlying identity dynamics)
    Coach and Mentor
    Empower other leaders

    Content Outline-ILT

    Workshop
    Case
    Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A)
    Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (Multimedia Case)
    Simulation
    Leading Teams with Emotional Intelligence v2 (Simulation)
    HBR Articles/HBP Newsletters
    What Leaders Really Do (HBR Classic)
    What Makes a Leader? (HBR Classic)
    Book Chapters
    Intentional Change: The Leader's Journey to Renewal
    Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome)
    Notes
    Leadership for Change: Enduring Skills for Change Masters
    Faculty Seminar Series (Video)
    Authentic Leadership
    ILT
    HMM 10 Module
    Leading and Motivating
    Team Leadership
    Cases
    Terra Cog Global Positioning Systems: Conflict and Communication on
    Project Aerial (Brief Case)
    Managing a Global Team: Greg James at Sun Microsystems, Inc.
    Leslie Brinkman at Versutia Capital
    Michael Fernandes at Nicholas Piramal
    HCL Technologies (A)
    Vineet Nayar at HCL Unstructure 2008 (Video),DVD
    Multimedia Cases
    GE's Two- Decade Transformation: Jack Welch's Leadership (Multimedia Case)
    Jack Welch at GE:1981-2001--The Evolution of a Chief Executive, Video
    Columbia's Final Mission (Multimedia Case)
    Leadership, Culture, and Transition at lululemon, Multimedia Case
    Burt's Bees: Balancing Growth and Sustainability
    Martha Schwartz (A):Growing a Landscape Architecture Firm: A
    Multimedia Case as information exchange, collaboration, decision making, impression formation, and underlying identity dynamics)
    Coach and Mentor
    Empower other leaders

    4. Organizational Behaviour and Change Management

    Objectives:
    Understand different OB approaches and models that contribute to an organization's success by improving the performance and well-being of its people
    Understand and manage (scalable) culture, relationships, diversity and conflict
    Align human resources strategy with the firm's strategy
    Align an organization within a changing competitive environment
    Participate in planning and implementation of large-scale systemic change (major strategic shifts, business turnarounds, organizational and cultural transformations)
    Manage specific change projects (innovations, pilot projects, new and emerging ventures)
    Diffuse or scale up specific projects for company growth or change

    Content Outline-ILT
    HMM10 Change Management
    Organizational Design for Performance and Growth (FSS Video Seminar)
    Change or Die?:An Evidence-Based Approach to Change Management (Book Chapter)
    Transforming Giants (HBR Article)
    Procter & Gamble in the 21st Century (A):Becoming Truly Global 6
    Leadership Forum: Building Great Careers
    HBR Articles/HBP Newsletters
    Managing Multicultural Teams
    What to Ask the Person in the Mirror
    Simulation
    Leadership and Team Simulation: Everest
    HBR Articles/HBP Newsletters
    Discovering Your Authentic Leadership
    What You Don't Know About Making Deisions
    Level 5 Leadership: The Triumph of Humility and Fierce Resolve (HBR Classic)
    Leadership That Gets Results
    Faculty Seminar Series
    Strategy is Destiny: A Perspective on Strategic Leadership
    Leading Quietly
    Built to Last: Beyond Charismatic Visionary Leaders
    Book Chapters
    Team Management Challenges: Where Leaders Matter
    Oath: Begin to fix what has been broken, by Nitin Nohria
    Exercising Influence Without Formal Authority: How New Managers Can
    Build Power and Influence
    Notes (Theory Coverage and Discussions)
    Analyzing Work Groups

    Workshop
    Large-Scale Organizational Change
    HMM10 Innovation Implementation
    Reengineering a Business Process (HBR Article)
    Deep Change: How Operational Innovation Can Transform Your Company (HBR Article)
    Leading Change: Why Transformation Efforts Fail (HBR Article)
    Otis Elevator: Accelerating Business Transformation with IT
    Otis Elevator: An Interview with Ari Bousbib, (Video Supplement)
    Simulation
    Change Management: Power and Influence (Simulation)

    Elective Courses
    1. Finance: Corporate Finance
    Objectives:
    Develop general management perspective on the corporate finance function
    Perform Ratio Analyses and Financial Statement Analyses
    Develop Business Cases and Plans
    Develop Equity Research reports
    Consider interactions between a firm's financial decisions and its business strategies
    Create value through - integrated financial, strategic, and operating decisions; proposing, assessing, and implementing financial decisions; evaluating and managing risk
    Build the knowledge and skills critical to evaluating investment decisions
    Use valuation techniques (including equity cash flows, real option pricing, and cross-border valuation)

    Content Outline-ILT
    Finance:What Manager's Need to Know http://www.youtube.com/ watch?v=aJsmJsd6GIw (HBS Video)
    The corporate finance function (1)
    The Finance Function in a Global Corporation (HBR Article)
    The CFO as Analyst and Adviser (Book Chapter)
    Finance Leadership in Novartis Consumer Health Businesses (Case) .
    Financial Statement Analysis and Ratio Analysis
    Finding Meaning in Financial Statements: A Look Behind the Numbers

    (Book Chapter)
    Financial Statement Analysis (Note)
    Basic Ratio Analysis and Equity Valuation (Note)
    Jones Electrical Distribution (Case)
    Hurry Date (Case)
    Business Cases and Plans
    HMM 10 Finance Essentials: Budgeting, Forecasting, and Planning
    HMM 10 Business Case Development
    HMM 10 Business Plan Development
    Equity Research Reports
    Financial Analysis of Microsoft (Note)
    Finance and Strategy
    Dell's Working Capital (Case)
    SUN Brewing (A) (Case)
    Valuation
    Investment Opportunities as Real Options: Getting Started on the Numbers (Article)
    Corporate Valuation and Market Multiples (Note)
    Valuation Concepts: Evaluating Opportunity (Book Chapter)
    Flash Memory, Inc.(Case)
    Mercury Athletic: Valuing the Opportunity (Case)
    Finance Simulation: M&A in Wine Country (Simulation)
    Workshop
    Capital Budgeting
    Business Valuation and the Cost of Capital (Note)
    Stryker Corp: In-sourcing PCBs (Case)
    Whirlpool Europe (Case)
    Groupe Ariel S.A.: Parity Conditions and Cross-Border Valuation (Case)
    Finance Simulation: Capital Budgeting (Simulation)

    2. Marketing: Segmentation, Market Selection and Product Positioning Objectives:
    Use input to make market segmentation decisions
    Use input to select target markets
    Position products (develop unique value propositions)
    Participate in the development of integrated marketing strategies

    Content Outline-ILT
    Introduction
    Market Segmentation, Target Market Selection, and Positioning (Note)
    HMM10
    Marketing Essentials
    Market Segmentation
    Managing Markets, Segments, and Customers (FSS Video Seminar)
    Rediscovering Market Segmentation (HBR Article)
    Fashion Channel: Market Segmentation (Case)
    Cyworld: Creating and Capturing Value in a Social Network (Case)
    Raymond James Financial (Case)
    Target Market Selection (2)
    Alpen Bank: Launching the Credit Card in Romania (Case)
    HubSpot: Inbound Marketing and Web 20 (Case)
    HubSpot: Dharmesh Shah, Founder, (Video Supplement)
    Positioning Challenges (3)
    Brand Positioning (FSS Video Seminar)
    Break Free from the Product Life Cycle
    Mapping Your Competitive Position
    IKEA Invades America (Case)
    Aqualisa Quartz: Simply a Better Shower (Case)
    Clean Edge Razor: Splitting Hairs in Product Positioning (Case) Workshop
    Integrated Marketing Strategies (4)
    New Media and Digital Marketing (FSS Video Seminar)
    Integrated Marketing Communications: Creativity, Consistency, and
    Effective Resource Allocation (Book Chapter)
    Integrated Marketing Communications (Note)
    PSI India--Will Balbir Pasha Help Fight AIDS? (A) (Case)
    Grafica, Inc: Winning the New Jersey Lottery (A) (Case)
    Polyphonic HMI: Mixing Music and Math (Case)
    Marketing Simulation: Managing Segments and Customers

    3. Human Recourse: Designing Organizations for Performance Objectives:
    Use necessary tools for better strategy execution and achieving superior organizational performance:
    Prioritizing Core Values
    Tracking Performance Goals
    Building Commitment
    Adapting to Change
    Use Training and Development to enhance performance and gain competitive advantage

    Content Outline-ILT
    Introduction:
    Organizational Design for Performance and Growth (FSS Video Seminar)
    Incentives and Motivation
    Incentives Within Organizations (Note)
    One More Time: How Do You Motivate Employees? (HBR Classic)
    Designing High-Performance Jobs
    Six Dangerous Myths About Pay
    Engstrom Auto Mirror Plant: Motivating in Good Times and Bad (Case)
    Stone Finch, Inc: Young Division, Old Division (Case)
    Jieliang Phone Home! (A)
    Jieliang Phone Home! (Video),DVD
    Performance Appraisal & Management
    HMM10:Performance Management
    HMM10:PerformanceAppraisal
    Competing on Talent Analytics
    Coming Up Short on Nonfinancial Performance Measurement
    Building a World-Class HR Organization (Abridged) (Case)
    Sonoco Products Co: Interview With Cindy Hartley, Video

    Workshop
    HMM10:Developing Employees
    Leadership Development
    Learning to Lead at Toyota
    How GE Teaches Teams to Lead Change
    Trilogy University
    Leadership Development at Goldman Sachs

    4. Information Technology: Strategy and Technology
    Objectives:
    Describe the evolution of technology systems - MRP-ERP-CRM
    Describe the attributes of technology-intensive businesses
    Create effective strategy in technology-intensive businesses
    Understand IP, Licensing and creation/use of standards
    Evaluate and decide on complementary assets and multi-sided platforms 10
    Deal with the outcome of technological convergence and consolidation

    Content Outline-ILT
    Introduction: The "Does IT Matter" Controversy
    How Does IT Matter? (FSS Video Seminar)
    IT Doesn't Matter (HBR Article)
    Evolution of Technology Systems
    Moore Medical Corp (Case)
    Business Intelligence Software at SYSCO (Case)
    Attributes of Technology-Intensive Businesses
    Reverse Engineering Google's Innovation Machine (HBR Article)
    Google Inc (Case)
    Create Strategy
    The New Strategic Weapon: Information Technology (FSS Video Seminar)
    Investing in the IT That Makes a Competitive Difference (HBR Article)
    ITC e Choupal Initiative (Case)
    Zara: IT for Fast Fashion (Case)
    IP, Licensing, and Standards
    Information Economy: What Every Manager Should Know
    Atheros Communications (Case)
    Sun Microsystems, Inc: Web Servces Strategy (Case)
    Novell: Open Source Software Strategy (Case)
    Technological Convergence and Consolidation
    Home Video Games: Generation Seven (HBS Note)
    Intel 2006:Rising to the Graphics Challenge (Case)
    Electronic Arts in Online Gaming (Case) Workshop
    Complementary Assets and Multi-Sided Platform
    Strategies for Two-Sided Markets (HBR Article)
    What's Your Google Strategy? (HBR Article)
    Note on Multi-Sided Platforms: Economic Foundations and Strategy (HBS Note)
    Winner-Take-All in Networked Markets (HBS Note)
    Bright cove and the Future of Internet Television (Case)
    Consumer Payment Systems - Japan (Case)