Prof. Ranjan Das, The Next Ideation

Profile of Prof Ranjan Das

Prof. Ranjan Das, Professor of Strategy, Innovation, Entrepreneurship and Leadership
Mobile: +919830052722
  • Prof. Ranjan Das. Professor of Strategy, Innovation, Entrepreneurship and Leadership, is a pioneer in India in developing an alternative solution for design and delivery of Academic and Professional Education Programs and Vocational Skill Development Programs. This alternative solution, named as Smart Learning and Transformation Solution [SLTS] , includes a technology enabled Integrated Dual Learning Process [IDLP]. SLTS comprises several systems including a 100% LIVE and 2 Way Interactive Communication Platform that enables streaming video and audio services and which is accessible from anywhere in India and the world on real time and Direct2Participant basis. Prof. Das developed this content, location and device neutral scalable solution as an Academic Entrepreneur while single-handedly leading Indian Institute of Management Calcutta [IIMC]’s extremely successful journey in long duration executive education space during 1999-2007 [IIMC is currently the largest provider of satellite-based long duration executive education in India].
  • In early 2008, Prof. Das set up The Strategy Academy for deploying Smart Learning and Transformation Solution [SLTS] to roll out academic, executive education and a variety of custom-built capability building programs for different segments of organizations and Individuals. Prof Das also leads the future focused strategy, innovation and leadership practice at The Next Ideation, a professional services organization – also set up by Prof Das - for offering advisory services in the areas of Strategy, Innovation, Entrepreneurship and Leadership.
  • Prof Ranjan Das has been associated with several business schools since 1994: IIM Calcutta [1994 onwards], The Strategy Academy [2008 onwards], IIM Ranchi [ Visiting: 2014-15], IIM Trichy [ Visiting: 2015-17], UPH University, Jakarta [Visiting 2015-17] Indian School of Business, Hyderabad [Visiting: 2008-09], and Hong Kong University of Science and Technology, Hong Kong [Visiting: 2005-06]
  • Prof Das did the Doctoral [Fellow] Program in Management with specialization in Strategic Management from Indian Institute of Management Ahmedabad (IIMA). He holds a Master of Science [Applied Mathematics] from Calcutta University
  • As at 2018, Prof Ranjan Das has 44 years of experience comprising
    • 20 years in industry during which Prof Das had held such senior positions as General Manager of an MNC and Managing Director of a Joint Sector Company in India
    • 24 years in teaching, training, research and consulting as a Professor of Strategic Management at IIM Calcutta [Full time: 1994-2014 I Visiting: 2014 onwards]
    • 10 years [beginning January 2008 and overlapping with the assignment with IIM Calcutta] as an Academic and Social Entrepreneur for developing Smart Learning and Transformation Solution [SLTS] that required Prof Das to set up India’s FIRST and only one 100% LIVE & 2 Way Interactive Digital Academy named The Strategy Academy [TSA]
  • Prof Das had written 6 books and many articles and case studies. He also presented papers in International conferences
  • Prof Das served as an independent director in several companies in India and advises many companies in India and overseas in the areas of Strategy, Innovation, Entrepreneurship and Leadership
  • Prof Das is the current Chairman of both The Strategy Academy and The Next Ideation. He also continues to teach at IIMs and other business schools

The Next Ideation
Learning to Shape the FUTURE:
Know What, Know Why and Know How of the Next Practice

I. LEARNING PROCESS, STYLES AND ALTERNATIVE LEARNING SOLUTION

  • Learning as Precondition for Career Progression
  • Difference between training and learning and development?
  • Who are the right audiences for MOOCs?
  • Why do most techies quit online reskilling courses midway?
  • Different Learning Styles
  • Importance of Integrated Dual Learning Process [IDLP]

II. CONTEMPORARY STRATEGIC ISSUES AND MANAGERIAL CHOICES

  • Transitioning from product to platform
  • Deciding to introduce new technologies for value creation and value capture: Do not be too early, do not be too late
  • Importance of deploying right technology to leverage opportunities and mitigate risks arising out of industry convergence.

III. DIGITALIZATION & DIGITAL TRANSFORMATION

  • Digital Convergence: Definition of key Terms- Digitization. Digital integration, Digital bundling
  • Formation of value chain cutting across industry boundaries
  • Key converging technology trends -
    • Internet-Of-Things [IOT]
    • Big data
    • Cloud computing
    • Social media
    • Mobility
    • Embedded systems
    • Augmented reality

IV. STRATEGY, INNOVATION, ENTREPRENEURSHIP AND LEADERSHIP: FOUNDATIONAL CONCEPTS & FRAMEWORKS

STRATEGY:

  • 1. Alternative profit model
  • 2. Analytical competition
  • 3. Asset light people light mode of working
  • 4. Balanced Scorecard
  • 5. BCG matrix
  • 6. Black swan
  • 7. Blue ocean strategy
  • 8. Bottom-of-the pyramid - BOP
  • 9. Business model
  • 10. Business risks [strategic, process, financial and information]
  • 11. Business valuation
  • 12. CAGE
  • 13. Capability building through solving live problems
  • 14. Capability gap
  • 15. Change management
  • 16. Competing for the future
  • 17. Competitive advantage of nation
  • 18. Competitive and transient advantage
  • 19. Competitive landscape
  • 20. Competitive forces
  • 21. Complement as 6th force
  • 22. Conflict of interest
  • 23. Co-opetition
  • 24. Corporate portfolio
  • 25. Corporate scope
  • 26. Corporate shared value
  • 27. Cost of capital – opportunity cost or WACC or required return or best possible return
  • 28. Cracking the value code
  • 29. Customer centricity vs customer service
  • 30. Customer journey
  • 31. Customer strategy
  • 32. Distinctive capability vs core competence
  • 33. Diversification – related and unrelated
  • 34. Diversified business group vs diversified company
  • 35. Economies of scale and scope
  • 36. Ecosystem
  • 37. Emergent, unrealized and realized strategy
  • 38. Expected Mean Value
  • 39. Economic Value Added
  • 40. Evidence based management
  • 41. Expanding and contracting industry boundaries
  • 42. Experience curve
  • 43. Forecasting vs predictive modelling
  • 44. Game theory and strategy
  • 45. GE/ McKinsey Matrix
  • 46. Global and transnational strategy
  • 47. Good strategy, bad strategy
  • 48. Governance and Ethics and strategy
  • 49. Growth and crisis
  • 50. Growth strategy
  • 51. Head to head competition and a manager’s choices
  • 52. How managers learn
  • 53. Industry consolidation
  • 54. Industry convergence and strategy
  • 55. Industry drivers
  • 56. Internet era strategy
  • 57. JV and SA
  • 58. Legacy organization facing disruption
  • 59. M&A and value creation
  • 60. McKinsey 7S Framework
  • 61. Managing for value
  • 62. Managing transitions [people, tech, product, strategy]
  • 63. Noise vs signal
  • 64. Ownership, Location and Internalization Framework
  • 65. Organic vs inorganic growth
  • 66. Profit Impact of Market Strategies [PIMS]
  • 67. Product-Market Scope
  • 68. Point-Of-View [POV] vs forecast/ insight vs foresight
  • 69. Power and politics in organization
  • 70. Product vs process capabilities
  • 71. Rating competitive position
  • 72. Risk management
  • 73. Scenario planning
  • 74. Sense making
  • 75. Sensitivity analysis
  • 76. Shareholder value company
  • 77. Shareholder value company
  • 78. Smart and connected product
  • 79. Stick to the knitting
  • 80. Strategic bets
  • 81. Strategic choices to deal with competitive forces [6 forces] – positioning, influencing and anticipating
  • 82. Strategic cost management
  • 83. Strategic due diligence
  • 84. Strategic intent
  • 85. Strategic interaction
  • 86. Strategic investment decision
  • 87. Strategic options
  • 88. Strategic pricing
  • 89. Strategic repositioning
  • 90. Strategic segmentation
  • 91. Strategy as design
  • 92. Strategy as stretch and leverage
  • 93. Strategy coordination matrix
  • 94. Strategy evaluation and choice
  • 95. Strategy map
  • 96. Strategy safari
  • 97. Stress test
  • 98. Timing of introduction of new technology – not too early, not too late
  • 99. Time to market as a capability
  • 100. Tipping point
  • 101. Triple A Framework [Adaptation, Aggregation and Arbitrage]
  • 102. Turnaround strategy
  • 103. Value chain and value network
  • 104. Value chain deconstruction and reconstruction
  • 105. Value destruction
  • 106. Value discipline
  • 107. Whitespace
  • INNOVATION

  • 108. Different types of innovation
  • 109. Disruptive and sustaining innovation
  • 110. Innovation Strategy
  • 111. Innovation = Creativity x Discipline
  • ENTREPRENEURSHIP

  • 112. Cone of opportunity
  • 113. Entrepreneur vs intrapreneur
  • 114. Entrepreneurial managers
  • 115. Insight channel
  • 116. Opportunity in the long tail
  • 117. Risk management by an entrepreneur
  • 118. Social entrepreneurship
  • 119. Spotting big ideas
  • 120. Spotting opportunities at the intersection of technology, people organization and regulation
  • LEADERSHIP

  • 121. Authentic leadership
  • 122. Strategic leadership
  • 123. Entrepreneurial Leadership
  • 124. Leading organizations in the era of diversity and inclusion
  • 125. Leading with wisdom
  • 126. Level 5 leadership
  • 127. Personal, business and collaborative leadership
  • 128. Situational and contextual leadership
  • 129. Leader creating Talent pipeline for growth and succession
  • 130. Emotional intelligence and leadership [authentic leadership,
  • 131. empathy, resilience, mindfulness, happiness, influence and persuasion]

V. STRATEGY, INNOVATION, ENTREPRENEURSHIP AND LEADERSHIP: THINKING FORWARD

  • 132. Pipeline of leaders and strategist
  • 133. Uncertainty of the Future: God or man made
  • 134. Company strategy = manager’s strategy
  • 135. Men-machine collaboration as way forward
  • 136. Future of work
  • 137. Not “either/or but and”: How innovation can help avoid such a trade off
  • 138. Have Long term view to get better view of short term - is the next year is “next to last year” or “the first year of the next 5 years”
  • 139. Areas where “Next Practices” are needed:
    • What must be ensured to keep customers coming back;
    • Importance of creating visualizations for communicating a clear message;
    • Assessment of how quickly disruptive change is coming to an industry;
    • How to boost engagement of employees by giving freedom to break rules;
    • How developments such AI, Machine Learning and blockchain will affect growth, efficiency and profitability of any industry;
    • How to reduce ‘time to market’ by accelerating research and development to ensure that company’s new products reach customers' hands faster
    • Rejig Performance Management well in advance to ensure that managers are correctly evaluated and rewarded thereby making them ready to face future industry evolution or disruption
    • How to ensure that diversity and inclusion initiatives do not fail
    • Strategic approaches for facing the advancing automation
    • How to remodel business using a platform strategy;
    • Application of design thinking to create innovative products;
    • Identify where too much collaboration may be holding your people
    • back;
    • How to improve cross-cultural negotiation so that it does not fall apart.
    • Learn to avoid collaborative overload
    • How to build in managerial thinking in development of Algorithms since algorithms too need managers
    • Pipelines, Platforms, and the New Rules of Strategy
    • How to turn Design Thinking into Strategy,
    • How to engineer Reverse Innovations,
    • Know the Limits of Empathy
    • People Before Strategy: A New Role for the CHRO
    • How to see things beyond automation

VI. GETTING THE BEST OUT OF ONESELF

  • Get. More. Sleep.
  • Getting Better at Handling Disappointments
  • Improve Your Emotional Intelligence with a Specific, Feedback-Based Plan