IIBF Strategic Management & Innovations study plan

Map Porter's five forces onto Indian banking (public, private, small finance, NBFC and fintech entrants) and write the profit-pressure conclusion for each force.

Build a TOWS matrix from a self-made SWOT for a mid-size private bank and name two SO, two WT and one ST action.

Distinguish corporate, business and functional strategy using one concrete banking decision at each level (for example: entering insurance vs pricing a retail loan).

Trace the value chain of a retail lending product from sourcing to collections and flag the two links where cost or differentiation advantage is actually created.

Apply VRIO to four bank resources (brand, CASA deposit base, data, branch network) and label each as temporary, sustained or unused advantage.

Compare cost leadership, differentiation and focus strategies using one Indian bank example each, and state the trade-off each makes on risk and capital.

Use BCG matrix and Ansoff matrix to evaluate a bank's move into insurance distribution and into wealth management for mass-affluent customers.

List the six building blocks of a bank's digital stack (core modernisation, APIs, cloud, data platform, channels, security) and explain what breaks when the core is not modernised.

Fill two complete Business Model Canvases, one for a neobank and one for an incumbent bank, and mark the four blocks that differ most.

Explain disruptive innovation using the UPI-versus-card and wallet shift, distinguishing low-end disruption from new-market disruption.

Run the five design-thinking stages on the SME lending journey and write one testable prototype idea per stage.

Differentiate incremental, radical, architectural and disruptive innovation with one banking product example for each quadrant.

State how blue ocean thinking explains a bank creating a new customer segment rather than fighting for share in an existing one.

Contrast pipeline and platform business models and classify embedded finance, Banking-as-a-Service and marketplace models by who owns the customer.

Sequence an innovation from idea to scale using stage-gate, lean startup MVP and ambidextrous-structure concepts, naming the decision point at each gate.

Select four innovation metrics (revenue from new products, time-to-market, pilot-to-scale conversion, cost per acquisition) and justify why each beats raw idea count.

Match six emerging technologies to specific banking use cases and state one adoption barrier for each.

Build a 12-row matrix matching technologies (AI/ML, GenAI, RPA, DLT, cloud, APIs, tokenisation, biometrics, RegTech, IoT, 5G, quantum-resistant cryptography) to banking use cases and a primary risk.

Evaluate GenAI risks in banking - hallucination, data leakage, model risk, vendor concentration - and state the control that mitigates each.

Explain how UPI, account aggregator and OCEN-style digital public infrastructure change credit underwriting and customer acquisition for a small bank.

Weigh trade-offs of DLT for trade finance and CBDC for cross-border settlement, including why pilots have not scaled fully.

Distinguish open banking via APIs from screen-scraping and identify the consent and data-protection obligations that follow.

Map Kotter's eight steps onto a bank's digital lending rollout and name the specific artifact produced at each step.

Apply the ADKAR model to branch staff adopting a new CRM and diagnose which element is the binding constraint.

Compare OKRs with the Balanced Scorecard for a bank running a three-year transformation, and pick one with justification.

Rank stakeholders of a core banking replacement by power and interest and script the first communication to the highest-risk group.

Identify the five most common strategy-execution failure modes in banks and the early warning indicator for each.

Differentiate transformational, servant, situational and transactional leadership with a banking scenario where each would fail.

Explain how organisation culture, incentive design and risk appetite either enable or quietly kill an innovation programme.

Diagnose an execution gap using the strategy-structure-systems fit logic and propose two structural fixes.

Distinguish governance of innovation (stage-gate funding, venture boards) from governance of run-the-bank operations.

Re-drill every logged weak area and rewrite each missed concept in one sentence from memory without notes.

Integrate frameworks across domains by answering a case-style question that runs from industry analysis to business model to technology to execution.

Time-box 30 exam-style questions at 1 minute each to fix pacing and question-skipping discipline.

Compress all frameworks into a single recall sheet with trigger phrases for when each framework is the right answer.