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 TMâ„¢ 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)