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Strategic Management of Technology and Innovation-1-July-Dec-14

Strategic Management of Technology and Innovation-1-July-Dec-14

Section A (20 Marks)

Write short notes on any four of the following

1.      Strategy vs. Tactics

2.      Strategic Planning Phase

3.      Setting strategic objectives and network objectives

4.      Technology Strategy

5.      Family Run Corporates


Section B (30 marks)


(Attempt any three)

Question 1: Define Strategic thinking. Discuss the key elements and attributes of strategic thinking.

Question 2: Explain the Mission-Vision of the Firm. How are the Vision and Mission Statements prepared?

Question 3: Discuss the components of a strategy statement.

Question 4: Give an Overview of Strategic Management Practice in India.


Section C (50 marks)


(Attempt all questions. Every question carries 10 marks)


Read the case “Ranbaxy's Professional Management Focus.” and answer the following questions:


Case Study: Ranbaxy's Professional Management Focus


In 1952, an entrepreneur Bhai Mohan Singh founded Ranbaxy as a manufacturer of pharmaceuticals in Mohali in Haryana. Like most other small pharmaceutical companies, Ranbaxy too was mainly engaged in producing drugs by reverse engineering the molecules of established drug brands.

In 1967, Dr Parvinder Singh (Dr Singh), Bhai Mohan Singh's son, joined the company after completing his doctorate in pharmacy at the University of Michigan (USA). Dr Singh was a very ambitious person and worked hard to take the company to greater heights (Refer Exhibit II for a look at the major milestones in Ranbaxy's history). In 1982, he became the company's Managing Director...

Ranbaxy under Brar

Brar had joined Ranbaxy in 1977 as a business development manager. A thorough professional and hard worker, he soon rose through the company's ranks to become one of Dr Singh's most important and trusted men.

In 1993, Brar became the President (Pharmaceuticals) and a whole time Director. From the very beginning of his career at Ranbaxy, Brar was a close confidant of Dr Singh.

The professional relationship between the duo was even compared with that of Intel's Andy Grove and Craig Barret. While Dr Singh had the overreaching vision for his company, he reportedly relied on Brar's knowledge and professionalism to implement it.

Company watchers felt that it was 'Parvinder's vision and Brar's execution which helped Ranbaxy turn into a group with many manufacturing facilities outside India with more than 2,000 overseas employees.' 

In the early 1990s, differences cropped up between Dr Singh and Bhai Mohan Singh over the growth route the former was charting for the company. Dr Singh wanted to take the risk of investing huge amounts into basic R&D and in expanding operations to other countries.

Brar supported Dr Singh's vision of internationalizing the company by setting up operations in various countries like China, US, Ireland, and others in Europe. In the late 1990s, Brar chalked out a strategy to shift half the company's business to the US, a decision which was staunchly opposed by members of the Singh family...




1.      Write a brief executive summary of Ranbaxy’s foundation years.

2.      Throw some light on the professional relationship between Brar and Dr. Singh.

3.      What were the strong points of both the individuals referred to in the above case after 1977?

4.      What differences cropped up between Dr Singh and Bhai Mohan Singh?

5.      How did the company’s expansion take place?

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