The case of a management institute in India: recrafting the vision and mission

Abstract

Theoretical basis

The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case.

Research methodology

The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources.

Case overview/synopsis

This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings.

Complexity academic level

Course: Strategic Management Level: Post Graduate Level.

Citation

Singh, A.S. and Shah, M.D. (2021), "The case of a management institute in India: recrafting the vision and mission", , Vol. 17 No. 2, pp. 261-286. https://doi.org/10.1108/TCJ-07-2020-0087