A complete proposal for the BOS, covering programme foundation, thrust areas, curriculum architecture, industry alignment, electives, experiential learning, active-learning methods, out-of-class activities, placement training, and global certifications. Pick a part to begin.
How 125 credits, 9 trimesters, 92 courses, 8 specialization tracks, 25 pedagogy methods, 16 thrust areas, and 59 global certifications fit together.
Year 1 · Foundations
Year 2 · Functional core
Year 3 · Specialization
Summer internships
Optional Year 4 Honors adds 40 credits (corporate internship + second specialization) → BBA (Honors) 165 credits
→ Dive into any part above for the detail behind this picture.
Foundation
Programme foundation
The identity statements on which everything else rests. Every thrust area must serve at least one PEO and one PSO; every course must contribute measurably to at least one PO.
01
Vision
A single sentence that captures the school's aspirational identity.
"To be a premier business school fostering value-based management education."
02
Mission · five strands
Five commitments that together define the school's obligations to its students, the profession, and society.
To provide quality management education that fosters creative thinking.
To inculcate research skills among students.
To build strategic partnerships with industry.
To develop future leaders who succeed in global competition.
To equip students with strong ethics, social concern, and environmental awareness, fostering their growth as responsible citizens.
03
Programme Educational Objectives
What BBA graduates are expected to achieve within three to five years of graduation.
PEO
Description
PEO 1
To equip business graduates to respond effectively to the competitive needs of business and society.
PEO 2
To nurture the spirit of entrepreneurship among students and propel them into the business world.
PEO 3
To train students to emerge as effective managers equipped with innovation, rationality, and application-oriented decision-making in the context of an ever-changing business environment.
PEO ↔ Mission articulation matrix
Every Programme Educational Objective is served by at least one mission strand. Correlation levels: H (High) = 3, M (Medium) = 2, L (Low) = 1.
PEO
M1
M2
M3
M4
M5
Avg
PEO 1
H
M
H
H
H
2.80
PEO 2
H
M
H
M
M
2.40
PEO 3
H
H
H
H
M
2.80
Avg
3.00
2.33
3.00
2.67
2.33
—
M1 Quality management education fostering creative thinkingM2 Research skillsM3 Industry partnershipsM4 Future leaders for global competitionM5 Ethics, social concern, environmental awareness
04
Programme Outcomes
What every BBA graduate will know and be able to do at the time of graduation.
PO
Title
Description
PO 1
Comprehensive Knowledge of Business Management
Demonstrate factual and theoretical knowledge of management in general and business in particular.
PO 2
Critical Evaluation of Indian and Global Business Environments
Critically evaluate and analyse Indian and global business environments across different contexts.
PO 3
Managerial, Entrepreneurial, and Leadership Skills
Recognise and perform the role of a manager, entrepreneur, and leader within a business management setting.
PO 4
Critical Thinking and Logical Reasoning
Apply critical thinking, analysis, and logical reasoning to evaluate business situations and to present opinions and ideas effectively.
PO 5
Functional Business Perspective
Develop a working understanding of finance, marketing, human resources, operations and logistics, digital marketing, and business analytics activities.
PO 6
Ethics and Professional Responsibility
Apply ethical principles and commit to professional ethics, responsibilities, and norms of management practice.
PO 7
Environment and Sustainability
Recognise the impact of business decisions on society and the environment and demonstrate commitment to sustainable development.
PO 8
Project Management and Teamwork
Promote leadership and project-management functions as a member and contributor in diverse, multidisciplinary teams.
PO 9
Communication
Communicate effectively with decision-makers to deliver solutions and operational procedures clearly and persuasively.
PO 10
Lifelong Learning
Recognise the importance of lifelong learning in adapting to technological advancements while upholding professional ethics and societal responsibilities.
05
Programme Specific Outcomes
Distinctive learning attainments unique to the KL Business School BBA.
PSO
Title
Description
PSO 1
Goal-Oriented Business Purpose
Graduates will develop a goal-oriented sense of business purpose and demonstrate path awareness in pursuing it.
PSO 2
Experiential Learning and Critical Thinking for Career Excellence
Graduates will excel in their chosen careers through experiential learning, critical thinking, and analytical reasoning.
06
CO ↔ PO/PSO mapping matrix
All 35 non-elective courses contribute to the programme's 10 POs and 2 PSOs through their course outcomes. Cells show the average mapping strength (H=High, M=Medium, L=Low) across that course's COs. The matrix covers Foundation, Mathematics, Functional Core, Tech Core, Communication, Internships, and Capstone & Research projects. Languages (L1–L4) follow the CEFR proficiency rubric rather than business POs and are tracked separately.
H High (avg ≥ 2.4)M Medium (1.5–2.4)L Low (< 1.5) Not mapped
Course
Programme Outcomes (POs)
PSOs
PO1Business knowledge
PO2Critical evaluation
PO3Leadership
PO4Critical thinking
PO5Functional skills
PO6Ethics
PO7Sustainability
PO8Project & teamwork
PO9Communication
PO10Lifelong learning
PSO1Business purpose
PSO2Career excellence
Foundation
F1Microeconomics for Business Decisions
H
H
H
H
H
H
H
F2Macroeconomics & Global Markets
H
M
H
H
H
H
F3Financial Accounting & Corporate Reporting
H
H
H
H
H
H
F4Management & Cost Accounting for Decisions
H
H
H
H
H
H
F5Business Ethics, ESG, Law & Regulatory Compliance
H
H
H
H
H
M
M
F6Business Environment & Perspectives of Management
H
H
H
H
H
Mathematics
M1Calculus & Linear Algebra for Business
M
H
H
H
M
H
M2Statistics & Probability for Business
H
H
H
H
M
H
H
Functional Core
E1Corporate Finance
H
M
H
H
H
H
E2Investments & Capital Markets
H
M
H
H
H
H
E3Marketing Management
H
H
H
H
H
H
E4Consumer Behaviour & Brand Strategy
H
H
H
M
M
H
H
E5Operations & Production Management
H
M
H
H
H
H
H
E6Logistics & Supply Chain Management
H
H
H
H
H
H
E7Organisational Behaviour & People Analytics
H
M
H
H
H
H
H
E8HRM & Talent Strategy
H
H
H
H
H
M
H
H
E9Business Model Architecture & Design Thinking
H
H
H
H
M
H
H
E10Venture Creation, Scaling & Founder Leadership
H
M
H
H
H
H
M
H
H
E11Strategic Management & Competitive Dynamics
H
H
H
H
H
H
H
E12Global Business & Corporate Strategy
H
M
H
H
H
H
H
E13Business Analytics Essentials
H
H
H
H
H
H
H
E14Business Intelligence & Data Visualization
H
H
H
H
H
M
Tech Core
D1Python Programming for Business
H
H
H
M
H
M
H
D2Data Engineering: SQL, Warehousing & Pipelines
H
H
H
H
H
H
H
D3Machine Learning for Business Analytics
H
H
H
H
H
H
H
H
D4Generative AI, LLMs & Agentic Systems
M
H
H
H
H
H
D5Digital Transformation & Enterprise Tech
H
H
H
H
H
H
H
H
Communication
C1Business Communication: Speaking & Writing
M
M
M
H
H
H
H
C2Negotiation & Executive Communication
H
H
H
H
H
M
Internships
INT1Summer Internship 1
H
H
M
H
H
H
M
H
H
H
H
INT2Summer Internship 2
H
H
H
H
H
M
H
H
H
H
H
Capstones & Research
PRJ1Capstone Project 1
H
H
H
H
H
H
M
H
H
H
H
PRJ2Capstone Project 2
H
H
H
H
H
H
H
H
H
H
H
PRJ3Integrated Research Project 1
H
H
H
H
H
H
H
PRJ4Integrated Research Project 2
H
H
H
H
M
M
H
H
H
H
Programme avgMean of courses that map to each PO · not over all 35
2.86
2.65
2.8
2.97
2.85
2.73
2.5
2.6
2.72
2.86
2.79
2.75
CoverageHow many of the 35 courses map to this PO
29/35
24/35
22/35
32/35
30/35
16/35
10/35
5/35
10/35
11/35
33/35
34/35
Programme-level outcome profile
Two lenses for each outcome: how broadly it is covered (share of the 35 non-elective courses that map to it) and how deeply the courses that touch it map (mean strength, 0–3 scale). Broad coverage with high depth is the gold standard; thin coverage even with high depth means the outcome rests on too few courses.
PO1Business knowledge
Coverage 29/35
Avg depth 2.86
Well-covered & well-mapped
PO2Critical evaluation
Coverage 24/35
Avg depth 2.65
PO3Leadership
Coverage 22/35
Avg depth 2.8
PO4Critical thinking
Coverage 32/35
Avg depth 2.97
Well-covered & well-mapped
PO5Functional skills
Coverage 30/35
Avg depth 2.85
Well-covered & well-mapped
PO6Ethics
Coverage 16/35
Avg depth 2.73
PO7Sustainability
Coverage 10/35
Avg depth 2.5
Narrow coverage
PO8Project & teamwork
Coverage 5/35
Avg depth 2.6
Concentrated — depends on few courses
PO9Communication
Coverage 10/35
Avg depth 2.72
Narrow coverage
PO10Lifelong learning
Coverage 11/35
Avg depth 2.86
PSO1Business purpose
Coverage 33/35
Avg depth 2.79
Well-covered & well-mapped
PSO2Career excellence
Coverage 34/35
Avg depth 2.75
Well-covered & well-mapped
i
How to read this: coverage tells you whether the outcome is broadly distributed across the programme or concentrated in a few courses. Depth tells you how strongly the contributing courses actually map to it. PO8 (Project & teamwork) and PO9 (Communication) are deliberately handled in the capstones, internships, and out-of-class trimester activities — that is why their non-elective coverage is narrow but very strong (the few courses that do map them, map them as primary outcomes). PO7 (Sustainability) and PO10 (Lifelong learning) are increasingly carried by the Year 3 research and capstone components.
Weighted PO attainment values
Each cell is the credit-neutral mean of that course’s Course-Outcome correlations against the outcome, on a 3-2-1 scale (H = 3, M = 2, L = 1). Every CO is mapped to at most four outcomes. The Weighted Programme Value is the mean of the course-level means across every course that maps to that outcome; Coverage counts how many of the detailed courses map to it.
Code
Course
Trim
1
2
3
4
5
6
7
8
9
10
S1
S2
26BB1101E
Microeconomics for Business Decisions
T1
3.00
3.00
2.67
–
2.50
–
–
–
3.00
–
2.50
2.50
26BB1311E
Macroeconomics & Global Markets
T3
3.00
2.00
–
3.00
3.00
–
–
–
–
–
3.00
3.00
26BB1206E
Financial Accounting & Corporate Reporting
T2
3.00
3.00
–
3.00
2.80
–
–
–
–
–
3.00
3.00
26BB1312E
Management & Cost Accounting for Decisions
T3
3.00
3.00
–
3.00
3.00
–
–
–
–
–
3.00
2.67
26BB3328E
Business Ethics, ESG, Law & Regulatory Compliance
T9
3.00
3.00
3.00
2.75
3.00
–
2.00
–
–
–
2.00
–
26BB1105E
Business Environment & Perspectives of Management
T1
3.00
3.00
–
3.00
–
2.50
–
–
–
–
–
3.00
26BB1102E
Calculus & Linear Algebra for Business
T1
2.00
2.67
3.00
–
3.00
–
–
–
–
–
2.00
2.67
26BB1207E
Statistics & Probability for Business
T2
2.67
3.00
–
3.00
3.00
2.00
–
–
–
–
3.00
2.67
26BB1104E
Business Communication: Speaking & Writing
T1
2.25
2.00
2.50
2.83
2.50
–
–
–
–
–
2.75
3.00
26BB2115E
Negotiation & Executive Communication
T4
–
–
2.83
2.75
–
–
2.50
3.00
3.00
–
–
2.00
26BB1103E
Python Programming for Business
T1
–
3.00
3.00
–
3.00
2.00
2.50
–
–
–
2.33
2.67
26BB1208E
Data Engineering: SQL, Warehousing & Pipelines
T2
3.00
3.00
3.00
3.00
3.00
–
–
–
–
–
3.00
3.00
26BB1313E
Machine Learning for Business Analytics
T3
3.00
3.00
3.00
3.00
3.00
3.00
–
–
–
–
3.00
2.50
26BB2323E
Generative AI, LLMs & Agentic Systems
T6
2.00
–
–
3.00
–
–
3.00
–
–
3.00
3.00
2.50
26BB2324E
Digital Transformation & Enterprise Tech
T6
3.00
–
3.00
3.00
–
3.00
3.00
–
–
3.00
3.00
2.80
26BB2116E
Corporate Finance
T4
3.00
2.00
–
3.00
3.00
–
–
–
–
–
3.00
2.75
26BB2219E
Investments & Capital Markets
T5
3.00
2.00
–
3.00
3.00
–
–
–
–
–
3.00
2.80
26BB1210E
Marketing Management
T2
3.00
–
3.00
3.00
2.67
–
–
–
–
–
3.00
3.00
26BB2220E
Consumer Behaviour & Brand Strategy
T5
3.00
–
2.50
3.00
2.00
2.00
–
–
–
–
3.00
2.75
26BB2117E
Operations & Production Management
T4
3.00
2.00
–
3.00
2.67
–
–
–
–
3.00
3.00
2.80
26BB2221E
Logistics & Supply Chain Management
T5
3.00
–
–
3.00
2.50
–
–
–
–
3.00
3.00
3.00
26BB1209E
Organisational Behaviour & People Analytics
T2
2.50
3.00
2.80
3.00
3.00
–
–
–
–
–
–
3.00
26BB2222E
HRM & Talent Strategy
T5
3.00
–
–
3.00
3.00
2.50
3.00
–
–
2.00
3.00
3.00
26BB2118E
Business Model Architecture & Design Thinking
T4
3.00
–
3.00
3.00
–
3.00
–
–
2.00
–
3.00
2.50
26BB3126E
Venture Creation, Scaling & Founder Leadership
T7
3.00
2.00
2.50
3.00
3.00
2.67
–
–
2.00
–
3.00
2.75
26BB3329E
Strategic Management & Competitive Dynamics
T9
3.00
–
3.00
3.00
3.00
3.00
–
–
–
–
3.00
2.75
26BB3227E
Global Business & Corporate Strategy
T8
3.00
2.00
3.00
3.00
3.00
–
–
–
–
–
3.00
2.80
26BB1314E
Business Analytics Essentials
T3
3.00
–
3.00
3.00
3.00
3.00
–
–
–
–
3.00
3.00
26BB2325E
BI, Visualization & Executive Dashboards
T6
–
–
3.00
3.00
2.75
–
–
–
–
3.00
3.00
2.33
Weighted Programme Value
2.86
2.59
2.88
2.97
2.85
2.61
2.67
3.00
2.50
2.83
2.87
2.76
Coverage (courses mapped)
26/29
18/29
18/29
26/29
24/29
11/29
6/29
1/29
4/29
6/29
26/29
28/29
Columns 1–10 are Programme Outcomes; S1 and S2 are Programme Specific Outcomes 1 and 2.
Thrust Areas
Twelve thrust areas
Identified through a four-layer convergence test: stated priority in AP / Telangana industrial policy, backed by a Government of India scheme, validated by a global megatrend report, and accessible to BBA graduates within 0–3 years.
01
Why these twelve
Most BBA programmes train students for whatever functional silo their faculty already teach. We started instead from the question: where will the next decade of BBA-employer demand actually be? The twelve below are the answer, each anchored to a verifiable policy document or global report.
4
Convergence layers
Local · Regional · National · Global
16
Thrust areas
Each verified by all four layers
75+
Sources cited
Policies, missions, megatrend reports
83
Courses mapped
Each tagged P/S/T to every thrust
02
The twelve, in detail
Each card lists the four-layer need and the sources used to validate the area.
T1 · AI-AGENTAI, Agentic Systems & AI Product Management
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad has emerged as India's AI capital with Google AI Accelerator launched in February 2025, T-Hub 2.0 (world's largest startup incubation centre at 572,000 sq ft) housing 1,000+ startups, and CtrlS Datacenters' $1.15 billion AI data centre cluster announced January 2025. Vijayawada-AP corporate hubs increasingly seek AI-skilled BBA graduates for AI Product, AI Operations, and AI Consulting roles.
🌏 Regional · Telangana & South India
Telangana Government has positioned the state as 'global AI hub' through formal AI City development under Net Zero Future City framework. South India's IT corridor (Hyderabad-Bangalore-Chennai) absorbs nearly 40% of India's AI talent demand.
🇮🇳 National · India
Government of India has approved three Centres of Excellence for AI (Health, Agriculture, Sustainable Cities) with ₹990 crore outlay (Budget 2023-24), plus a Centre of Excellence in AI for Education with ₹500 crore outlay (Budget 2025-26). National vision: 'Make AI in India, Make AI work for India.' McKinsey projects India will generate $14 billion in revenue from generative and agentic AI by 2030.
🌐 Global · World Economy
World Economic Forum's Future of Jobs Report 2025 identifies AI and Big Data Specialists as the fastest-growing role globally. Gartner's Top Strategic Technology Trends for 2026 lists Agentic AI, Multi-Agent Systems, and Domain-Specific Language Models as the top three enterprise priorities. Gartner forecasts that by 2030, 80% of organisations will evolve from large engineering teams to smaller AI-augmented teams.
📚 Sources cited
Government of India Budget Announcement 2023-24, Para 60 (CoE-AI)Government of India Budget Speech 2025-26 (CoE-AI for Education)WEF Future of Jobs Report, January 2025Gartner Top Strategic Technology Trends for 2026, October 2025McKinsey 'India's Future Arenas' Report, June 2025Telangana State Government Press Release on Google AI Accelerator, Feb 2025Telangana CtrlS MoU Announcement, January 2025
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Andhra Pradesh has received Union Cabinet approval (2025) for semiconductor manufacturing projects under the India Semiconductor Mission, joining Odisha, Punjab, and Gujarat. AP Industrial Development Policy 4.0 (2024-29) identifies Electronics as a 'Propelling Sector' with significant capital subsidies. Tata Electronics, Foxconn India, and EMS firms have active hiring in AP and Telangana.
🌏 Regional · Telangana & South India
Telangana Industrial Policy lists IT Hardware (including biomedical devices, electronics, cellular communications, and FAB) among its 14 thrust sectors. The Hyderabad-Bangalore-Chennai corridor is becoming India's primary semiconductor hub with major fab proposals and EMS clusters.
🇮🇳 National · India
Government of India's Electronics Component Manufacturing Scheme (ECMS) was approved in April 2025 with a ₹22,919 crore outlay, targeting 91,600 direct jobs. The India Semiconductor Mission has a ₹76,000 crore package with 10 approved projects nationally. PLI for Large Scale Electronics Manufacturing has driven mobile phone exports to nearly ₹2 lakh crore (8x growth).
🌐 Global · World Economy
PwC Megatrends 2025 highlights geoeconomic fragmentation accelerating semiconductor industrial restructuring. McKinsey identifies semiconductors among India's 18 high-growth arenas. Global chip wars (US CHIPS Act, EU Chips Act) are reshaping supply chains, with India positioning as a credible alternative to traditional Asian hubs.
📚 Sources cited
AP Industrial Development Policy 4.0 (2024-29), GoAP, November 2024Telangana Industrial Policy 2015 with sectoral sub-policiesElectronics Component Manufacturing Scheme (ECMS) Notification F.No.W/49/2024-IPHW, MeitY, April 2025India Semiconductor Mission (ISM), MeitY, 2021 + Cabinet approvals 2024-25PLI for Large Scale Electronics Manufacturing, MeitYMcKinsey 'India's Future Arenas' Report, June 2025PwC Megatrends 2025 Update, November 2025
03
T3 · GREEN-EVGreen Hydrogen, Renewable Energy & EV Mobility
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Andhra Pradesh has major solar parks and is part of India's renewable energy capacity build-out (28,416 MW total installed capacity, with substantial renewable share). AP Industrial Development Policy 4.0 lists Renewable Energy as a Propelling Sector. Greenko, headquartered in Hyderabad, is a natural anchor partner.
🌏 Regional · Telangana & South India
Telangana Clean Energy 2025 Policy targets 20 GW renewable capacity by 2030, with 4,800 MW solar and 2,400 MW hydro already installed. Telangana has rolled out 1,000+ electric buses and is scaling to 3,000 charging stations. Pumped storage and green hydrogen projects are expanding.
🇮🇳 National · India
National Green Hydrogen Mission targets 5 million tonnes of green hydrogen by 2030 (10 Mt with exports), with a ₹19,744 crore outlay. The cumulative value of India's green hydrogen market could reach $8 billion by 2030. ACC Battery PLI (₹18,100 cr) and Solar PV PLI (₹48,120 cr) are driving the clean energy industrial base. FAME-II continues to support EV adoption.
🌐 Global · World Economy
WEF Future of Jobs Report 2025 identifies green transition as a major macrotrend, creating 34 million additional jobs globally by 2030 in green sectors. Environmental Stewardship is in the top 10 growing skills. PwC Megatrends 2025 places climate change as the foundational megatrend reshaping every industry. Green skills demand globally grew 22% in 2022-23, outpacing supply.
📚 Sources cited
National Green Hydrogen Mission Document, MNRE, January 2023AP Industrial Development Policy 4.0 (2024-29), GoAPTelangana Clean Energy 2025 Policy, GoTPLI for ACC Battery Storage, MoHIPLI for High-Efficiency Solar PV Modules, MNRENITI Aayog 'Scenarios Towards Viksit Bharat — Industry Sector' Report, February 2026WEF Future of Jobs Report, January 2025PwC Megatrends 2025 Update, November 2025
04
T4 · PHARMA-LSPharmaceuticals, Biotech & Life Sciences
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Andhra Pradesh's Nakkapalli Bulk Drug Park (covering 2,001 acres at ₹1,877 cr investment) is scheduled for Phase 1 completion by March 2026, targeting ₹11,542 cr in total investments and 54,000 jobs. Pharmaceutical exports from AP stood at ₹24,298 cr (US$2.74 billion) in FY25. AP Industrial Development Policy 4.0 lists Pharmaceuticals as a Sustenance Sector.
🌏 Regional · Telangana & South India
Hyderabad is India's pharma capital with 1,800+ pharmaceutical manufacturing units and 1,400 technology companies employing nearly 10 lakh professionals. Telangana's Life Sciences sector secured $4.13 billion from 140+ projects in 2024, creating 51,000 jobs. The Telangana Life Sciences Policy 2026 focuses on cell & gene therapy, genomics, biologics, precision medicine, and advanced R&D.
🇮🇳 National · India
India's PLI for Bulk Drugs, Medical Devices, and Pharmaceuticals has driven cumulative pharma sales of ₹2.66 lakh crore (including exports of ₹1.70 lakh crore). The pharma sector transitioned from net importer (₹1,930 cr deficit in FY22) to net exporter (₹2,280 cr surplus in FY25). Domestic Value Addition reached 83.70% as of March 2025.
🌐 Global · World Economy
WEF Future of Jobs Report 2025 projects an 11 million healthcare worker shortage globally by 2030. PwC Megatrends 2025 identifies aging populations and demographic shifts as drivers of healthcare demand. McKinsey identifies pharma and life sciences among India's 18 high-growth arenas. O*NET Bright Outlook lists Medical & Health Services Managers among rapidly growing occupations.
📚 Sources cited
AP Industrial Development Policy 4.0 (2024-29), GoAPTelangana Life Sciences Vision 2030, GoTTelangana Life Sciences Policy 2026 (announced)PLI for Bulk Drugs, Pharmaceuticals, and Medical Devices, DoPIBEF State Reports — AP and Telangana, 2025WEF Future of Jobs Report, January 2025PwC Megatrends 2025 Update, November 2025McKinsey 'India's Future Arenas' Report, June 2025
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad has emerged as a major data centre hub with CtrlS's $1.15 billion AI data centre cluster and significant capacity build-out. The T-Fiber Grid initiative aims to deliver high-speed broadband to 83 lakh households across 33 districts. Data and cybersecurity roles are among the most-recruited at AP/TS GCC operations.
🌏 Regional · Telangana & South India
Telangana Industrial Policy explicitly includes IT/ITES, Data Centers, and Cybersecurity within its 14 thrust sectors. The state has positioned itself for the global data centre boom alongside Mumbai, Chennai, and NCR.
🇮🇳 National · India
India Stack (UPI, Aadhaar, DigiLocker, ONDC, Account Aggregator) represents one of the world's largest Digital Public Infrastructure deployments. India's Digital Personal Data Protection Act 2023 mandates new cybersecurity and data protection responsibilities across all sectors. CERT-In's six-hour breach reporting rule creates significant compliance demand.
🌐 Global · World Economy
Gartner Top Strategic Technology Trends 2026 lists Preemptive Cybersecurity, Confidential Computing, and AI Security Platforms among top 10 trends. Gartner forecasts preemptive cybersecurity will be 50% of all security spending by 2030. WEF identifies Networks & Cybersecurity in the top three fastest-growing skills. McKinsey projects India's cybersecurity spend share to grow to 4-6% of global IT budgets by 2030.
📚 Sources cited
Digital Personal Data Protection Act 2023, MeitY, August 2023India Stack / DPI Framework, MeitY (UPI, Aadhaar, DigiLocker, AA, ONDC)WEF Future of Jobs Report, January 2025Gartner Top Strategic Technology Trends 2026, October 2025McKinsey 'India's Future Arenas' Report, June 2025Telangana Industrial Policy + sectoral sub-policies
06
T6 · D2C-QCD2C, Quick Commerce & New-Age Retail
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad has a strong D2C startup ecosystem within T-Hub portfolio companies. AP Tourism Policy 2024-29 supports experience-economy growth that often intersects with D2C consumer brands. Quick commerce platforms (Swiggy Instamart, Zepto, Blinkit) have operational hubs in both AP and Telangana.
🌏 Regional · Telangana & South India
Young India Skills University (Hyderabad, established October 2024) explicitly includes e-commerce among its core skill areas. Bangalore-Hyderabad corridor leads India's D2C startup ecosystem.
🇮🇳 National · India
ONDC (Open Network for Digital Commerce) is reshaping Indian retail. McKinsey projects online retail will grow to 15-17% of total Indian retail by 2030, with quick and social commerce accounting for 25% in some categories. Bharat Trade Net (announced Budget 2025-26) provides digital trade infrastructure.
🌐 Global · World Economy
PwC 'Navigating the Value Shift' Report identifies consumer-facing domains as among the largest GVA opportunities ($9.82 trillion globally by 2035). WEF identifies E-commerce and Performance Marketing specialists among fastest-growing roles. O*NET lists Logistics and E-commerce Operations among Bright Outlook occupations.
📚 Sources cited
ONDC Framework, MeitY (operational since 2022)Bharat Trade Net (BTN) Announcement, Budget 2025-26, DGFTMcKinsey 'India's Future Arenas' Report, June 2025PwC 'Navigating the Value Shift' Report, July 2025WEF Future of Jobs Report, January 2025
07
T7 · FINTECHFinTech, Digital Lending & Embedded Finance
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Telangana hosts major operations of FinTech leaders including PhonePe, Razorpay, CRED, Slice, and Jupiter. The state's GCC hub status drives BBA hiring across FinTech product, operations, risk, and compliance functions. Vijayawada-AP increasingly serves as a FinTech back-office hub.
🌏 Regional · Telangana & South India
Telangana Industrial Policy supports FinTech ecosystem development. The Hyderabad-Bangalore-Mumbai FinTech corridor concentrates most of India's high-value FinTech employment.
🇮🇳 National · India
UPI processed over 200+ billion transactions in 2024-25, making India the world leader in real-time digital payments. RBI's Digital Lending Guidelines (2022, updated 2024), the Account Aggregator Framework, and the Digital Rupee CBDC pilot are reshaping the FinTech landscape. GIFT City IFSC offers cross-border FinTech opportunities.
🌐 Global · World Economy
WEF Future of Jobs Report 2025 identifies FinTech Engineer as a top-growing role globally. McKinsey identifies FinTech among India's 18 high-growth arenas. O*NET lists Financial Risk Specialists and FinTech roles among Bright Outlook occupations with rapid growth projections.
📚 Sources cited
RBI Digital Lending Guidelines, 2022 (updated 2024)Account Aggregator Framework, RBIUPI / India Stack Framework, NPCI / MeitYDigital Rupee CBDC Pilot, RBIGIFT City IFSC Framework, IFSCAWEF Future of Jobs Report, January 2025McKinsey 'India's Future Arenas' Report, June 2025
08
T8 · IB-CAPInvestment Banking, M&A & Capital Markets
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad has emerged as a significant GCC hub for global investment banks (Goldman Sachs, JPM, Morgan Stanley, Citi back-offices), generating direct BBA hiring demand for analyst and associate roles. Vijayawada-AP family office ecosystem and growing wealth concentration create regional capital markets demand.
🌏 Regional · Telangana & South India
TS as the GCC hub for IB back-office and analytics functions has the highest density of capital markets-related employment in southern India. Bangalore-Mumbai corridor provides the broader regional pipeline.
🇮🇳 National · India
SEBI's regulatory reforms, GIFT City IFSCA framework, expansion of AIF Cat I/II/III, growing PE/VC activity, and India's emergence as a major M&A market all drive demand. PwC's 28th Annual CEO Survey shows 40% of India CEOs entered new sectors in past five years through M&A and reinvention.
🌐 Global · World Economy
McKinsey 'India's Future Arenas' projects strong continuing M&A and PE/VC growth. WEF identifies Investment & Financial Services Specialists among top growing occupations. Global capital markets are undergoing digital transformation creating new advisory needs.
📚 Sources cited
SEBI Regulatory Frameworks (Takeover Code, AIF Regulations, IPO Reforms)GIFT City IFSCA FrameworkRBI FEMA Guidelines on Cross-Border M&APwC 28th Annual Global CEO Survey, January 2025McKinsey 'India's Future Arenas' Report, June 2025WEF Future of Jobs Report, January 2025
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad has become a major hub for global strategy consulting firm GCCs (McKinsey, BCG, Bain back-offices, EY-Parthenon, Deloitte Strategy). These firms hire BBA graduates as Business Analysts at scale. AP's MSME advisory ecosystem under MSME Policy 4.0 creates additional consulting demand.
🌏 Regional · Telangana & South India
Bangalore-Hyderabad-Chennai-Mumbai consulting corridor accounts for the bulk of MBB and Big 4 strategy hiring in India.
🇮🇳 National · India
NITI Aayog functions as the apex government strategy consulting body. Viksit Bharat 2047 strategy formulation across sectors creates significant national-level strategy demand. India CEO Survey shows strategic reinvention as core CEO agenda.
🌐 Global · World Economy
McKinsey 'India's Future Arenas' Report itself is a canonical strategy artifact. PwC CEO Survey shows strategic reinvention as the universal CEO agenda. O*NET lists Management Analysts (Consultants) among Bright Outlook occupations with 75,000+ openings projected (2024-2034).
📚 Sources cited
NITI Aayog Viksit Bharat 2047 Strategic FrameworkMcKinsey 'India's Future Arenas' Report, June 2025 (canonical artifact)PwC 28th Annual Global CEO Survey, January 2025O*NET Bright Outlook Occupations, 2024-2034 BLS ProjectionsAP MSME & Entrepreneur Development Policy 4.0 (2024-29)
10
T10 · SMART-MFGSmart Manufacturing & Industry 4.0
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
AP Industrial Development Policy 4.0 identifies Auto Components and Electronics Manufacturing as Propelling Sectors. AP and Telangana host significant manufacturing clusters (auto, defence, aerospace). Major recruiters: Tata Group manufacturing, Mahindra, Ashok Leyland, Bharat Forge.
🌏 Regional · Telangana & South India
The Hyderabad-Chennai-Bengaluru-Pune corridor is among India's densest industrial hiring zones. Telangana Industrial Policy lists Automobile, Auto Components, and Aerospace among its 14 thrust sectors.
🇮🇳 National · India
PLI for Automobiles & Auto Components has attracted ₹67,690 cr in committed investments (₹14,043 cr realized by March 2024, generating 28,884+ jobs). PLI for Specialty Steel (₹6,322 cr) and Drones & Drone Components (₹120 cr) extend the industrial PLI footprint. National Manufacturing Mission framework supports India as a global manufacturing hub. NITI Aayog's industry decarbonisation roadmap addresses green manufacturing.
🌐 Global · World Economy
Gartner 2026 Top Trends lists Physical AI (robotics, autonomous systems) as a major enterprise priority. McKinsey projects India's robot density to double in 5 years and identifies the $101 billion industrial automation market opportunity. WEF identifies Robotics and Autonomous Systems Engineers among the fastest-growing roles globally.
📚 Sources cited
AP Industrial Development Policy 4.0 (2024-29), GoAPTelangana Industrial Policy + Automobile/Auto Component sub-policiesPLI for Automobiles & Auto Components, MoHIPLI for Specialty Steel, MoSNational Manufacturing Mission framework, DPIITNITI Aayog 'Scenarios Towards Viksit Bharat — Industry Sector', February 2026Gartner Top Strategic Technology Trends 2026McKinsey 'India's Future Arenas' Report, June 2025
11
T11 · DEF-AERODefence, Aerospace & Space Business
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Telangana hosts a strong aerospace cluster, winning the 'Best State Award for Aerospace' in 2024 and hosting Aeromart Hyderabad 2024 with 200+ companies from 15 countries and 3,500+ B2B meetings. AP has defence corridor extensions. Hyderabad is home to Bharat Dynamics Ltd (BDL), Bharat Electronics Ltd (BEL) operations, and multiple DRDO labs.
🌏 Regional · Telangana & South India
South India is becoming a key defence and aerospace hub with Hyderabad, Bengaluru, and Chennai forming the regional industrial backbone. Tata Advanced Systems, L&T Defence, and Adani Defence have major operations across the region.
🇮🇳 National · India
Defence Production Policy 2018 and Indian Space Policy 2023 (privatising the space sector) have opened up the sector to private participation. Defence imports have dropped from heavy dependence to 35%. India's defence market is projected at $40-50 billion by 2030, with exports targeted at $6 billion by 2029-30. India aims to capture 8% of the global space economy by 2033, with 200+ space startups and $450 million in investments from 2021-24.
🌐 Global · World Economy
McKinsey identifies defence and space among India's 18 high-growth arenas. PwC Megatrends 2025 highlights geoeconomic fragmentation accelerating defence demand globally. WEF identifies space and defence industry roles among growing occupations.
📚 Sources cited
Defence Production Policy 2018, MoDIndian Space Policy 2023, DoS / ISROTelangana Industrial Policy (Aerospace & Defence sub-policy)DPP — Defence Acquisition Procedure 2020McKinsey 'India's Future Arenas' Report, June 2025PwC Megatrends 2025 Update, November 2025
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
AP Tourism Policy 2024-29 grants 'Industry Status' to tourism and hospitality across all segments, with customised incentives for Mega and Ultra Mega projects. AP signed an MoU with Vietnam Travel Association in September 2025 to boost Buddhist Circuit tourism from Southeast Asia.
🌏 Regional · Telangana & South India
Telangana Tourism is one of the listed thrust sectors in the state industrial policy. South India's tourism corridor (AP-TS-Karnataka-Kerala-Tamil Nadu) is among India's most diversified tourism markets.
🇮🇳 National · India
Ministry of Tourism's Swadesh Darshan 2.0 and PRASHAD schemes are reshaping Indian tourism. Visa-on-arrival expansion and Buddhist circuit development create new sector opportunities. India's tourism sector is a $170 billion market growing at 12-14% CAGR.
🌐 Global · World Economy
McKinsey identifies tourism among India's high-growth arenas, with outbound Indian tourist spending projected to reach $89 billion by 2027. PwC Megatrends notes demographic shifts (aging populations in developed economies, growing middle class in India) driving the experience economy. O*NET lists Hospitality Managers among Bright Outlook occupations.
📚 Sources cited
AP Tourism Policy 2024-29, GoAPAP–Vietnam Travel Association MoU, September 2025Swadesh Darshan 2.0 and PRASHAD Schemes, Ministry of TourismMcKinsey 'India's Future Arenas' Report, June 2025PwC Megatrends 2025 Update, November 2025
13
T13 · BFSIBanking, Financial Services & Insurance
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad-Vijayawada-Visakhapatnam corridor hosts major Indian banking + insurance operations: HDFC Bank + ICICI Bank + Axis Bank + Kotak Mahindra regional HQs, plus growing fintech hubs (PhonePe HQ Bangalore with major Hyderabad operations, Razorpay engineering in Bangalore + Hyderabad). Andhra Pradesh has 4,000+ bank branches across public + private sector banks. BFSI hiring of BBA graduates continues at scale — relationship managers, credit analysts, branch banking, insurance + AMC roles.
🌏 Regional · Telangana & South India
South India (Karnataka, Telangana, Tamil Nadu, Andhra Pradesh, Kerala) is India's BFSI back-office + technology hub. Bangalore + Hyderabad host BFSI Global Capability Centres for Citi, JPMorgan, Goldman Sachs, Deutsche Bank, HSBC, Standard Chartered. Indian BFSI sector employs 2M+ professionals directly, with South India housing ~40% of BFSI tech talent.
🇮🇳 National · India
Indian BFSI sector ~$280B (2024) growing 12-15% annually. RBI projects banking system credit growth at 13-15% in FY25-26. IRDAI insurance penetration target of 4.3% by 2030 (from 4.0% currently). SEBI's mutual fund industry crossed ₹70 lakh cr AUM in 2025. Fintech sector: 100+ unicorns, $50B+ valuation. Government's Digital Public Infrastructure (UPI, Aadhaar, ONDC, OCEN) creates unique Indian BFSI advantages globally.
🌐 Global · World Economy
PwC Asset Management 2030 projects global AUM reaching $147 trillion by 2030. BIS reports fintech investment ~$210B globally. Indian BFSI talent increasingly serves global firms via GCCs — Goldman Sachs Bangalore + Hyderabad, JPMorgan India, Citi India each employ 30,000-50,000+ professionals serving global operations.
T14 · IT-SVCIT Services, IT Consulting & Global Capability Centres
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad + Bangalore + Pune + Chennai together host India's $254B IT services + GCC industry. Hyderabad GCC ecosystem alone has 250+ GCCs employing 200,000+ professionals serving global enterprises (Microsoft, Google, Amazon, Apple, Goldman Sachs, JPMorgan, Wells Fargo). Indian IT services firms (TCS, Infosys, Wipro, HCL, Tech Mahindra, LTIMindtree, Mphasis) hire 100,000+ BBA graduates annually for business analyst, consultant, project coordinator + sales roles.
🌏 Regional · Telangana & South India
South India dominates Indian IT services: Bangalore ($120B+ IT exports), Hyderabad ($80B+), Chennai ($45B+), Visakhapatnam emerging. Telangana + Andhra Pradesh focused investments creating Tier-2 IT hubs (Visakhapatnam, Vijayawada, Tirupati). Indian GCCs forecast to reach 2,400+ centres + 2.8M employees by 2030 (NASSCOM).
🇮🇳 National · India
Indian IT services + GCC industry $254B (FY25), growing 6-8% annually. NASSCOM projects $350B+ by 2030. India hosts 1,800+ GCCs employing 1.9M+ professionals. AI transformation reshaping IT services: TCS Mfdf, Infosys Topaz, Wipro AI360, HCL AI Force, Tech Mahindra Project Indus + AI-augmented delivery. Indian IT services AI revolution creates demand for AI-fluent business managers + product managers.
🌐 Global · World Economy
Global IT services market $1.5 trillion (Gartner). Global Capability Centres growing 11-13% annually. AI-augmented services + offshore delivery models reshaping global enterprise IT. India remains world's #1 IT outsourcing destination + #1 GCC destination. BBA graduates entering Indian IT services build careers serving Fortune 500 globally.
📚 Sources cited
NASSCOM Strategic Review 2025NASSCOM Global Capability Centres Report 2025Gartner Worldwide IT Spending Forecast 2025McKinsey 'India's Future Arenas' Report, June 2025Government of India IT Services Export Statistics 2024-25Telangana ITE&C IT Industry Report 2025Andhra Pradesh IT Policy 2024-29
15
T15 · AGRI-MGTAgri Management, Agri-Tech & Food Business
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Andhra Pradesh is India's #1 producer of rice, cocoa, eggs, mango, papaya, and lemon. Telangana leads in cotton + maize + chillies. AP-Telangana host major agri-business hubs: ITC Agri Business HQ (cluster operations), Olam India, Cargill India, Heritage Foods. Agri-tech startups Indian ecosystem (DeHaat, Ninjacart, AgroStar) increasingly present in AP-Telangana. BBA graduates in agri-business roles: procurement, supply chain, farmer relations, agri-finance, FMCG-agri.
🌏 Regional · Telangana & South India
South India contributes 35%+ of India's agri-output. Andhra Pradesh + Karnataka + Tamil Nadu + Telangana lead in horticulture, dairy, aquaculture, food processing. Indian Farmer Producer Organizations (FPOs) — 7,000+ active, target 10,000 — concentrated in South India. Regional food processing parks (Mega Food Parks Scheme, AP-Telangana) driving value addition.
🇮🇳 National · India
Indian agriculture + food sector ~$500B economy, employing 45% of workforce. India is world's #2 producer of food grains, fruits, vegetables; #1 in milk, pulses, jute. Food processing industry growing 11-12% annually. PLI Food Processing Scheme ₹10,900 cr. PM-KISAN, Agriculture Infrastructure Fund (₹1 lakh cr), Mission for Integrated Development of Horticulture creating opportunities. Agri-tech sector reached $1.3B funding (2024).
🌐 Global · World Economy
FAO projects global food demand to grow 60% by 2050. Climate-smart agriculture + food security are top global priorities. India positioned as world's food-bowl: agri exports $50B target by 2027. Indian agri-tech (DeHaat, Ninjacart, Cropin) expanding to Southeast Asia + Africa. Sustainable + traceable food supply chains creating premium global market opportunities for Indian agri-business.
📚 Sources cited
Ministry of Agriculture & Farmers Welfare Annual Report 2024-25Ministry of Food Processing Industries PLI Scheme Report 2025NABARD Annual Report 2024-25NASSCOM Indian Agritech Report 2025FAO State of Food Security Report 2024Andhra Pradesh Agriculture Department Reports 2024-25Telangana Rythu Bandhu + Agriculture Policy 2025
16
T16 · MEDIA-ENTMedia, Events & Entertainment Management
CONVERGENCE TEST local · regional · national · global
📍 Local · AP / Vijayawada / Hyderabad
Hyderabad-AP hosts India's largest film production ecosystem: Telugu film industry (Tollywood) produces 250+ films annually with ₹4,000+ cr revenue. Ramoji Film City (Hyderabad) is world's largest film studio complex (1,666 acres). Telugu OTT + content platforms (Aha, ZEE5 Telugu, Disney+Hotstar Telugu) growing rapidly. Hyderabad event-management ecosystem hosts global tech + business events (T-Hub, WEF outreach, global summits).
🌏 Regional · Telangana & South India
South India dominates Indian regional content: Tamil, Telugu, Kannada, Malayalam film industries collectively generate ₹15,000+ cr. Bangalore + Hyderabad lead in OTT engineering + content technology. Tamil Nadu + Karnataka + Telangana host major event management agencies + sports business operations (IPL teams: RCB, CSK, SRH).
🇮🇳 National · India
Indian Media & Entertainment industry ₹2.5 lakh cr (FY25), forecast ₹4 lakh cr by 2030 (FICCI-EY). Film, broadcast TV, digital media, animation + VFX, gaming, events all growing double-digit. Indian gaming industry $5B (2024) → $10B+ by 2027. Indian sports business ₹15,000 cr (IPL alone ₹10,000 cr). Creator economy $5B → $12B+ by 2030 (Bain).
🌐 Global · World Economy
Global M&E industry $2.8 trillion (PwC). Streaming + gaming + creator economy reshaping global content consumption. India positioned as #1 content + animation + VFX exporter (Disney, Marvel, Netflix outsourcing). Indian films + OTT increasingly global (RRR, SS Rajamouli films, Telugu content global growth). Indian event management firms expanding internationally.
📚 Sources cited
FICCI-EY Indian Media & Entertainment Industry Report 2025PwC Global Entertainment & Media Outlook 2025-29Bain Indian Creator Economy Report 2024Telangana Film Development Corporation Report 2025Andhra Pradesh Tourism + Entertainment Policy 2024-29FICCI Frames Indian Media + Sports Industry Reports 2025Government of India Animation, Visual Effects, Gaming, Comics (AVGC) Promotion Task Force Report
03
Course × Thrust mapping
Every course is tagged for its contribution to each thrust area: P = Primary, S = Strong support, T = Touch-point, blank = no coverage. Scroll horizontally on small screens.
P Primary
S Strong
T Touch
· None
Category
Course
Trim
T1 AI-AGENT
T2 SEMI-ELEC
T3 GREEN-EV
T4 PHARMA-LS
T5 DATA-CYBER
T6 D2C-QC
T7 FINTECH
T8 IB-CAP
T9 STRAT-CONS
T10 SMART-MFG
T11 DEF-AERO
T12 TOUR-EXP
T13 BFSI
T14 IT-SVC
T15 AGRI-MGT
T16 MEDIA-ENT
▸ Foundation
Foundation
F1 · Microeconomics for Business Decisions
T1
T
S
S
T
T
S
T
T
S
S
T
T
S
S
S
S
Foundation
F2 · Macroeconomics & Global Markets
T3
T
S
S
T
T
T
S
S
S
S
S
T
P
S
S
S
Foundation
F3 · Financial Accounting & Corporate Reporting
T2
T
S
S
S
T
S
S
P
S
S
T
T
P
S
S
S
Foundation
F4 · Management & Cost Accounting for Decisions
T3
T
P
T
S
T
S
T
S
S
P
S
S
S
S
S
S
Foundation
F5 · Business Ethics, ESG, Law & Regulatory Compliance
T9
T
T
P
S
S
S
S
S
S
S
S
T
P
S
S
S
Foundation
F6 · Business Environment & Perspectives of Management
T2
S
P
P
P
T
S
S
T
S
P
P
S
S
S
S
S
▸ Mathematics
Mathematics
M1 · Calculus & Linear Algebra for Business
T1
P
T
T
T
P
T
S
S
S
T
T
T
S
P
T
T
Mathematics
M2 · Statistics & Probability for Business
T2
P
T
T
S
P
S
S
S
P
S
T
T
P
P
S
S
▸ Communication
Communication
C1 · Business Communication: Speaking & Writing
T1
T
T
T
T
T
T
T
S
S
T
T
S
S
S
T
S
Communication
C2 · Negotiation & Executive Communication
T4
T
S
S
S
T
S
S
P
P
S
S
S
P
P
S
P
Communication
C3 · Foreign Language for Global Business
T3
T
T
T
T
T
T
T
T
T
T
T
S
S
S
T
S
▸ Tech Core
Tech Core
D1 · Python Programming for Business
T1
P
T
T
T
P
T
S
S
S
S
T
T
P
P
T
T
Tech Core
D2 · Data Engineering: SQL, Warehousing & Pipelines
How well does the 30-course core curriculum cover the 16 thrust areas? Every core course is tagged Primary, Secondary, or Tertiary against every thrust. This dashboard turns those 480 tags into coverage and depth metrics — revealing which thrusts the foundation+core layer handles strongly and which depend on Professional Electives and Sectoral Specializations.
132
Primary mappings
8.2 P per thrust on average
233
Secondary mappings
Reinforced exposure
115
Tertiary mappings
Awareness-level touch
100%
Universal coverage
Every thrust touched by all 30 core courses at some level
Thrust depth by family
Bars show Primary / Secondary / Tertiary mapping counts (out of 30 core courses). Avg-depth score uses P=3, S=2, T=1 weighting — higher means the average core course engages the thrust more substantively.
Tech & Data3 thrusts
T1
AI
P 10S 11T 9
2.03avg
T5
Data Engineering
P 9S 10T 11
1.93avg
T14
IT Services
P 11S 18T 1
2.33avg
Industry & Energy5 thrusts
T2
Semiconductors
P 7S 10T 13
1.8avg
T3
Green Hydrogen
P 6S 12T 12
1.8avg
T10
Smart Manufacturing
P 7S 18T 5
2.07avg
T11
Defence
P 5S 13T 12
1.77avg
T15
Agri Management
P 1S 22T 7
1.8avg
Finance & Strategy4 thrusts
T7
FinTech
P 11S 12T 7
2.13avg
T8
Investment Banking
P 8S 15T 7
2.03avg
T9
Strategy Consulting
P 14S 15T 1
2.43avg
T13
Banking
P 12S 17T 1
2.37avg
Consumer & Experience4 thrusts
T4
Pharmaceuticals
P 9S 15T 6
2.1avg
T6
D2C
P 11S 12T 7
2.13avg
T12
Tourism
P 7S 12T 11
1.87avg
T16
Media
P 4S 21T 5
1.97avg
Top 5 most-anchored thrusts
Thrusts the core curriculum trains most deeply — these are the strongest entry-level pitches for placement.
T7FinTech, Digital Lending & Embedded Finance11 P2.13 avg
T14IT Services, IT Consulting & Global Capability Centres11 P2.33 avg
Thrusts that depend on PEs & Sectoral Specializations
The core+foundation layer covers these thrusts at awareness or reinforcement level. Students who target placements in these sectors must pick the matching Professional Elective track and Sectoral Specialization for depth.
T127 P
Tourism, Hospitality & Experience Economy
avg depth 1.87 · 12 S · 11 T
T36 P
Green Hydrogen, Renewable Energy & EV Mobility
avg depth 1.8 · 12 S · 12 T
T115 P
Defence, Aerospace & Space Business
avg depth 1.77 · 13 S · 12 T
T164 P
Media, Events & Entertainment Management
avg depth 1.97 · 21 S · 5 T
T151 P
Agri Management, Agri-Tech & Food Business
avg depth 1.8 · 22 S · 7 T
!
Reading this dashboard: "P" (Primary) means the course is built around that thrust; "S" (Secondary) means it reinforces it; "T" (Tertiary) means it's covered at awareness level. The core curriculum deliberately invests P-depth in Strategy Consulting (T9), BFSI (T13), IT Services (T14), and FinTech (T7) because over 60% of placements historically land in those four sectors. Thinner thrusts like Defence (T11) and Agri (T15) are designed to be activated through the matching PE track + S4 / S8 Sectoral Specialization rather than carried by the foundation.
Industry & Pay Map
Where it leads
Seven domains ranked by pay, then eight specialisation tracks engineered around those domains — with recruiter tiers, six-rung pay ladders, four-layer skill pyramids, and a sectoral overlay that adds 10–30% to entry pay.
01
Domains of knowledge, ranked by pay
Seven primary domains organise the 92 courses by the careers they lead to; seven supporting domains feed them. The primary seven are ordered by realistic pay potential for a BBA graduate — entry CTC, five-year median, and ten-year ceiling — calibrated against 2026 hiring data.
📊 Entry CTC midpoint · seven primary domains
Bar length = entry-pay midpoint for a BBA graduate in the domain's flagship roles. Finance leads on both pay and consistency.
01
Finance & Capital Markets
₹ 25L mid
02
Strategic Management & Consulting
₹ 24L mid
03
Business Analytics & Decision Intelligence
₹ 22L mid
04
Entrepreneurship & Venture Building
₹ 20L mid
05
Marketing & Brand Management
₹ 18L mid
06
Operations, Supply Chain & Logistics
₹ 11.5L mid
07
Human Resources & People
₹ 9L mid
Operations and HR sit lower here because we report direct placement pay. Their highest-pay crossover paths — Operations via the Strategy Track, HR via People Analytics — land in the top tiers.
Seven primary domains
Each card shows the domain's pay band, top recruiter cluster, and the full course delivery sequence (click to expand). Course order within a domain reflects delivery sequence, not pay.
01
Finance & Capital Markets
14 courses · 3 tracks
Highest pay × highest consistency. Every graduate of the three Finance tracks lands in a high-pay role.
Entry CTC
₹15–35 LPA
5-Year median
₹50L–2cr
Ceiling (10y+)
₹1–5cr+
Top recruiter cluster
Goldman Sachs · Morgan Stanley · JPMorgan · Razorpay · Jane Street · WorldQuant · Tower Research
Course delivery sequence (14)
Trim
Code
Acr
Course
Role
Prereqs
T4
E1
CFIN
Corporate Finance
Universal anchor
FACR
T5
E2
ICAP
Investments & Capital Markets
Universal anchor
CFIN
T6
T1-PE1
FMOD
Financial Modelling, Valuation & Pitchbook Craft
IB Track
CFINICAP
T6
T2-PE1
PAYS
Payments Infrastructure, UPI & India Stack
FinTech & Digital Banking Innovation Track
CFIN
T6
T8-PE1
MIST
Market Microstructure & Order Books
Algo Track
ICAP
T7
T1-PE2
MALB
Mergers, Acquisitions & Leveraged Buyouts
IB Track
CFINICAP
T7
T1-PE3
EQRE
Equity Research, Industry Analysis & Coverage
IB Track
CFINICAP
T7
T2-PE2
DLEN
Digital Lending, Credit Underwriting & BNPL
FinTech & Digital Banking Innovation Track
CFINSTPR
T7
T2-PE3
NEOB
Neo-Banking, BaaS & Embedded Finance
FinTech & Digital Banking Innovation Track
CFIN
T7
T8-PE2
QSTA
Quantitative Strategies & Statistical Arbitrage
Algo Track
STPRICAPMIST
T7
T8-PE3
ALEX
Algorithmic Execution, Backtesting & Risk
Algo Track
PYTHMIST
T8
T1-PE4
PEVC
Private Equity, Venture Capital & Growth Capital
IB Track
CFINICAP
T8
T2-PE4
FPGT
FinTech Product Mgmt, GTM & Founder Economics
FinTech & Digital Banking Innovation Track
PAYSBMDT
T8
T8-PE4
CRYP
Crypto, Derivatives & Cross-Asset Systems
Algo Track
ICAP
02
Strategic Management & Consulting
6 courses · 1 track
MBB Associate Consultant, Big 4 strategy, in-house corporate development. Pay scales with the prestige of the firm and the move to Manager/Principal.
HUL · P&G · Nestlé · Marico · Mamaearth · Nykaa · Asian Paints · WPP · Performance agencies
Course delivery sequence (7)
Trim
Code
Acr
Course
Role
Prereqs
T2
E3
MKTG
Marketing Management
Universal anchor
—
T5
E4
CBBS
Consumer Behaviour & Brand Strategy
Universal anchor
MKTG
T6
T4-PE1
BRAN
Brand Strategy, Positioning Architecture & Naming
Brand Track
MKTGCBBS
T7
T4-PE2
PRMK
Performance Marketing, Growth Loops & CAC-LTV
Brand Track
MKTG
T7
T4-PE3
CNTC
Content, Creator Economy & Owned-Channel
Brand Track
MKTG
T8
T4-PE4
CATD
Category Design & New Market Creation
Brand Track
MKTGCBBS
T9
OE2
UXUI
UX/UI Design & Product Experience Strategy
Open elective
—
06
Operations, Supply Chain & Logistics
2 courses · No dedicated track
No dedicated track in Y26 — students who want pure Ops careers pair these two core courses with the Smart Mfg sector + the Operations Transformation PE in the Strategy track.
Entry CTC
₹8–15 LPA
5-Year median
₹20–35 LPA
Ceiling (10y+)
₹40–60 LPA
Top recruiter cluster
Maersk · DHL · Tata Steel · Reliance · ITC · Mahindra · Mfg ops practice at Big 4
Course delivery sequence (2)
Trim
Code
Acr
Course
Role
Prereqs
T4
E5
OPER
Operations & Production Management
Universal anchor
—
T5
E6
LSCM
Logistics & Supply Chain Management
Universal anchor
OPER
07
Human Resources & People
2 courses · No dedicated track
No dedicated track. The People Analytics intersection (E7 + Domain 03) is where the upper end is — pure HR generalist roles cap lower.
Entry CTC
₹6–12 LPA
5-Year median
₹15–25 LPA
Ceiling (10y+)
₹40–60 LPA
Top recruiter cluster
Mercer · AON · Deloitte HR · HRBP at IT majors · Comp & Ben at financial services
Course delivery sequence (2)
Trim
Code
Acr
Course
Role
Prereqs
T1
E7
ORGB
Organisational Behaviour & People Analytics
Universal anchor
—
T5
E8
HRMG
HRM & Talent Strategy
Universal anchor
ORGB
Seven supporting domains
These don't drive direct placement domains but every primary domain depends on them. They contain the foundational, technical, and integrative courses — including sectoral overlays and the experiential layer.
08
Economics & Quantitative Foundations
4 items
Feeds → Finance, Analytics, Strategy, Operations
F1 · Microeconomics for Business Decisions
M1 · Calculus & Linear Algebra
M2 · Statistics & Probability
F2 · Macroeconomics & Global Markets
09
Accounting & Reporting
2 items
Feeds → Finance (mandatory prereq)
F3 · Financial Accounting & Corporate Reporting
F4 · Management & Cost Accounting
10
Technology Toolchain
5 items
Feeds → All primary domains; Analytics most heavily
A student's chosen sectoral typically adds 10–30% to entry pay when aligned with a recruiter's vertical need.
04
Open elective combinations
Three OEs offered; each student picks any two. The combination signals a role profile — Maker, Builder-Defender, or Designer-Defender.
05
Consolidated pay map
All 8 tracks · entry · 3-year · 5-year · differentiator skill · top recruiter cluster.
Curriculum
Curriculum architecture
The 92-course inventory laid out across 11 trimester windows, governed by the LTPS credit model. Each trimester respects the 13–16 cr / ≤28 CH load limits; the 3-year programme totals 125 credits per student. An optional Year 4 Honors track adds 40 credits.
01
The LTPS credit model
Every academic course's credits derive from its weekly contact hours, split across Lecture (L), Tutorial (T), Practical (P), and Skill (S). Three rules, consistently applied.
BFSI Landscape — Value Chains, Players, Economics & Regulation
Sectoral · BFSI
0-0-0-0
0
0
—
SS7A
ITSL
IT Services & Consulting Landscape — Value Chains, Players, Economics & Regulation
Sectoral · IT Services & Cons
0-0-0-0
0
0
—
SS8A
AGRL
Agri & Food Business Landscape — Value Chains, Players, Economics & Regulation
Sectoral · Agri & Food Busine
0-0-0-0
0
0
—
SS9A
MEDL
Media, Events & Entertainment Landscape — Value Chains, Players, Economics & Regulation
Sectoral · Media, Events & En
0-0-0-0
0
0
—
TRIMESTER TOTAL — 2 items
12
2
03
Year 2 · functional depth
T4–T6 deliver finance, marketing, operations, people, analytics, and the tech stack. Year 2 ends with the first PE — students enter their specialisation track in T6.
Open electives let students layer one extra skill profile (Maker, Designer, or Defender) onto their track. 2 credits each.
OE1 · T8/T9
AI Product Building & No-Code MVP Development
Builder · maker workshop · ship a working AI MVP
LTPS 0-3-0-0CH 3Cr 2
OE2 · T9
UX/UI Design & Product Experience Strategy
Designer · craft & critique product experiences
LTPS 0-3-0-0CH 3Cr 2
OE3 · T8/T9
Cybersecurity, Digital Trust & Risk Management for Business Leaders
Defender · risk & trust for business leaders
LTPS 0-3-0-0CH 3Cr 2
Optional · Year 4
BBA Honors
An optional fourth year that pairs a full-time corporate internship with a second specialization. Adds 40 credits to the 3-year BBA.
3-year BBA
125
credits
Year 4 Honors
+40
credits
BBA (Honors)
165
credits
What you do in Year 4
Component
Credits
S1Semester 1
Corporate Internship - 1
Full-semester placement with paired faculty + corporate mentors.
14
Alternate Specialization · PE-1 + PE-2
First two professional electives in a track different from your Years 2-3 specialization.
6
S2Semester 2
Corporate Internship - 2
Continued or new placement. Conversion to full-time offers is common.
14
Alternate Specialization · PE-3 + PE-4
Completes all four professional electives of the alternate specialization.
6
Year 4 total
40
⟶
The Year 4 specialization must be different from the one chosen in Years 2-3. Graduates leave with depth in two specializations and twelve months of corporate experience.
06
Complete course catalog
All 92 items with their LTPS structure, contact hours, credits, and prerequisites. Each course has a 4-letter acronym shown alongside its code; prerequisites are listed by acronym. Use search and filter to narrow.
Acr 4-letter acronym, used to identify prerequisitesPrereqs Specified only when the prior course is genuinely required to follow this one— No prerequisite needed
All electives in one place, grouped by stream. 8 placement-aligned specialization tracks (32 courses, 32 with full detail pages built so far), 9 sectoral specializations (18 modules), 3 open electives, and 4 foreign language options (3 on-campus, 1 online).
Click any course marked Open course detail to read the full course page. Courses marked Catalog only are listed but their full detail pages have not yet been built.
01
The four streams
A student builds depth through one Specialization (4 courses across T6 to T8), industry context through one Sectoral Specialization (2 modules in Summer 1 and Summer 2), breadth through 2 of 3 Open Electives, and a global edge through 1 Foreign Language Elective.
Each specialization is a 4-course track engineered around one placement domain. Courses span T6 to T8, with progressively deeper craft and capstone-style application. Track choice locks in T5 Week 1 with a written commitment plus 2 backup tracks.
A 2-module sectoral overlay taken in Summer 1 and Summer 2 layered on top of the chosen Specialization. Adds 10 to 30 percent on entry pay for recruiters in the chosen sector, and signals industry fluency at the application stage. Each sector is anchored to one or more thrust areas, taught by faculty with proven industry experience, and culminates in a sector-specific deliverable that can be cited in the placement profile.
India's pharma exports are a top global supplier and healthcare delivery is undergoing rapid digital transformation. Graduates fluent in pharma value chains, hospital operations, and regulatory pathways command sector-premium offers.
Top recruiters
Apollo HospitalsSun PharmaDr Reddy's LaboratoriesManipal HospitalsCiplaIQVIAMcKinsey Healthcare practiceBCG Health practicePractoPharmEasyTata 1mg
Thrust alignment
T4 · Pharmaceuticals, Biotech & Life Sciences
SS1A
Healthcare & Pharma Landscape
Value Chains, Players, Economics & Regulation
Summer 1
What students learn
Indian pharma value chain — API manufacture, formulations, biosimilars, branded generics
Mock interviews with practitioner faculty — 4 sessions, real cases from Apollo, Sun, Cipla
Sectoral deliverable
Internship-ready capstone: 6-week field shadow at partnered hospital or pharma plant + reflective dossier + manager evaluation
S2
Semiconductor & Electronics
+20-30% over base BBA offer
India is targeting USD 500B electronics manufacturing by 2030 with semiconductor fabs in Gujarat & AP. BBA graduates with sector-fluency in fab economics, supply chains, and IndAS-compliant capex modelling are in acute short supply.
Top recruiters
Foxconn IndiaTata ElectronicsVedanta-FoxconnMicron IndiaDixon TechnologiesSPEL SemiconductorBharat ForgeApplied MaterialsLam Research IndiaGMR
Industry visits — minimum 2 cleanroom or EMS-line visits, AP semicon cluster
Sectoral deliverable
Operations capstone: cost-down exercise on a real BOM from partnered EMS firm, present to senior procurement panel
S3
Green Energy & EV
+15-30% over base BBA offer
India's 500GW renewable target and 30% EV penetration by 2030 will create over 10 million new sector roles. BBA graduates fluent in PPA economics, battery supply chains, and EV unit economics enter at sectoral premium.
Top recruiters
Tata PowerAdani GreenReNew PowerOla ElectricAther EnergyTVS Motor (EV)Mahindra ElectricGreenkoReliance New EnergyJSW EnergyAmara Raja Batteries
Thrust alignment
T3 · Green Hydrogen, Renewable Energy & EV Mobility
SS3A
Green Energy & EV Landscape
Value Chains, Players, Economics & Regulation
Summer 1
What students learn
India's energy mix transition — coal phase-down, RE auctions, hybrid PPAs
EV ecosystem — 2W, 3W, 4W, commercial — unit economics, TCO comparison vs ICE
Carbon accounting and Scope 1/2/3 reporting basics
Site visits — at least one solar farm or EV manufacturing facility
Sectoral deliverable
Charging network design: launch plan for 50 stations in a Tier-1 city with site selection, capex schedule, payback
S4
Smart Manufacturing & Defence
+15-25% over base BBA offer
Defence offsets, PLI for manufacturing, and Industry 4.0 retrofit programmes are reshaping Indian manufacturing. Graduates fluent in defence procurement, smart factory metrics, and DPSU/private interfaces enter at sector premium.
Plant visits — minimum 2 smart-mfg facilities or one defence supply ecosystem visit
Sectoral deliverable
Operations capstone: implement an OEE-improvement plan in a partnered factory; present 4-week before/after to plant head
S5
D2C & Quick Commerce
+10-20% over base BBA offer
D2C in India crossed $100B GMV with 800+ scaled brands; quick commerce is at $5B and growing 80% YoY. Graduates fluent in cohort economics, dark store ops, and creator-led growth are in acute demand at the seed-to-Series-B band.
Industry shadow — 2 weeks at a D2C brand or dark-store hub partnered with KLBS
Sectoral deliverable
Growth sprint: optimise the funnel for a real brand over 4 weeks; ship to founder review
S6
BFSI
+5-15% over base BBA offer (but higher base)
BFSI hires the largest single share of Indian BBA graduates and pays the highest tier. Graduates with sector-fluency in branch banking, credit underwriting, treasury operations, and capital markets enter at higher functional grades.
Cross-sell & wealth conversation framework — used by HDFC/Kotak/Axis RM teams
Compliance walkthroughs — KYC re-verification, fraud-flag SOPs, AML reporting
Industry visits — at least one branch shadow + one trading floor or insurance ops site
Sectoral deliverable
Live credit case: underwrite a real MSME loan application from a partnered NBFC; defend before credit committee
S7
IT Services & Consulting
+10-20% over base BBA offer
India's IT services and global capability centres employ 5.4M people and continue to hire BBA graduates into BD, account management, consulting, and operations roles. Sector-fluency in delivery models and offshore-engagement economics commands faster track to client-facing roles.
Industry interaction — minimum 2 case-prep sessions with consulting alumni at MBB or Big-4
Sectoral deliverable
Case crack: 2-hour live case interview simulation followed by 4-week strategy brief for a partnered IT services firm
S8
Agri & Food Business
+5-15% over base BBA offer
India's agri economy is undergoing transformation through agri-tech, organised food retail, alt protein, and export. BBA graduates fluent in farm-to-fork supply chains, FPO economics, and F&B brand building have an edge at entry-level functional roles.
Industry visits — minimum 1 packaged-food plant + 1 mandi/cold-storage site
Sectoral deliverable
Live trade visit project: ride along with a partnered FMCG ASM for 5 working days and present route audit findings
S9
Media, Events & Entertainment
+5-20% over base BBA offer
India's M&E industry crossed INR 2.4 trillion with streaming, gaming, live events, and creator economy driving growth. BBA graduates with sector-fluency in production economics, IP monetisation, and audience analytics secure roles at studios, OTT platforms, and creator-managed agencies.
Top recruiters
Netflix IndiaAmazon Prime VideoJioCinemaDisney StarZee5Sony LIVNazara TechnologiesJetSynthesysBookMyShowHotstarWavemakerMadison WorldDentsuPerceptKwan Talent
Thrust alignment
T16 · Media, Events & Entertainment Management
SS9A
Media, Events & Entertainment Landscape
Value Chains, Players, Economics & Regulation
Summer 1
What students learn
M&E sub-sectors — film, OTT, music, gaming, live events, sports — value chains & economics
Audience analytics — BARC ratings, OTT watch-time, social listening, sentiment loops
Live shadowing — at least one event execution day + one production set visit
Sectoral deliverable
Live execution project: as junior AE, run brand integration for one campus event end-to-end; present back to brand client
04
Open Electives · pick 2 of 3
Students pick 2 of these 3 open electives across T6 and T8. Designed to add a horizontal layer of capability that any track benefits from, regardless of specialization.
One foreign language elective in T5 — a 2-credit, 12-week course. 3 on-campus options (Japanese, Korean, German) for high-immersion classroom delivery, plus 1 online option (Spanish) for asynchronous flexibility. Each course is engineered around a globally-recognised Level-1 certification (JLPT N5 · TOPIK I · Goethe A1 · DELE A1), combines business-conversation training with Indo-foreign business cases, and includes an explicit cultural-fluency module covering the host country's workplace etiquette and decision-making norms. Designed to open international placement pathways (Japan · Korea · Germany · Spain & LatAm) and signal global readiness.
Twenty credits — about sixteen percent of the 3-year programme — devoted to field work, applied work, and research work. Six components across summer field exposure, specialization capstones, and research-flavoured projects.
Jump to any internship, capstone task, or research phase
Every component below is a clickable deep link. Section headers jump to the relevant sub-block; individual rows jump to that specific task or phase and expand it automatically.
Two summers inside the same sectoral specialization. The first develops sector literacy and working vocabulary; the second executes a defined project. Two different organisations is recommended; the same organisation across both summers is acceptable; switching sectors is not.
INT1
After Year 1 · 8 weeks · 2 cr
Capability at this point
Foundations only — accounting, statistics, microeconomics, Python, ML intro, marketing, business communication — plus the SS-1A sectoral literacy module (value chains, players, economics, regulation).
Role · observe and assist
Shadow a junior team member through full work cycles. Take on clearly-scoped support tasks: data collection, basic spreadsheet work, document preparation, meeting notes. Build sector vocabulary. Map how the organisation actually works.
Seven core functional methods now in hand — corporate finance, marketing management, consumer behaviour, supply chain, HR, design thinking, business analytics — plus GenAI, digital transformation, the first specialization PE, and the SS-2B sectoral operations module.
Role · execute a defined project
Own a scoped problem the host actually cares about. Apply two or more functional methods. Engage with stakeholders across at least two functions of the host. Deliver a recommendation the host can act on.
Deliverables
Scoping memo — 2 pages, signed off in week 1
Mid-internship checkpoint — 15-minute review in week 4
Final project report — 15 pages
Final presentation — 20 minutes + Q&A to faculty + corporate + peer panel
BCapstones · PRJ1 + PRJ2 as ONE 20-week project
PRJ1 (T7) and PRJ2 (T8) are not two separate projects. They are one 20-week capstone executed by the same team — same task, same goal, defined at PRJ1 kickoff and carried through PRJ2. PRJ1 is the foundation phase; PRJ2 is the execute & scale phase. Together they produce a placement-grade outcome with role-specific portfolio artifacts each student can defend at interview.
Capstone design principles
Students form teams of 5-6 and pick one task from the menu below. The team plays the functional management team of a hypothetical (or real) firm and executes a big cross-functional task. Five roles, five domains of decision-making, one collective outcome.
Tasks are calibrated to 5-6 students × 8 hrs/week × 20 weeks ≈ 1,000 person-hours of team effort. Real things you can do with 6 person-months: build a revenue-generating startup, scale a real NGO program, manage a year's worth of brand P&L decisions, win a multi-crore RFP.
1
One team · 20 weeks
Same 5-6 students across PRJ1 + PRJ2. Continuity is the point.
2
Real or simulated
Each task is either real-world (live customers, real money) or simulated with high realism.
3
Functional roles
Each student owns a function — CEO, CFO, COO, CMO, etc. Cross-functional handoffs forced by design.
4
Placement portfolio
Each role walks away with role-specific artifacts: deck, model, plan, demo, ready for interviews.
Assessment framework · shared across all 10 tasks
How capstones are continuously and finally evaluated
50%
Continuous Evaluation · throughout 20 weeks
Five components running across the full capstone: weekly team logs (5%) — structured weekly entries documenting decisions, blockers, role contributions; individual role artifacts (15%) — each role produces 4-5 function-specific deliverables; mid-phase check-ins (10%) — formal review every 4 weeks with faculty + practitioner mentor; peer evaluation (10%) — anonymous 360 review at W10 and W20, calibrated by faculty; mentor evaluation (10%) — practitioner mentor scores at W10 and W20.
Weeks 1-20 · ongoing
20%
PRJ1 Foundation Defense · end of T7 · Week 10
Live presentation (45 min) + Q&A (30 min) before faculty + practitioner panel. Deliverables: 15-page foundation report, role-specific artifacts, and a working artifact (MVP, pilot results, diagnostic, technical proposal — depending on task). Pass / Iterate / Fail gate. Teams marked 'Iterate' must rework and re-defend before PRJ2 unlocks. Teams marked 'Fail' do not progress to PRJ2 — they must redo PRJ1 in the next cohort.
PRJ1 closeout
30%
PRJ2 Final Defense · end of T8 · Week 20
Live presentation (60 min) + Q&A (45 min) before a mixed panel: faculty + practitioner + invited recruiter. Deliverables: 25-30 page case write-up of the 20-week journey, investor/board-grade pitch deck, role-specific portfolios (each student walks away with 4-5 artifacts), measurable outcome demo (revenue numbers, scaled beneficiaries, won RFP, working AI product, etc.). Recruiter feedback becomes part of the team's reference profile.
PRJ2 closeout
Ten task types span four placement-relevant tracks. Each task can be picked by at most two teams to ensure spread across the cohort (60 students → 10-12 teams of 5-6 → 1-2 teams per task type, plus customizable Task 11 for teams with their own idea).
#
Task
Type
Track
Key outcome metric
Placement focus
01
Revenue-generating startup launch
Real
Venture
≥ ₹1.5L revenue · ≥ 50 paying customers
Founder · MBB · IB · Product
02
Founder fellowship for frontier market
Sim
Venture
VC panel investability score ≥ 50%
VC analyst · Growth equity · MBB
03
20-week pop-up or micro-business
Real
Operations
≥ ₹2-3L revenue · NPS ≥ 40
Retail mgmt · BizOps · Hospitality
04
Distressed firm restructuring
Sim
Operations
P&L recovery + stakeholder mgmt
MBB · Big-4 restructuring · Special situations
05
Build & monetize media property
Real
Brand & Media
≥ 2,000 subs · ≥ ₹50K revenue
Content · Brand · Growth marketing
06
CPG brand full-year P&L sim
Sim
Brand & Media
Year-end P&L vs benchmark vs peers
FMCG brand mgmt · Consumer consulting
07
Scale a partner NGO initiative
Real
Social & Impact
4-5× beneficiary growth + sustainability
Social-sector consulting · CSR · ESG
08
Win complex multi-stage RFP
Sim
Strategy
Win or runner-up status vs peer teams
MBB · Big-4 · Corporate strategy
09
PE investment / acquisition
Mixed
Finance
IC approval + valuation defense
PE · IB · Growth equity · Hedge funds
10
Build & commercialize AI product
Real
AI Product
≥ 20 customers · ≥ ₹1.5-2.5L revenue
AI PM · FAANG associate · AI startups
By type
By track
11 tasks shown
No tasks match the selected filters. Try widening your selection.
TASK 01VENTURE · REAL-WORLDReal-world
Launch a revenue-generating startup
Form a team, validate a niche, build an MVP, register an entity, and run a real business through 20 weeks. Hit ₹1.5-3L revenue with 50+ paying customers.
Scenario
Team identifies a niche, validates demand through 30+ customer interviews, builds a working product (digital or physical), acquires real paying customers, and operates the business through the full 20 weeks. Real entity registration, real money, real customers — not a paper plan.
COO: Process documentation, vendor SLA contracts, NPS journey design · candidate for BizOps, supply chain, ops consulting
Chief of Staff: Governance playbook, hiring framework, legal/compliance work · candidate for Chief of Staff roles, corporate strategy
TASK 02VENTURE · SIMULATEDSimulated
20-week Founder Fellowship for a defined frontier market
Build the founding plan for a hypothetical sector-leading company in a defined frontier market. Defend the venture before a real VC + practitioner panel at week 20.
Scenario
Faculty supplies a real, hot, under-built market brief — EV charging infrastructure in tier-2 India, B2B AI tooling for healthcare clinics, premium ready-to-cook for working urban families, lithium battery recycling, India-stack-native cross-border remittance, etc. Team is the founding team of a hypothetical sector-leading company in this space. Build the full venture plan and defend it before a real VC + practitioner panel.
CFO: Sector-grade financial model defended in IC-style Q&A · candidate for IB, PE, growth equity
CPO: Sector-grade product roadmap + competitive analysis · candidate for AI PM, Product Management
CMO: Defensible GTM thesis with channel economics · candidate for growth marketing, brand strategy, consulting
COO: Operating model + hiring roadmap for frontier-market venture · candidate for ops consulting, BizOps
Head of Insights: Sector intelligence dossier + expert network · candidate for equity research, market intelligence, strategy consulting
TASK 03OPERATIONS · REAL-WORLDReal-world
Run a 20-week revenue-generating pop-up or micro-business
Take over a real customer-facing operation — F&B, retail, services. Run real ops, real staff, real revenue. Hit ₹2-3L with NPS ≥ 40 over 20 weeks.
Scenario
Team takes over a real customer-facing operation — F&B pop-up, retail kiosk, campus laundry service, event-photography studio, tutoring center, exam-prep services, last-mile delivery for local restaurants. Real space (rented or partnered), real staff, real customers, real revenue, real ops. Continuous customer feedback loop. Forces operational decision-making under live pressure.
Team structure · 5-6 roles
CEO / Founder
Direction, P&L review, partnership and vendor relationships
COO: Operational decision-making under live pressure · candidate for BizOps, supply chain, retail ops
CMO: Local marketing playbook with measured ROI · candidate for retail marketing, brand activation
CXO: NPS journey design + customer feedback systems · candidate for CX consulting, hospitality, service design
Chief of Staff: Permits, compliance, partnership work · candidate for ops, strategy roles
TASK 04OPERATIONS · SIMULATEDSimulated
Restructure a distressed mid-sized firm across 20 weeks
Play the incoming turnaround management for a faculty-supplied distressed mid-sized firm. Diagnose, restructure, navigate stakeholder reactions, recover.
Scenario
Faculty supplies a fictional but realistic mid-sized Indian company (₹40-80 cr revenue, multiple sites, 200-400 employees, in financial distress) with full financials, ops data, market context, stakeholder map, and a defined cause of distress. Team plays the incoming turnaround management. Over 20 weeks, diagnose, propose, and execute (in simulation) a full restructuring across financial, operational, strategic, and people dimensions.
Launch and run a real media property — newsletter, podcast, YouTube, B2B vertical media. Grow to 2,000+ subs and ≥₹50K in revenue over 20 weeks.
Scenario
Team launches and runs a real media property over 20 weeks — newsletter, podcast, YouTube channel, Substack publication, B2B vertical media, niche intelligence service. Real audience, real distribution, real monetization. Forces editorial discipline, audience development, and commercial thinking simultaneously.
Define the property, build audience, prove monetization
Foundation phase deliverables:
Niche + format + positioning + brand identity locked
10-15 pieces of high-quality content published
First 500 subscribers / 5,000 followers threshold reached
First sponsorship signed OR first paid subscription tier launched
Content production playbook + editorial standards documented
PRJ1 defense: 10-week growth dashboard + monetization plan
PRJ2 focusWeeks 11-20
Scale audience and revenue, build sustainable engine
Execute & scale phase deliverables:
Audience: 2,000+ subscribers or 25,000+ followers by W20
Revenue: ≥ ₹50,000 across sponsorships, paid subs, affiliates, partnerships
Retention: open rates / completion rates ≥ industry benchmark
Editorial calendar booked out 8 weeks ahead
Partnership pipeline: 5+ inbound or warm leads documented
Final deliverable: sustainability playbook for post-capstone operation
Success metrics
≥ 2,000
Subscribers / paying audience (equivalent for follower-based)
≥ ₹50K
Revenue across all monetization channels
Industry-benchmark
Engagement metrics (open rate, watch time, etc.)
Documented
Sustainability playbook for post-capstone period
Placement portfolio · what each role walks away with
Editor-in-Chief: Real editorial leadership story · candidate for media, content strategy, creator-economy startups
Head of Content: Production portfolio + bylines · candidate for content marketing, B2B SaaS marketing, publishing
Head of Growth: Audience-growth case study · candidate for growth marketing, performance marketing
Head of Monetization: Real revenue case · candidate for ad sales, partnerships, BD
Head of Community: Community engagement playbook · candidate for community management, customer success
Head of Operations: Analytics + tooling stack work · candidate for marketing ops, BizOps
TASK 06BRAND & MEDIA · SIMULATEDSimulated
Manage a fictional CPG brand's full-year P&L (multi-period sim)
Run a fictional CPG brand's full-year P&L across simulated quarters. Make decisions across all 5 functions; defend against peer teams at the year-end board review.
Scenario
Faculty plays the 'Board' and supplies a fictional consumer brand with realistic data: 4-quarter market, 6-8 SKUs, 5 channels (general trade, modern trade, e-comm, D2C, quick-commerce), 3 competitors, defined market dynamics. Team plays the brand-management team running a full year. Each quarter, faculty injects market events (competitor launches, supply shocks, regulatory changes) and team responds.
Partner with a real NGO and become the project office for one of their initiatives. Scale beneficiaries 4-5×, document a sustainability playbook for post-capstone.
Scenario
Partner with a real NGO (KLBS broker via alumni networks). Take a defined initiative the NGO has but lacks capacity to scale — women's micro-loan program, vocational training, agricultural extension, education access, healthcare camp coordination. Team becomes the project office for that initiative for 20 weeks. Drive it from current baseline to a defined growth target. Real beneficiaries, real outcomes, real accountability.
Bid head-to-head against peer teams across 4 evaluation stages on a complex fictional government or corporate RFP. Win, or finish runner-up.
Scenario
Faculty plays the 'buyer' — a fictional state government department, large public-sector enterprise, or Fortune-100 corporate procurement team — issuing a complex multi-crore RFP. Team plays the bidding consulting/services firm. Compete head-to-head against 2-3 peer teams across 4 evaluation stages over 20 weeks.
Delivery Lead: Engagement governance case · candidate for engagement management, PMO
Pursuit Manager: Bid management portfolio · candidate for proposals/bid management at consulting firms
TASK 09FINANCE · MIXED (REAL OR SIM)Mixed
Run a small PE investment or acquisition simulation
Operate as a PE deal team — source, diligence, value, structure, defend at IC, plan post-acquisition value creation. Real (local SME) or simulated (faculty target).
Scenario
Team is the investment firm. Either: (a) real-world — a willing local SME agrees to a structured 'what-if-acquired' engagement where team conducts diligence, valuation, structures a hypothetical offer, presents at IC, and proposes a 100-day post-acquisition value-creation plan; OR (b) simulated — faculty provides a fictional target with a full data room. Either way, team operates as a real PE deal team across 20 weeks.
Team structure · 5-6 roles
Deal Partner
Investment thesis, IC defense, deal strategy, relationship management
Post-Acquisition Lead: Integration playbook · candidate for portfolio company operating roles, post-merger integration
TASK 10AI PRODUCT · REAL-WORLDReal-world
Build & commercialize a real AI-native product
Identify a real workflow that AI can transform. Build a working AI product using no-code + LLM APIs. Acquire paying customers; manage evals and hallucinations.
Scenario
Team identifies a real workflow that LLMs + agents can transform — legal contract review for SMEs, customer service automation for D2C brands, financial statement parsing for small accountants, healthcare appointment management for clinics, lead-qualification automation for B2B sales teams. Build the product using no-code + LLM APIs + integrations. Acquire paying customers or paid pilots. Forces real engagement with model evaluation, hallucination management, prompt engineering, RAG, eval harnesses, and a real revenue/usage outcome — directly leveraging D4, OE1, and the T7 specialization track.
Daily/weekly active usage + task-completion metrics
Placement portfolio · what each role walks away with
CEO/AI Product Lead: AI-native founder case · candidate for AI startup founder roles, AI PM at FAANG
CTO/AI Architect: Working AI product with evals · candidate for AI Product Engineering, AI Solutions Architect
Head of Product: Prompt engineering + UX portfolio · candidate for AI Product Management
Head of GTM: B2B SaaS / AI sales case · candidate for AI BD, growth, partnerships
Head of Operations: Customer onboarding + ops automation · candidate for AI SaaS BizOps
Head of Trust & Eval: AI evaluation framework · candidate for AI safety, model evaluation, responsible AI
TASK 11CUSTOMIZABLE · TEAM-PROPOSEDCustom
A team can propose its own capstone task
For teams with strong founder energy, an unusual idea, or access to a unique partner. Propose a task that meets the same rigor bar as the standard 10; faculty + capstone director approval required.
Why this exists
Teams with strong founder energy, an unusual idea, or access to a unique partner can propose their own capstone task instead of picking from the menu of 10. Approval requires faculty + capstone director sign-off and the proposal must demonstrate all the same characteristics as the standard tasks.
Proposal template · required elements
One-line task statement. What is the team going to do across 20 weeks? Must be specific and measurable.
Real or simulated. If real, who is the partner / customer / market? If simulated, what is the simulated environment?
Cross-functional necessity. Why does this task require 5-6 distinct functional roles? List the 5-6 roles and what each owns.
Calibrated to 1,000 person-hours. Justify that the task is achievable but challenging at 5-6 students × 8 hrs/week × 20 weeks.
Measurable outcome metrics. What 3-4 numbers tell us at week 20 whether the team succeeded? Each must be objectively verifiable.
PRJ1 vs PRJ2 split. What is the foundation phase deliverable at Week 10? What is the scale phase deliverable at Week 20?
Placement portfolio for each role. What artifact does each role walk away with for their resume / LinkedIn / interview?
Risk register. What's the dependency on external parties? What's the fallback plan if the partnership fails or the real-world environment changes?
Mentor identification. Has the team identified a willing faculty mentor and a practitioner mentor for the full 20 weeks?
Approval gate
Submitted by end of T6 (before the trimester break preceding PRJ1).
Reviewed by the Capstone Director + 2 faculty + 1 industry practitioner.
Decisions: Approved · Approved with modifications · Redirect to standard task.
Teams whose proposals are rejected must pick from the standard 10 tasks.
Maximum 1-2 custom tasks approved per cohort to maintain advisor capacity.
CIntegrated Research · PRJ3 + PRJ4 as one publishable thesis
Two trimester-length research courses, executed by the same team of 1-3 students, on a single research question within their specialization, mentored by one faculty domain specialist, ending in a defended thesis submitted to at least one publication venue. PRJ3 (T8) covers question · design · pilot. PRJ4 (T9) covers main collection · analysis · defense. The output is a co-authored paper with the faculty mentor as senior author.
Research design principles
Unlike Capstones B (cross-functional teams executing operational tasks), Integrated Research is about academic rigor — asking a question, designing a study, collecting and analyzing data, writing a paper, defending it. The team is small (1-3 students), the mentor is one specialist, and the deliverable is publication-quality research.
Every team submits minimally to the KL Working Paper Series + SSRN preprint. Strong teams push for conference papers, journal submissions, or industry white papers co-published with partners. Publication acceptance is not the grade-determining factor — independent rubric scoring is — but submission is mandatory.
1
Same team · 20 weeks
1-3 students from one specialization. Same team across PRJ3 + PRJ4. Continuity essential to research rigor.
2
Specialist mentor
One faculty domain specialist. Weekly check-ins. Senior-author on the resulting paper.
3
Six-phase rhythm
Question → Design → Pilot → Collect → Analyze → Defend. Each phase has its own rubric.
4
Real submission
Every team submits to ≥1 external venue. KL Working Paper + SSRN are mandatory floors.
Unlike a capstone with functional roles (CEO, CFO, COO), research roles are intellectual ownership assignments. All three students are co-researchers and co-authors — the role split is about primary ownership of a sub-domain, not siloed work.
Role 1
Principal Investigator (PI)
Owns the research question, theoretical framing, and paper authorship. Drives the literature review, writes the introduction and discussion, and is first author on the paper.
Role 2
Methodologist
Owns research design, statistical methods, and the analysis pipeline. Writes the methods and results sections. Owns the reproducibility package (code, data, analysis log).
Role 3
Field Lead
Owns data collection, fieldwork, instrument administration, and ethical compliance. Builds the data dictionary, manages respondent recruitment, owns the audit trail.
For 2-person teams: roles 1 and 2 merge into 'PI & Methodologist' and role 3 stays as Field Lead. For 1-person teams (honors thesis path), the student carries all three responsibilities with heavier mentor scaffolding. Maximum team size is 3 to preserve depth of individual contribution.
The research question must sit within one of the 8 specialization tracks. The faculty mentor must be a domain specialist in that track. Examples of feasible BBA-level research questions per track:
Specialization
Example feasible research questions
T1 · Investment Banking & Global Capital Markets
M&A premia patterns in Indian deals 2018-2024 · IPO underpricing in tier-2 markets · equity research forecast accuracy vs realized returns
T2 · FinTech & Digital Banking Innovation
UPI adoption drivers among micro-merchants · credit-scoring accuracy for thin-file borrowers · BNPL impact on consumer spending
T3 · Decision Intelligence & Applied AI
Causal impact of an intervention via difference-in-differences · forecasting accuracy comparison (ARIMA vs ML) on Indian retail data · A/B test power analysis at typical Indian sample sizes
T4 · Brand Leadership & Growth Marketing
Brand-purchase relationships in D2C · ad creative effectiveness in Indian languages · regional drivers of brand equity
T5 · Venture Building & Entrepreneurial Leadership
Indian founder demographics & success rates · accelerator program effectiveness · fundraising-round patterns by sector
T6 · Strategy Consulting & Corporate Advisory
Indian SME diversification patterns · family-business succession dynamics · sectoral consolidation trends
T7 · AI Product Management & Growth Leadership
LLM hallucination rates by task type · prompt-engineering effectiveness measurement · AI tool adoption in Indian workplaces
T8 · Algorithmic Trading & Financial Engineering
Momentum strategies on NSE · NSE microstructure analysis · options volatility patterns at expiry
Across the 20-week thesis, evaluation is split between continuous evaluation across the 6 phases and final thesis defense. Each phase carries its own rubric (detailed below), and the final defense has a dedicated rubric in Phase 6.
Weighted across the three foundation phases: Phase 1 · Question & Lit Review (15%) · Phase 2 · Design & Ethics (15%) · Phase 3 · Pilot & Instrument (20%). PRJ3 closes with a PRJ3 review at Week 10 where mentor + 1 second-reader signs off on the design for main collection. Failure to clear PRJ3 review blocks PRJ4.
Weighted across the three execution phases: Phase 4 · Main Collection (15%) · Phase 5 · Analysis & Writing (15%) · Phase 6 · Defense & Submission (20%, including the final defense). PRJ4 ends with the final thesis defense: 60-min presentation + 45-min Q&A in front of a mixed panel (faculty mentor, 1 external academic, 1 industry practitioner from the specialization domain).
PRJ4 · T9
The six phases in detail
Each phase has its own activities, deliverables, and evaluation rubric. The rubric uses a 4-level scale (Novice · Developing · Proficient · Exemplary) across 5 weighted dimensions per phase.
PHASE 01Weeks 1-3PRJ3 · T8
Question & literature review
Activities
Team meets with faculty mentor weekly · Mondays 30-min check-ins
Read 30-40 academic and industry sources in the specialization domain
Map the 'conversation' in the field: who is saying what, who is contradicting whom
Identify 3-5 candidate research questions; narrow to ONE with mentor sign-off
Build the gap statement: what is unknown / contested / not-yet-tested
Articulate the contribution: why does this question matter for practice or theory
Stage deliverables
Research question (≤2 sentences) · empirical · falsifiable · scoped
Literature review (1,500-2,000 words) · synthesizing 20+ sources
Gap statement & contribution memo (1 page)
Annotated bibliography in APA or Chicago format
Phase 1 review meeting with faculty mentor at end of Week 3 — written feedback returned
Evaluation rubric · question & literature review
Dimension
Weight
Criteria (4-level rubric)
Question quality
25%
EXEMPLARY: Falsifiable, narrowly scoped question with sharp construct definitions and clear theoretical anchoring PROFICIENT: Falsifiable empirical question; scope clear; tractable in 20 weeks DEVELOPING: Question stated but vague or unfalsifiable; scope unclear NOVICE: Topic only; not a research question
Literature depth
25%
EXEMPLARY: 30+ sources spanning theory, empirics, industry; debate-aware synthesis PROFICIENT: 20+ peer-reviewed sources; major theoretical works identified DEVELOPING: 15-20 sources; some peer-reviewed; gaps in coverage NOVICE: ≤10 sources, mostly secondary; major works missing
Gap articulation
25%
EXEMPLARY: Gap identified, justified with citations, and shown why this team is positioned to fill it PROFICIENT: Clear gap identified and connected to research question DEVELOPING: Gap noted but not justified or quantified NOVICE: Gap not identified; rephrases existing studies
Writing & structure
15%
EXEMPLARY: Publication-grade prose; citations flawless; argumentation crisp PROFICIENT: Clean academic prose; proper citation style throughout DEVELOPING: Readable but stylistically uneven; minor citation issues NOVICE: Disorganized; major grammar / citation errors
Engagement & pace
10%
EXEMPLARY: Ahead of plan; team self-directs; mentor used strategically not directively PROFICIENT: Consistent weekly progress; mentor feedback addressed DEVELOPING: Attended meetings but progress slower than plan NOVICE: Missed mentor meetings or arrived unprepared
PHASE 02Weeks 4-6PRJ3 · T8
Research design & ethics clearance
Activities
Choose methodology: quantitative (regression / causal / ML), qualitative (interviews / case study / content analysis), or mixed-methods
Define variables / constructs / measures · operationalize each
Specify data sources: primary (survey, interview, experiment) or secondary (CMIE, NSE, RBI, Kaggle, Bloomberg, scraped sources)
Pre-register the analysis plan if quantitative — write down hypotheses, models, exclusion rules BEFORE collecting data
Sample size and power calculation (quantitative) OR saturation criteria (qualitative)
Submit to KLBS Institutional Review Board for ethics clearance
Stage deliverables
Research design document (5-7 pages) · question · variables · methodology · sampling · analysis plan
Pre-registered analysis plan · submitted via OSF.io or institutional system
Instrument(s) · survey questionnaire, interview guide, experimental protocol, or data-extraction plan
Phase 2 review meeting with faculty mentor at end of Week 6 — design sign-off required before pilot
Evaluation rubric · research design & ethics clearance
Dimension
Weight
Criteria (4-level rubric)
Method fit to question
30%
EXEMPLARY: Method optimally fits question; alternative methods considered and rejected with reasons PROFICIENT: Method appropriate for question; can yield interpretable findings DEVELOPING: Method weakly fits question; some construct slippage NOVICE: Method mismatched to question; cannot yield falsifiable answer
Operationalization
25%
EXEMPLARY: All variables operationalized with validity / reliability evidence cited from prior work PROFICIENT: All variables clearly operationalized with measurement instruments DEVELOPING: Variables defined but with measurement risks NOVICE: Variables undefined or non-measurable
Sampling & sample size
20%
EXEMPLARY: Sample size justified, sampling frame explicit, generalizability discussed PROFICIENT: Sample size justified by power calculation or saturation logic DEVELOPING: Sample stated but power / saturation not justified NOVICE: Convenience sample; no size justification
Ethics & transparency
15%
EXEMPLARY: IRB approved; pre-registered analysis plan; data handling and replication plan documented PROFICIENT: IRB approved; consent forms in place; data handling clear DEVELOPING: Ethics considered but consent or data handling weak NOVICE: No ethics consideration; IRB not submitted
Feasibility
10%
EXEMPLARY: Plan executable with buffer; risks identified, mitigations in place, fallback designs ready PROFICIENT: Plan executable; risks identified with mitigations DEVELOPING: Plan executable but risks not flagged NOVICE: Plan not executable in remaining time
PHASE 03Weeks 7-9PRJ3 · T8
Pilot study & instrument refinement
Activities
Run a pilot at ~10% of intended sample size (e.g., 10-30 respondents, 3-5 interviews, or one trial dataset)
Test the instrument: are questions interpreted as intended? Is the data clean? Are coding categories exhaustive?
Run a 'trial analysis' on the pilot data: does the analysis pipeline actually work end-to-end?
Refine the design based on pilot findings — and re-clear with mentor if changes are substantial
Document what changed and why · maintain audit trail
Stage deliverables
Pilot data set with raw + cleaned versions
Pilot findings memo (3-4 pages) · what worked, what failed, what was changed
Final revised instrument · ready for main data collection
Analysis pipeline code (if quantitative) · runs end-to-end on pilot data without intervention
PRJ3 closeout · Phase 3 review — defended at PRJ3 final review meeting (Week 10)
Evaluation rubric · pilot study & instrument refinement
Dimension
Weight
Criteria (4-level rubric)
Pilot execution
25%
EXEMPLARY: Pilot rigorously conducted; multiple iterations on instrument before lock PROFICIENT: Pilot adequately conducted; instrument tested DEVELOPING: Pilot conducted but sample too small or not representative NOVICE: Pilot skipped or token-only
Instrument refinement
25%
EXEMPLARY: Substantial improvements demonstrated; before/after instrument comparison shows learning PROFICIENT: Clear changes made based on pilot evidence; rationale documented DEVELOPING: Some changes made but documentation thin NOVICE: No changes made; problems ignored
Analysis pipeline
20%
EXEMPLARY: Analysis runs end-to-end; reproducible from raw data; version-controlled PROFICIENT: Analysis runs end-to-end on pilot data DEVELOPING: Analysis attempted but breaks; requires manual fixes NOVICE: Analysis not attempted on pilot data
Audit trail
15%
EXEMPLARY: Full audit trail · every change, every decision, every consultation with mentor logged PROFICIENT: Decision log maintained; major changes documented DEVELOPING: Sparse documentation; key decisions undocumented NOVICE: No documentation of decisions made
Readiness for main collection
15%
EXEMPLARY: Fully ready; main collection can begin immediately; team has buffer for unexpected issues PROFICIENT: Ready for main collection; risks understood DEVELOPING: Mostly ready; some flaws will affect main data quality NOVICE: Not ready; design flaws unresolved
PHASE 04Weeks 10-13PRJ4 · T9 begins
Main data collection
Activities
Execute the data collection plan at full sample size · 100% of intended sample / saturation
Maintain rigorous data handling: timestamped backups, version-controlled raw files, anonymized identifiers
Deviation log · any departures from pre-registered plan, with justification
Phase 4 data audit · faculty mentor signs off on dataset before analysis begins
Evaluation rubric · main data collection
Dimension
Weight
Criteria (4-level rubric)
Sample achievement
25%
EXEMPLARY: 100%+ of planned sample; frame intact; over-sampled where possible for robustness PROFICIENT: 80-100% of planned sample; frame intact DEVELOPING: 50-80% of planned sample; some sampling frame issues NOVICE: <50% of planned sample; sampling frame compromised
Data quality
25%
EXEMPLARY: Minimal missingness; handling rigorous; validation checks documented PROFICIENT: Low missingness; handling per pre-registered plan DEVELOPING: Missing data present; handling acceptable NOVICE: Significant missing data; data integrity compromised
Documentation
20%
EXEMPLARY: Publication-grade documentation; data dictionary + collection log + version control PROFICIENT: Complete data dictionary + collection log DEVELOPING: Basic documentation; data dictionary incomplete NOVICE: Sparse; data dictionary missing or incomplete
Adherence to pre-registration
15%
EXEMPLARY: Minimal deviations; every deviation justified and discussed with mentor PROFICIENT: Deviations all documented with rationale DEVELOPING: Deviations present, some justified NOVICE: Substantial unjustified deviations from plan
Ethical compliance
15%
EXEMPLARY: Consent obtained; data handling exceeds IRB protocol; anonymization verified PROFICIENT: Consent obtained; data handling per IRB protocol DEVELOPING: Consent obtained; data handling acceptable NOVICE: Consent or data handling issues identified
PHASE 05Weeks 14-17PRJ4 · T9
Analysis & paper drafting
Activities
Run the pre-registered analysis · do not p-hack, do not run alternative models without disclosure
EXEMPLARY: Publication-grade writing; arguments crisp; would pass desk review at target venue PROFICIENT: Clean academic prose; arguments clear DEVELOPING: Acceptable but stylistically uneven NOVICE: Below academic standard; unclear arguments
Findings & honesty
20%
EXEMPLARY: Findings reported with epistemic honesty; null results discussed; limitations are first-class section PROFICIENT: Findings reported honestly with limitations acknowledged DEVELOPING: Findings reported but limitations understated NOVICE: Findings overclaimed; null results suppressed
Reproducibility
15%
EXEMPLARY: Code + data + log shared; results reproducible by independent third party; README complete PROFICIENT: Code + data shared; results reproducible by mentor DEVELOPING: Code shared but cannot reproduce results NOVICE: No code or data shared
Industry brief
15%
EXEMPLARY: Industry-ready brief; could be published as a practitioner article without editing PROFICIENT: Clear plain-language brief; findings translated DEVELOPING: Present but academic in tone NOVICE: Missing or jargon-heavy
PHASE 06Weeks 18-20PRJ4 · T9 closeout
Thesis defense & submission
Activities
Internal defense rehearsal with faculty mentor in Week 18 · receive critique, revise
Format paper to target venue specifications (citation style, word limits, figure standards)
Submit to chosen output venue: KL Working Paper Series (mandatory floor) + SSRN preprint + one external venue (conference / journal)
Final thesis defense in Week 19-20 · 60-min presentation + 45-min open Q&A · mixed panel
Address panel feedback · revise paper if substantial issues raised
Final deposit · revised paper to institutional repository · all artifacts archived
Stage deliverables
Final paper · 25-40 pages · revised after defense · journal-format ready
Defense presentation · 30-40 slides · academic-conference format
Industry brief v-final · 4 pages · for the practitioner audience
Submission evidence · acknowledgment of submission to ≥1 external venue beyond KL repo + SSRN
Final defense · live · scored against the thesis defense rubric below
Evaluation rubric · thesis defense & submission
Dimension
Weight
Criteria (4-level rubric)
Presentation quality
20%
EXEMPLARY: Conference-grade; tight narrative; slides exemplary; pacing professional PROFICIENT: Well-organized; clear narrative; slides support argument DEVELOPING: Organized but uneven; some weak slides NOVICE: Disorganized; key points buried
Defense under Q&A
30%
EXEMPLARY: Engages substantively; concedes well-founded points; defends defensible ones with evidence PROFICIENT: Addresses questions directly; acknowledges limits DEVELOPING: Responsive but evasive on hard questions NOVICE: Defensive; cannot address criticism
Methodological rigor
20%
EXEMPLARY: Methodology exemplary; limitations articulated as first-class concern; future-work plan addresses them PROFICIENT: Methodology defensible; limitations understood DEVELOPING: Methodological issues acknowledged but inadequately handled NOVICE: Major methodological issues unresolved
Contribution & relevance
15%
EXEMPLARY: Contribution sharp and novel; relevance argued and demonstrated; future research agenda articulated PROFICIENT: Contribution clear; relevance to practice or theory established DEVELOPING: Contribution stated but underdeveloped NOVICE: Contribution unclear; relevance not established
Submission & output
15%
EXEMPLARY: Submitted to KL repo + SSRN + 1 external venue and at least 1 of: accepted at conference, returned for revision at journal, or published as industry brief by partner PROFICIENT: Submitted to KL repo + SSRN + 1 external venue (conference / journal) DEVELOPING: Submitted to KL repo + SSRN preprint NOVICE: Submitted only to mandatory floor (KL repo)
⟶
The progression is deliberate: internships build vocabulary, capstones build judgement, research projects build rigor. By graduation the student has done field work, applied work, and research work — three different muscles a single course cannot build alone.
Active & Experiential Learning
How we teach
25 Active Learning Methods in 7 clusters, benchmarked to HBS, Wharton, INSEAD, LBS, Stanford GSB, Bocconi, NUS, and Masters Union. Faculty pick 3–5 ALMs per course from this portfolio.
01
A pedagogy portfolio
Each course in the Y26 curriculum selects 3–5 ALMs from this portfolio. Every ALM has a published rubric, calibrated marks, and a faculty preparation checklist. ALMs 15 (AI-Augmented Pair Workflow) and 16 (Prompt Engineering Lab) are explicit responses to the AI-era classroom.
25
Active Learning Methods
Each with published rubric & marks
7
Pedagogical clusters
Discussion → Convening
3–5
ALMs per course
Picked for variety + fit
8+
Benchmark schools
HBS · Wharton · INSEAD · GSB
02
The seven clusters
Each cluster targets a distinct learning capability. Faculty are expected to pick from at least two different clusters per course to ensure varied cognitive demands across a trimester.
01
Cluster 1 · Discussion & Socratic ALMs
Build executive thinking through structured dialogue, argumentation, and intellectual debate. Benchmark: HBS, Wharton, INSEAD.
ALM 01Cold Call & Socratic Case Dialogue
Faculty cold-calls students to defend positions on a pre-read case; chains follow-ups by Socratic questioning.
📊 25 marks🏛 HBS classroom standard
ALM 02Structured Debate with Cross-Perspective Reflection
Two teams argue opposing positions on a contested business issue, then submit cross-perspective reflections.
📊 25 marks🏛 Oxford Union × LBS
ALM 03Devil's Advocate / Red Team Exercise
A team systematically attacks the dominant view of a strategy; uncovers blind spots before launch.
📊 25 marks🏛 Wharton + INSEAD strategy labs
ALM 04Statement-Opinion-Position (S-O-P) Cycle
Students progress from neutral statement to articulated opinion to defended position with evidence.
📊 20 marks🏛 INSEAD critical thinking method
02
Cluster 2 · Construction & Building ALMs
Students produce real artifacts — frameworks, MVPs, pitchbooks, code — that survive beyond the classroom.
ALM 05Student-Built Frameworks & Models
Students synthesize readings and data into their own analytical framework rather than apply an existing one.
📊 30 marks🏛 Stanford GSB / Bocconi
ALM 06Build-and-Pitch Sprint
Two-week sprint: build a prototype/model, then pitch to a panel of practitioners with rubric-graded feedback.
📊 35 marks🏛 Masters Union builder programme
ALM 07Pitchbook / Deliverable-First Pedagogy
Course outputs are real artifacts (IB pitchbooks, M&A memos, GTM plans) — practitioner-grade or it doesn't pass.
📊 40 marks🏛 Goldman / MBB training
ALM 08Hackathon Sprint
24–48 hr collaborative build against a real industry problem; cross-functional teams; live judging.
📊 35 marks🏛 T-Hub × Y Combinator hackathon format
03
Cluster 3 · Simulation & Game ALMs
Compressed decision environments where students see consequences play out in days, not years.
ALM 09Multi-Period Industry Simulation (Markstrat-Style)
Teams run a virtual company across 6–8 quarters: pricing, R&D, advertising, capacity decisions feed live dashboards.
📊 40 marks🏛 Markstrat / Capsim / Marketplace
ALM 10Multimedia Branching Case Simulation
Video-driven case with decision points; choices change subsequent scenes. Decisions are timed and graded.
📊 25 marks🏛 HBP interactive cases
ALM 11Business Escape Room / Strategic Puzzle
Teams solve a sequence of business puzzles under time pressure — pricing, ops, finance, ethics in 90 minutes.
📊 20 marks🏛 INSEAD ELabs
04
Cluster 4 · Data & Computational ALMs
Students work with real datasets, replicate published findings, and learn AI-era workflows.
ALM 12Live Data Lab with Replication
Replicate a published business analytics finding from raw data; submit code, results, and a critique.
📊 30 marks🏛 MIT JWEL / NUS reproducibility programme
ALM 13A/B Testing & Experimentation Lab
Design, run, and analyze a live A/B test (real product or simulated); include power calc and inference critique.
📊 30 marks🏛 Stanford GSB experimentation track
ALM 14Kaggle-Style Competition
Predictive modeling contest on a real dataset; leaderboard scoring + written approach memo for partial credit.
📊 35 marks🏛 Kaggle / DrivenData
ALM 15AI-Augmented Pair Workflow
Students complete a task in pair-programming style with an LLM as 'partner'; reflect on what the AI got wrong.
📊 25 marks🏛 GitHub Copilot pedagogy
ALM 16Prompt Engineering & LLM Workflow Lab
Design, test, and iterate prompts/RAG pipelines/agents to solve a business problem end-to-end.
📊 30 marks🏛 OpenAI Academy / DeepLearning.AI
05
Cluster 5 · Investigative & Field ALMs
Get students out of the classroom and into the field: real interviews, real data collection, real journalism.
ALM 17Case Study Analysis (Industry-Grade)
Full HBS-style case write-up with executive memo, evidence appendix, and faculty calibration on rubric.
📊 30 marks🏛 Harvard Business Publishing
ALM 18Investigative Journalism Project
Students investigate a real business story: interviews, document analysis, fact-checking; output is a 2,000-word feature.
📊 35 marks🏛 Columbia Journalism × Bocconi
ALM 19Field Research with Structured Protocol
Field interviews (10+) with a defined business cohort using a faculty-approved protocol; coded findings + memo.
📊 35 marks🏛 Stanford d.school field research method
06
Cluster 6 · Behavioral & Reflective ALMs
Build self-awareness, empathy, and judgment through embodied practice and structured reflection.
ALM 20Role-Play (Standard)
Negotiation, conflict resolution, or stakeholder management scenarios with assigned roles + faculty debrief.
📊 25 marks🏛 Wharton negotiation curriculum
ALM 21Forum Theatre / Role Reversal
Same scenario role-played from different stakeholder vantages; audience interrupts and re-plays critical moments.
📊 25 marks🏛 Boal Forum Theatre × INSEAD
ALM 22Reflective Journal + Peer Coaching
Weekly structured journal entries; paired with a peer for coaching conversations using a faculty-trained protocol.
📊 20 marks🏛 Stanford GSB Touchy Feely
07
Cluster 7 · Convening & Review ALMs
High-leverage formats that combine peer learning, expert input, and structured convergence.
ALM 23CXO Decision Replay
Invited C-level executive walks the cohort through a real decision they faced; students decide; then the executive reveals what they did and why.
📊 20 marks🏛 LBS Leadership Forum format
ALM 24Structured Peer Review with Faculty Calibration
Students grade each other's work using a published rubric; faculty calibrates outliers and surfaces best examples.
📊 20 marks🏛 Coursera × Wharton peer review
ALM 25Brainstorming with Structured Convergence
IDEO-style divergent brainstorm followed by structured convergence (dot-voting, NUF test) to a decision.
📊 10 marks🏛 IDEO × Stanford d.school
Full rubrics, time-stamped execution plans, and faculty preparation checklists for each ALM are in the companion document Y26_BBA_MBA_Active_Learning_Manual.docx.
03
ALM utilisation dashboard
A diagnostic view of which Active Learning Methods are used across the 64 courses with detailed syllabi. After two rounds of syllabus revision (gap-analysis closure + targeted expansion of role-play, field research, and branching simulation), every ALM is now adopted, average ALMs-per-course sits at 4.0 inside the 3–5 target band, and the three previously-orphaned ALMs are now in 11-12 courses each. This dashboard remains the live tracker for any future drift.
25/25
ALMs in use
100% of the pedagogy portfolio is active after syllabus revision
4.0
Average ALMs per course
Within the 3–5 target band
4
ALMs used heavily
ALM 3, 7, 9, 12 each in 23-43 courses — load-bearing
7/7
Clusters with adoption
All clusters now active — Cluster 7 (Convening) closed
ALM × cluster usage matrix
Each cell shows how many of the 64 courses use that ALM. Darker = heavier adoption. All cells now populated.
Full-portfolio adoption achieved. All 25 ALMs are used by at least one course; all 7 clusters are active; average ALMs-per-course (4.0) sits inside the 3-5 target band. ALM-12 (Live Data Lab) and ALM-9 (Industry Simulation) lead at 43 and 33 of 64 courses respectively. The three previously-orphaned experiential pedagogies — Role-Play (ALM-20), Field Research (ALM-19), and Multimedia Branching Case Simulation (ALM-10) — each now anchor 11-12 courses. This dashboard will surface any future drift — if any ALM falls back to zero adoption, it will show here as unused.
Out-of-Class Activities
Out-of-Class Activity Programme
Each in-class trimester runs alongside one major team activity (audit · 6 hrs/wk, must clear) and 2–3 industry-led smaller activities (CXO chats, hackathons, workshops). Designed for T1–T6.
01
Programme philosophy
The Y26 BBA programme is structured so students never have an empty week. Inspired by Master's Union's out-class model — adapted to run concurrent with in-class trimesters instead of replacing them:
The major activity — a 12-week, team-based, real-world build with a faculty mentor and an industry mentor. Tests current-trim + prior-trim skills. Audit · no credit · must clear; failure → redo as supplementary.
Smaller activities — 2–3 per trimester. CXO chats, hackathons, hands-on workshops, industry visits. All led by industry / alumni / globally-reputed professors. Capped at 3 to protect focus on the major activity.
Each trimester's placement training and global certification are detailed in their own dedicated sections — Part G and Part H.
02
Trimester activity dossiers
Each in-class trimester (T1–T8) receives one major audit activity plus two or three smaller activities. Industry partner, mentor model, deliverables, and evaluation criteria are specified for every major activity. Summer dossiers (1S, 2S) cover summer-only activities. T1 is expanded; click any other dossier to expand it.
Read one real market end-to-end. Observe it, model it, code it, brief a board on it.
Adopt a real market operating around you — tiffin centres, stationery, two-wheeler servicing, salon services, hostel laundry. Twelve weeks to turn everyday commerce into evidence a board would act on. Nothing is bought, sold or funded: the whole expedition runs on observation, consented interviews and open data.
WHAT YOU GET
▸ A field dataset you built yourself — 150+ timestamped observations no textbook can give you
▸ A working Python model that turns your own data into elasticity and pricing conclusions
▸ An eight-minute board briefing defended live in front of faculty and senior students
▸ A Market Intelligence Dossier that goes into your portfolio from Trimester 1
SKILLS YOU APPLY
F1 MicroeconomicsM1 Calculus + Lin AlgebraD1 PythonC1 Business CommunicationF6 Business Environment
▸ MISSION BRIEF · Full formal name: Bazaar Decode — The Twelve-Week Market Intelligence Expedition
Teams of 4–5 adopt one real, observable local market and turn it into a rigorously evidenced piece of market intelligence using exactly the five toolkits taught in Trimester 1. The team maps the environment, runs a structured observation protocol across fixed time slots, conducts consented vendor and customer interviews, then models demand, elasticity, cost curves and surplus in Python — closing with a decision-grade dossier defended at an eight-minute board briefing. No product is bought, no stall is run, no capital is raised and no money changes hands at any stage. The expedition is built entirely on structured observation, permission-based interviews and publicly available data.
Field Setting
Real markets within walking or routine-commute distance of campus — each team registers a distinct market so no two teams study the same one
Mentor Model
Each team of 4–5 students gets 1 KLBS faculty mentor who reviews at three phase gates — scope (week 3), dataset freeze (week 6) and dossier draft (week 9)
Cost to Student
Nil. No registration fee, no travel budget, no seed capital and no university disbursement of any kind. All tooling — Python, open-source libraries, campus lab machines — is already provided
Skills Applied (current trimester)
F1 MICR — demand, supply, elasticity, market structure, surplus and marginal analysis applied to first-hand field data
M1 CALG — derivatives drive the marginal layer; matrix methods solve the simultaneous price-quantity system
D1 PYTH — the whole pipeline: ingestion, cleaning, elasticity computation, curve fitting and chart generation
C1 BCOM — the dossier and the eight-minute board briefing, with pyramid-principle structure and live Q&A
F6 BEPM — PESTEL, stakeholder mapping, regulatory scan and the managerial framing that opens and closes the dossier
10-Week Plan · 6 hrs/wk · 60 hrs total
Week 1
Scope
6 hrs
Market adoption, PESTEL scan and stakeholder map
ACTIVITIES
F6 BEPM applied — PESTEL scan of the chosen market (90 min)
Reproducible Python notebook with the frozen dataset, all computations and generated charts
Observation log — minimum 150 timestamped, schema-conformant field records with consent notes
Eight-minute executive board briefing plus live defence against three unscripted questions
Individual 400-word reflective note on what the field evidence contradicted in the textbook model
Evaluation Rubric · Total 100 marks · Pass = 60%
An auditable rubric students see on day 1. Every criterion has measurable behaviour at each level. Faculty mentor scores the three phase gates; the board panel scores the final briefing; the two are averaged.
Criterion
Weight
Excellent 90–100%
Proficient 70–89%
Developing 50–69%
Needs Improvement <50%
Evidence Quality & Field Discipline
Is the dataset real, complete, and collected to protocol?
25%
≥150 clean records · zero schema violations · inter-observer reliability demonstrated
120–149 records · minor schema gaps · reliability checked once
80–119 records · several gaps · reliability not demonstrated
<80 records or protocol not followed
Economic Analysis Rigour
Are elasticity, surplus and cost estimates correctly derived and honestly bounded?
Can anyone re-run the notebook and get the same answer?
15%
Runs end to end unattended · documented · same outputs every time
Runs with minor manual steps · light documentation gaps
Needs the team present to run
Cannot be reproduced
Environmental & Regulatory Framing
Does the PESTEL, stakeholder and regulatory work actually shape the conclusion?
10%
Context materially informs the recommendation · regulation correctly read
Context present and mostly connected to the conclusion
Context section exists but sits apart from the analysis
Context missing or wrong
Board Briefing & Defence
Eight-minute briefing plus unscripted questions.
15%
Panel rates ≥8/10 · every member speaks · all questions fielded
Panel rates 6–7/10 · most questions fielded
Panel rates 4–5/10 · struggles under questioning
Panel rates <4/10 · cannot defend the findings
Research Ethics
Consent, privacy, and non-interference with the market.
10%
Consent logged for every interview · no identifiers stored · zero interference
Consent logged · minor record-keeping gaps
Consent inconsistently recorded
Consent absent or the market was disturbed
Evaluation LogicAUDIT — must clear, no credit. Pass requires: (1) all three phase gates cleared, (2) a frozen dataset of ≥150 schema-conformant observations, (3) a reproducible notebook, (4) the dossier submitted with an honest limitations section, and (5) every team member speaking at the board briefing. Fail → re-do as supplementary in T2.
Portfolio ValueA first-trimester artefact that shows a student can design a study, collect primary evidence in the field, model it in code, and defend a conclusion to a hostile room — the exact sequence consulting, analytics and research recruiters test for. Zero cost, entirely reproducible, and defensible in any interview.
▸ SMALLER ACTIVITIES · 3 per trimester
Field Method Clinic
Observation Protocol Design & Research Ethics
⏱ Half-day · 3 hrs
👤 KLBS research faculty + a practising market-research professional
How to build an observation schema that survives audit, how to secure and record verbal consent, and how to observe a market without changing its behaviour. Output: each team leaves with a signed-off protocol.
Hands-on Workshop
Python Pandas for Field Data
⏱ 2 days · 12 hrs
👤 Ex-Google / Amazon / Microsoft data engineer (alum or hired)
Cleaning messy hand-collected data, building a tidy schema, elasticity computation and curve fitting. Output: the working notebook students use for Bazaar Decode.
Communication Bootcamp
Executive Presence — Voice, Pitch, Impromptu
⏱ 2 weeks part-time · 8 hrs
👤 TEDx coach + Toastmasters national-level mentor
Voice modulation, structured impromptu, and the eight-minute briefing format. Students record before and after videos for their portfolio.
An actual D2C brand opens its books to you — Shopify exports, GST returns, the works. You'll find what their leadership couldn't see, then pitch the fix to the founder in their boardroom.
WHAT YOU GET
▸ 8 real D2C brands matched 1:1 with student teams (Mama Earth, Sleepy Owl, BlueTokai tier)
▸ Brand founder will be in the room for your final pitch · no scripts, hostile Q&A
▸ Top team's strategy gets ₹1L implementation budget · their LinkedIn endorses you
▸ Brand audit credential goes on every team resume · 'Strategy Consultant — [Real Brand]'
▸ MISSION BRIEF · Full formal name: Live D2C Brand Audit & Growth Strategy
Each team partners with one real regional D2C brand. Over 12 weeks the team conducts a complete brand audit — consumer research, financial statement audit, statistical analysis of brand metrics (CAC, LTV, retention), SQL-driven analysis of the brand's transaction data — and delivers a growth strategy that the brand commits to evaluate. The brand's founder is in the room for kickoff, mid-term review, and final pitch. Top team's strategy is implemented with ₹1L budget from the brand.
Industry Partner
Andhra/Telangana regional D2C brands (FMCG, fashion, F&B, beauty) — sourced via KLBS alumni network + Hyderabad D2C community
Mentor Model
Each team gets 1 KLBS faculty mentor (Marketing/Finance) + 1 industry mentor — the brand's actual founder or growth head — committing 2 hrs/month
Scholarship Pool
₹1,00,000 from partner brand for the top team's recommendations to be implemented
Skills Applied (current + previous trimesters)
F3 FACR — read and audit the brand's P&L, balance sheet, cash flow; flag accounting concerns
M2 STPR — A/B test design, statistical significance of metric changes, cohort retention analysis
D2 DENG — extract + analyse brand's transaction database via SQL; build the analytics pipeline
E7 ORGB — team contract, role clarity, conflict resolution, weekly retros
Every milestone hit · weekly retros · clean decision logs
Most milestones met · retros mostly present
Milestone slippage · partial retros
Milestones missed · retros absent
Evaluation LogicAUDIT — must clear. Pass requires: (1) audit report meets industry quality (assessed by industry mentor), (2) financial model error-free, (3) recommendations are implementable + quantified, (4) brand founder rates pitch ≥7/10. Fail → re-do as supplementary in T3.
Portfolio ValueRecruiters can see a real D2C brand on the resume with a verified consulting engagement. Top 3 teams' reports posted on KLBS publications (sanitised). LinkedIn-shareable testimonial from the brand founder.
▸ SMALLER ACTIVITIES · 3 per trimester
CXO Chat
How D2C Brands Win in India 2026
⏱ Half-day · 3 hrs
👤 Founder/CMO of a major D2C brand (Mamaearth / Sugar Cosmetics / Boat / Wakefit alumni)
Live conversation on the playbook for D2C scale — channel mix, performance marketing, retention loops, when to raise. Q&A with 100 BBA students.
Hackathon
SQL Brand Analytics Hackathon
⏱ 36 hours · weekend
👤 Sponsored by BigBasket / Swiggy / Zepto analytics team
Real anonymised transaction data + 6 business questions. Teams compete on speed + accuracy + insight quality. Top 3 teams interview with sponsor.
Hands-on Workshop
Tally Prime + Zoho Books Practical Bootcamp
⏱ 2 days · 12 hrs
👤 Tally-certified trainer + practising CA
Hands-on entries, GST returns, MIS reports, working with auditor. Most BBA students never touch accounting software — this fixes it.
T3 · Macro Context · Machine Learning · Analytics6 hrs/wk × 10 wks · AUDIT · must clear
📈
INDIA 2027
Predict the economy. Publicly. For 12 months.
Build a forecast dashboard for India's economy — GDP, inflation, GST, EPFO, oil. Your predictions get LOCKED on Week 6 and tracked PUBLICLY for the next 12 months. Every month, the leaderboard updates. The world sees who was right.
WHAT YOU GET
▸ Forecasts published to KLBS Research leaderboard · live for 12 months · no edits allowed after Week 6
▸ Monthly accuracy update goes out to economist mentors + industry partners
▸ Final pitch to RBI Hyderabad panel · sell-side economists watch you defend methodology
▸ Top 3 teams' work syndicated to a real economist newsletter · cited in Business Standard
SKILLS YOU APPLY
F2 MacroeconomicsF4 Cost AccountingD3 Machine LearningE13 Business Analytics
▸ MISSION BRIEF · Full formal name: India Macro Forecast Dashboard — Live Tracked Predictions
Teams build an interactive dashboard forecasting 6–8 key India macroeconomic indicators over the next 12 months: Real GDP growth, CPI inflation, USD/INR, key sector indices (Auto / IT / Banking), unemployment, current account. Forecasts are LOCKED at week 6 and published. Over the next 6 months (into T4–T5), accuracy is publicly tracked on a KLBS economics leaderboard — team rankings update monthly as real data comes in. This creates real accountability — teams are forecasting actual outcomes, not running ML on toy data.
Industry Partner
RBI Hyderabad regional office (data + research mentorship) + SBI Economic Research / J.P. Morgan India / HDFC Securities Research
Mentor Model
Each team gets 1 KLBS faculty mentor (economics/data science) + 1 economist mentor (alum from RBI / IMF / WB / J.P. Morgan or hired sell-side economist) committing 2 hrs/month
RBI-panel presentation + final report + active leaderboard entry · monthly accuracy auto-updated
MILESTONE
RBI panel rates research methodology ≥7/10 · top 3 teams' work published on KLBS Research portal
Final Deliverables (Week 10)
Week 4: Data acquisition pipeline + initial exploratory analysis
Week 6: LOCKED forecast — 12-month predictions + methodology doc submitted to public leaderboard
Week 10: Interactive Tableau / Power BI dashboard live on KLBS portal
Week 12: 'Macro Outlook 2027' team presentation to RBI Hyderabad + KLBS economics faculty
Evaluation Rubric · Total 100 marks · Pass = 60%
Forecasting accuracy is tracked separately for 12 months — it determines bragging rights, not the audit pass/fail. Pass/fail is determined here on methodology quality, defensibility, and presentation.
Criterion
Weight
Excellent 90–100%
Proficient 70–89%
Developing 50–69%
Needs Improvement <50%
Methodology Rigor
Is the modelling approach defensible to a sell-side economist? Train/val/test discipline, statistical tests, uncertainty quantification.
25%
Walk-forward CV · ensemble · CIs · model card · economist mentor signs off
Solid report · most chapters strong · 1–2 weak areas
Adequate · uneven quality across indicators
Below sell-side standard · cannot be circulated externally
Presentation to RBI Panel
Final pitch + Q&A under sharp economist scrutiny.
15%
RBI panel rates ≥8/10 · handles all Q&A · could go to Reuters tomorrow
Panel rates 6–7/10 · handles most Q&A
Panel rates 4–5/10 · weak on Q&A
Panel rates <4/10 · cannot defend methodology
Public Forecast Accountability
Did the team publish on time + commit to monthly accuracy tracking for 12 months?
10%
Published on time · monthly accuracy tracking auto-updates · team responds to feedback
Published on time · tracking works · slow on feedback
Late by ≤1 week · tracking partial
Late by >1 week · tracking missing
Evaluation LogicAUDIT — must clear. Pass requires: (1) methodology defensible (reviewed by economist mentor), (2) dashboard works + is interactive, (3) presentation passes RBI panel ≥60%, (4) team published to leaderboard by deadline. Accuracy doesn't determine pass — but determines bragging rights for 6 months.
Portfolio ValueAn ML + economics product that's actually been judged against reality. Recruiters at sell-side research, asset management, policy think tanks, and IB Macro desks find this enormously credible. Forecasts that beat consensus → direct hiring conversations.
▸ SMALLER ACTIVITIES · 3 per trimester
CXO Chat
The Macro Outlook for India 2027 — A Chief Economist's View
⏱ Half-day · 3 hrs
👤 Chief Economist from SBI Research / Axis Bank / Kotak Mahindra Bank (alum or hired)
What signals matter? How are GDP forecasts built? Careers in economic research (sell-side / buy-side / policy). Q&A.
Hackathon
ML Forecasting Hackathon — Predict the Next Quarter
⏱ 48 hours · weekend
👤 Sponsored by Fractal Analytics / Tiger Analytics / Mu Sigma / ICICI Lombard Analytics
Real macro/financial dataset. Predict a specific KPI for next quarter. Live leaderboard. Top 5 teams interview with sponsor.
Hands-on Workshop
Power BI + Tableau Workshop — Recruiter-Grade Dashboards
⏱ 2 days · 12 hrs
👤 Microsoft-certified Power BI trainer + Tableau Desktop Specialist
Building dashboards as an IB analyst / consulting analyst would. Used directly in Macro Dashboard major activity.
A mid-cap company opens its plant, hospital, or logistics floor to you. You'll diagnose 5 specific things they're doing wrong, design 2 fixes, and pitch to the actual C-suite. Bain associates don't get cleaner briefs than this.
WHAT YOU GET
▸ 8 real mid-cap clients matched · NDA signed · plant/floor walk-through included
▸ C-suite (CEO + CFO + COO) in the room for your final boardroom pitch
▸ Top team's recommendations get ₹2L implementation budget + 3-month deployment role
▸ Operations Transformation credential goes on resume · referenced in finance/consulting interviews
SKILLS YOU APPLY
C2 NegotiationE1 Corporate FinanceE5 Operations MgmtE9 Business Model + Design Thinking
▸ MISSION BRIEF · Full formal name: Operations Transformation Project — Real Indian Mid-Cap
Teams partner with a real mid-cap manufacturer or healthcare provider in Andhra/Telangana to identify and propose operational improvements with quantified financial impact. Conduct site visits (2–3 per team), time-motion studies, process maps, throughput analysis, financial impact modeling (DCF on the improvement), and design-thinking workshops with the client's operations team. Deliverable is a 60-page transformation report + boardroom pitch to client C-suite.
Industry Partner
AP/Telangana mid-cap manufacturers (₹100–500 cr revenue), Apollo Group / Yashoda / KIMS Hospitals, mid-sized auto/pharma component manufacturers via FAPCCI network
Mentor Model
Each team gets 1 KLBS faculty mentor (Operations/Finance) + 1 senior operations practitioner from the partner company (Plant Head / VP Operations) committing 4 hrs/month
Outcome Commitment
Partner company commits to evaluate the top team's recommendations for implementation — if accepted, ₹2L scholarship to team
Skills Applied (current + previous trimesters)
C2 NEGO — managing the client relationship, getting buy-in from line workers, negotiating with department heads
E1 CFIN — DCF of the proposed improvements, return on capital analysis, payback period
Bain/BCG-grade · pyramid principle · visuals on every key point
Solid structure · clear writing · most visuals work
Adequate · uneven quality
Below industry standard
Boardroom Pitch & Q&A
Final pitch delivery + Q&A under C-suite scrutiny.
15%
C-suite panel rates ≥8/10 · handles all Q&A · would hire team
Panel rates 6–7/10 · handles most Q&A
Panel rates 4–5/10 · weak Q&A
Panel rates <4/10 · cannot defend report
Evaluation LogicAUDIT — must clear. Pass requires: (1) client mentor rates engagement ≥7/10, (2) financial model is auditable (numbers tie + sensitivity analysis), (3) at least 2 recommendations are concrete + costed, (4) team handles boardroom Q&A credibly. Fail → re-do as supplementary in T5.
Portfolio ValueA real 'Consulted for [Mid-Cap Mfr], delivered ₹X cr opportunity' line on the resume — the single most powerful credential for consulting (Bain, BCG, Kearney, Deloitte S&O), Big 4 advisory, and ops rotational programs. Top 3 reports published as cases on KLBS portal.
▸ SMALLER ACTIVITIES · 3 per trimester
CXO Chat
Inside the Operating Model — A CFO/COO Perspective
⏱ Half-day · 3 hrs
👤 CFO or COO from listed Indian company (Infosys / TCS / HCL / Bajaj Auto / Hero MotoCorp) or unicorn (Zerodha / Razorpay / Cred)
How operational decisions translate into financial outcomes. War stories from real transformations. Q&A.
Bootcamp
Financial Modelling Intensive — IB Analyst Standard
⏱ 1 week intensive · 25 hrs
👤 Ex-Goldman / Morgan Stanley / J.P. Morgan IB analyst (alum or hired)
Build 3-statement model, DCF, LBO, accretion/dilution, comps from scratch. Same content as Goldman analyst training program (adapted from CFI / Wall Street Prep curriculum).
👤 IDEO India / Designit / Stanford d.school certified facilitator
Hands-on user empathy → problem framing → ideation → prototyping. Applied directly to Ops Transformation project for the partner company.
T5 · Investments · Brand · SCM · People + Language6 hrs/wk × 10 wks · AUDIT · must clear
💹
STREET
Initiating coverage. Real stock. Real fund managers in the room.
Pick a listed Indian mid-cap. Build a buy-side-grade research report on it — full DCF, comps, target price, BUY/HOLD/SELL. Pitch to FIVE real fund managers. They will attack your call. Defend.
WHAT YOU GET
▸ Real listed mid-cap (₹5,000–25,000 cr) · 12-month coverage commitment
▸ Final pitch to 5 real PMS/AIF/MF fund managers (Marcellus / Helios / White Oak tier)
▸ Target prices LOCKED · accuracy tracked publicly for 12 months on KLBS Research leaderboard
▸ Top 3 reports get published on KLBS Research portal · real asset managers read it
SKILLS YOU APPLY
E2 Investments + Capital MarketsE4 Consumer Behaviour + BrandE6 Logistics + SCME8 HRM + TalentFL-1 Foreign Language
▸ MISSION BRIEF · Full formal name: Equity Research Initiation Coverage — Listed Indian Mid-Cap
Teams pick one mid-cap Indian listed company (₹5,000–25,000 cr market cap) — examples: Tata Elxsi, Polycab, Astral, Affle India, Coforge, Persistent Systems, Indus Towers — and produce a complete initiation coverage report at buy-side fund quality. The report covers business model, industry analysis (E6 SCM + E4 Brand), management quality (E8 HRMG), 3-statement financial model + DCF (E2 ICAP), risks, and a defensible BUY/HOLD/SELL with target price. Final pitches to a real fund manager panel — top 3 reports get published to a KLBS Research portal that asset managers actually read.
Industry Partner
Marcellus Investment Managers / Helios Capital / White Oak Capital / ICICI Pru AMC / SBI MF / Motilal Oswal Institutional Equities
Mentor Model
Each team gets 1 KLBS faculty mentor (Finance) + 1 equity research analyst mentor (alum currently at sell-side or buy-side fund, or hired) committing 4 hrs/month
Review Panel
Final pitches reviewed by a panel of 5 real PMS/AIF fund managers — they will not pull punches
Live PM-panel pitch + final report submission + 12-month performance tracking active
MILESTONE
PM panel rates research ≥7/10 · top 3 reports published on KLBS Research portal · target prices tracked monthly
Final Deliverables (Week 10)
Week 3: Industry primer + company business model deep-dive (15 pages)
Week 6: 3-statement financial model + DCF — Excel file auditable line by line
Week 9: Full 40-page research report + Bloomberg-style exec summary (1 page)
Week 12: 20-min analyst pitch to fund manager panel + 30-min Q&A — defending target price under attack
Evaluation Rubric · Total 100 marks · Pass = 60%
Buy-side fund manager panel scores 50% of marks. Methodology + model quality scored by analyst mentor. Final stock-call accuracy tracked separately for 12 months for leaderboard.
Criterion
Weight
Excellent 90–100%
Proficient 70–89%
Developing 50–69%
Needs Improvement <50%
Financial Model Quality
Does the model pass a CFA-grade audit? Forecast assumptions defensible?
Evaluation LogicAUDIT — must clear. Pass requires: (1) fund manager panel rates research ≥7/10, (2) financial model is error-free + auditable, (3) report meets industry formatting standards (CFA RVS structure), (4) team handles 30 min of unscripted Q&A. Fail → re-do as supplementary in T6.
Portfolio ValueA buy-side-quality research report on a real Indian listed company published to a public KLBS Research portal — this single artifact opens doors at Morgan Stanley Equity Research, J.P. Morgan, Macquarie, Jefferies, every Indian sell-side desk, and PMS/AIF buy-side. Top 3 reports also generate inbound hiring conversations directly.
▸ SMALLER ACTIVITIES · 3 per trimester
CXO Chat
Inside a Buy-Side Fund — A Portfolio Manager's Decision Process
⏱ Half-day · 3 hrs
👤 PM from Marcellus / Helios / White Oak / SBI Mutual Fund (alum or hired)
How do PMs actually decide BUY/SELL? Position sizing, conviction, what they look for in analyst reports. Careers in active management.
Hands-on Workshop
Brand Strategy with a Sitting CMO
⏱ 2 days · 12 hrs
👤 CMO of a leading consumer brand (Mamaearth / Sugar / Boat / Wakefit / The Souled Store)
Real-time brand-building workshop. Students work on a new product launch brief from the CMO's brand. Final presentations critiqued live by the CMO.
Plant-floor walk of a modern fulfillment center → workshop on supply-chain optimisation, last-mile economics, dark stores. Career paths in supply-chain leadership.
T6 · GenAI · BI · Digital Transformation + First PE6 hrs/wk × 10 wks · AUDIT · must clear
🤖
BUILT WITH AI
Ship an AI-native product. Real users. Real metrics. Live in 10 weeks.
Industry partner gives you a real AI problem with real production data (anonymised). You'll build a RAG pipeline / agent / fine-tune that solves it — and ship it to a live URL that real users hit. Pass the eval suite or fail.
WHAT YOU GET
▸ Real industry partners: Sarvam / Krutrim / Yellow.ai / Zomato / Bajaj / ICICI Lombard tier
▸ Anonymised production data · partner technical lead in your team's Slack
▸ Live URL hosted under partner brand · students named as co-creators
▸ Top 3 products go into actual partner production · paid maintenance engagement offered
SKILLS YOU APPLY
D4 Generative AI, LLMs, AgentsD5 Digital TransformationE14 BI + Executive DashboardsPE-1 (one of 8 tracks)
▸ MISSION BRIEF · Full formal name: AI-Native Product Build — Solve a Real Industry Problem
Teams partner with a real industry sponsor and build a production-grade AI-native product solving a problem in their domain. The product must include: (1) working LLM-powered backend with prompt engineering + RAG / agent architecture (D4), (2) a digital-transformation rationale + change management plan (D5), (3) BI dashboard tracking product performance metrics (E14), (4) deep specialisation from chosen PE track (the PE-1 course content). Deployed via Hugging Face Spaces / Streamlit Cloud / partner infra. Live URL is the deliverable, not a deck.
Industry Partner
Sarvam AI / Krutrim / Yellow.ai / Zomato Support AI / Bajaj Finserv Credit AI / ICICI Lombard Claims AI / Apollo 24/7 / Tata 1mg — sourced via KLBS + Hyderabad AI ecosystem
Mentor Model
Each team gets 1 KLBS faculty mentor (D4/D5/E14 instructor) + 1 industry product lead from partner company committing 4 hrs/month
Deployment
Top 3 teams' products go live with partner company under their brand or on KLBS portal
Cost to Student
Nil. All model access, compute and hosting run on partner-supplied credentials or free tiers (Hugging Face Spaces, Streamlit Community Cloud). No paid API spend is required of students and none is reimbursed.
Repo clean · README comprehensive · anyone can run end-to-end
Repo organised · README adequate
Repo messy · documentation gaps
Repo unusable to outsiders
Evaluation LogicAUDIT — must clear. Pass requires: (1) working live URL accessible to evaluators, (2) eval suite passes ≥70% of test cases, (3) metrics dashboard tracks ≥5 KPIs, (4) product spec doc + partner-facing deployment plan completed, (5) partner rates engagement ≥7/10. Fail → re-do as supplementary in T7.
Portfolio ValueA live URL students can put on a resume that recruiters can ACTUALLY VISIT. In 2027-28 hiring markets, an AI product built for a real sponsor is the single strongest hire signal at Microsoft AI / Google AI / Anthropic / OpenAI India / Sarvam / Krutrim / every AI-product role at consumer + B2B companies. Equivalent to 6 months of internship credential.
▸ SMALLER ACTIVITIES · 3 per trimester
Industry Day
AI Industry Day — State of AI 2027
⏱ Half-day · 4 hrs
👤 AI leads from OpenAI India / Anthropic India / Google DeepMind India / Microsoft AI India (alum or hired) — panel of 3–4
State of AI 2027 — model capability frontier, where dollars are flowing, what kinds of products win. Career paths in AI product / research / safety. Q&A.
Hackathon
Build-with-AI Hackathon — Indian AI-First Startup
⏱ 48 hours · weekend
👤 Sponsored by Sarvam AI / Krutrim / Yellow.ai / CRED AI
Build an AI feature for the sponsor's stack within 48 hours. Real problem. Real prizes. Top 3 teams get sponsor-side hiring fast-track.
PE Track Immersion
Track-Specific Industry Immersion — 8 Parallel Events
⏱ 2 days · 12 hrs · students attend their chosen track's event
👤 8 industry partners, one per track (see PE-1 cert mapping below)
IB → Goldman Sachs / Morgan Stanley office visit · FinTech → Razorpay / PhonePe HQ · Decision Intel → Fractal Analytics studio · Brand → HUL / P&G brand studio · Venture → T-Hub founder roundtable · Strategy → McKinsey / Bain office · AI PM → Microsoft / Google AI office · Algo Trading → NSE / Quantbox / Tower Research
Teams of 3-4 commit to a complete venture sprint integrating T1's Bazaar Decode + T4's India 2027 + everything since. Pre-incorporation legal + IP + early team contracts. MVP in customer hands by week 4. Mid-trim pivot review with VCs. Final 12-minute Demo Day pitch to a panel of 5 active Indian VCs (Sequoia India, Lightspeed, Blume, Stellaris, Accel). Top 3 teams get genuine seed-cheque conversations + incubator residency offers. Aligned with the E10 Venture Creation course.
Industry Partner
Indian Angel Network + venture studio partners + KLBS alumni VCs
Mentor Model
Each team gets 1 KLBS faculty + 1 sitting VC analyst as mentor pair
Cost to Student
Nil. The MVP must be built on free and no-code tooling, and the venture is validated through customer conversations rather than spend. No institutional seed, no student contribution and no university disbursement is attached to this activity.
Skills Applied (current + previous trimesters)
E10 VENT — full-stack venture creation, team formation, pitch craft
PE-2 + PE-3 (track-specific) — domain expertise applied to the venture
PRJ1 Capstone — synthesis of all functional learning
F1 + F4 + E1 — unit economics, financial modelling, investor diligence prep
Plus everything from T1-T6 cumulative
Final Deliverables (Week 10)
MVP with verifiable user metrics by week 4 — built on free-tier or no-code tooling; no spend required
Customer-development log: 30+ user interviews documented
Financial model (3-year): unit economics, CAC/LTV, fundraise ask, dilution
Demo Day pitch + Q&A with active VCs (12 min slot)
Evaluation LogicAUDIT — must clear, no credit. Pass requires: (1) MVP in customer hands by week 4, (2) 30+ documented customer interviews, (3) financial model defensible to faculty review, (4) Demo Day pitch score ≥65% from VC panel. Top 3 teams receive the KLBS Founder Certification (signed by the Dean) and an introduction to the incubator and investor network. No monetary award is attached.
Portfolio ValueMost concrete founder credential possible: a real pitch to real VCs at the end of a BBA. Top performers often convert directly into VC analyst roles, founder-track incubator residencies, or seed-funded ventures launched at graduation.
▸ SMALLER ACTIVITIES · 3 per trimester
VC AMA
Term-Sheet Walkthrough with a Sitting Partner
⏱ Half-day · 3 hrs
👤 Partner at Sequoia India / Lightspeed / Blume / Accel India
Live walkthrough of a real (anonymised) term sheet: liquidation preference, anti-dilution, board composition, ESOP pool — what to negotiate, what to accept. Followed by 90-min Q&A with founder + VC perspectives.
CXO Chat
Exit Lessons — How I Sold My Company
⏱ Half-day · 3 hrs
👤 Founder of an Indian startup acquired in last 18 months (e.g., a TaxiForSure / FreshMenu / Mensa Brands alum)
Honest retrospective on the exit decision: when to sell vs hold, M&A diligence experience, what they wish they'd known about earn-outs + retention clauses, what acquirers actually evaluate.
Hands-on Workshop
Financial-Model Stress Test — Investor Diligence
⏱ 1 day · 6 hrs
👤 Ex-Goldman / Morgan Stanley analyst + practising founder-CFO
Take each team's capstone financial model and break it from the investor side: scenario stress, sensitivity to elasticity assumptions, working-capital traps. Output: a hardened model that survives Series A diligence.
T8 · Wrap-Up · Final Capstone + Industry Bridge6 smaller activities · no trimester-long major
Wrap-Up · Final Capstone + Industry Bridge
A portfolio of smaller activities — workshops, CXO chats, online evening sessions — sized for the trim's priorities.
CURRENT TRIM FOCUS
PRJ2 Capstone 2 — Industry ProjectFinal PE specialisation modulesL4 Indian Language IV (optional)
▸ SMALLER ACTIVITIES · 6 per trimester
CXO Chat
The First 5 Years — Career-Compounding Decisions
⏱ Half-day · 3 hrs
👤 Senior alum (~10 years out) — McKinsey Partner / Goldman MD / Founder of unicorn
Honest reflection on the first 5 years post-BBA: choices that compounded into careers (which role to take, when to switch, when to do MBA, when to start a company). Plus the choices that didn't matter as much as they felt at the time.
Hands-on Workshop
Personal Finance Bootcamp — First Salary Decisions
⏱ 1 day · 6 hrs
👤 CFP-certified personal finance advisor + tax practitioner
Tax structuring of CTC, NPS vs PPF vs mutual funds, EPF vs voluntary contributions, term insurance + health insurance, building a 6-month emergency corpus, the math of buying-vs-renting in tier-1 metros. Output: each student leaves with a 1-page personal financial plan for year 1 of work.
CXO Chat
Inside an Indian Boardroom
⏱ Half-day · 3 hrs
👤 Sitting Independent Director on listed-company board (e.g., Infosys / HDFC Life / Tata Steel ID)
How boards actually work in India: SEBI LODR requirements, audit committee dynamics, KMP relationships, conflict-of-interest navigation, the role of independent directors in governance.
Build a high-signal LinkedIn profile + content strategy that compounds over years. Photo, headline, About, featured artifacts, posting cadence. Recruiters find you, not the other way around.
Industry Visit
Trading Floor + Operations Centre Walkthrough
⏱ 1 day · 6 hrs
👤 Host: NSE / BSE / a Tier-1 bank trading desk in Mumbai
Physical visit to a working trading floor + operations centre. See risk dashboards live, order-flow systems, compliance war room. Followed by Q&A with desk heads. Connects T8 algorithmic-trading specialisation to lived reality.
Communication Bootcamp
Storytelling for Senior-Audience Communication
⏱ 2 days · 12 hrs
👤 Ex-McKinsey storyline coach + alum at Bain Capability Centre
Pyramid Principle, MECE structuring, board-deck design, the 3-slide rule for CXO communication. Each student produces a 5-slide deck for their capstone project that survives senior-audience scrutiny.
1S · Summer 1 · First Industry Internship2 smaller activities · no trimester-long major
Summer 1 · First Industry Internship
A portfolio of smaller activities — workshops, CXO chats, online evening sessions — sized for the trim's priorities.
👤 Hosted by KLBS faculty + senior alum facilitators (rotating)
Cohort-of-12 video calls each Wednesday evening across the summer. Each student shares one workplace situation from the week (anonymised); the cohort + facilitator discuss with frameworks. Output: a written reflection log + ability to articulate one's internship lessons.
Online Evening Activity
Industry Spotlight Series — Cross-Sector Speaker Nights
⏱ 8 weeks · 1.5 hrs/week (Fri evenings, online)
👤 Rotating roster of industry speakers across 8 sectors (BFSI, FMCG, Pharma, Tech, Manufacturing, Retail, Consulting, Government)
Each Friday evening: one 45-min talk by a senior practitioner + 45-min Q&A. Designed to broaden exposure beyond a student's internship sector. Recorded for asynchronous catch-up.
2S · Summer 2 · Second Internship + Pre-Specialisation3 smaller activities · no trimester-long major
Summer 2 · Second Internship + Pre-Specialisation
A portfolio of smaller activities — workshops, CXO chats, online evening sessions — sized for the trim's priorities.
CURRENT TRIM FOCUS
Second summer internship (8-10 weeks, more aligned to chosen specialisation)
▸ SMALLER ACTIVITIES · 3 per trimester
Online Evening Activity
PPO Conversion Coaching — Weekly Strategy Calls
⏱ 8 weeks · 1.5 hrs/week (Tue evenings, online)
👤 Hosted by KLBS career-services + alum sponsors in the student's target firm
Each Tuesday evening: small-group (cohort-of-8) calls to strategise on Pre-Placement Offer (PPO) conversion. Mock end-of-internship presentations, manager-feedback decoding, navigating the 'tell us about your project' conversation that determines PPO. The single highest-leverage 12 hours of summer 2.
Online Evening Activity
Capstone Scoping Sprints — Industry Project Setup
⏱ 6 weeks · 1.5 hrs/week (Thu evenings, online)
👤 KLBS Capstone faculty + industry mentors
Students scope their Y3 Capstone Project (PRJ1) with industry mentors during the summer. Each Thursday: problem-statement refinement, scope negotiation, data-access secure, deliverable framing. By end of 2S, every student has a signed Capstone-1 charter ready for T7 launch.
Online Evening Activity
GMAT / CAT Sprint — For Higher-Studies Aspirants Only
⏱ 10 weeks · 2 hrs/week (Sat mornings, online)
👤 External test-prep partner (TIME / IMS / Career Launcher)
For the ~30% of cohort pursuing higher studies. Saturday morning structured prep — verbal + quant + DI/LR for CAT; quant + verbal + IR for GMAT. Mock test every 3 weeks. Optional; supplements T6-T7 placement training.
STEM Blend
STEM blend across the curriculum
How mathematics, data, AI, and industry tools are woven into the BBA — not as a separate stream, but as a backbone running through 39% of the catalog. Three views: the explicit STEM courses, AI integration depth across non-tech courses, and the tools students leave with.
Mathematics · AI · Industry tools
A tech-integrated BBA
The Y26 BBA treats technology fluency as a graduation requirement, not an elective track. Seven foundation courses build mathematical and computing literacy. Thirty-six courses across the catalog explicitly use AI or data methods. Students leave with working command of 35+ industry tools.
7
STEM foundation courses
Math, statistics, Python, data engineering, ML, GenAI, digital transformation
36
AI/tech-integrated courses
~39% of the 92-item catalog explicitly uses AI, data, or computing methods
35+
Industry tools taught
From Excel, SQL, and Tally Prime to LLM APIs, vector databases, ERP systems, and no-code build platforms
AMath, AI and tech courses + open electives
The explicit STEM spine of the BBA. These ten courses establish the quantitative and computing foundations every student leaves with, regardless of specialization. Beyond them, three of the eight specialization tracks are technology-first.
Working with GenAI · prompts, RAG, agents, evaluation
3
D5
Digital Transformation & Enterprise Tech
T6
Tech stacks at the firm level · ERPs, cloud, integration
3
E13
Business Analytics Essentials
T3
Translating data into business decisions
2
E14
BI, Visualization & Executive Dashboards
T6
Dashboard craft · Tableau, Power BI, executive-grade reporting
4
Open electives · all three are tech-oriented
OE1
AI Product Building & No-Code MVP Development
T8/T9
Maker · ship a working AI MVP using no-code + LLM APIs
2
OE2
UX/UI Design & Product Experience Strategy
T8/T9
Designer · digital product craft and critique
2
OE3
Cybersecurity, Digital Trust & Risk Management for Business
T8/T9
Defender · digital risk and trust for business leaders
2
Technology-first specialization tracks · 3 of 8
T2
FinTech & Digital Banking Innovation
T6-T8
Payments, lending, BNPL, India Stack architecture · 4 PEs × 3 cr
12
T3
Decision Intelligence & Applied AI
T6-T8
Causal inference, forecasting, time-series, experimentation · 4 PEs
12
T7
AI Product Management & Growth Leadership
T6-T8
LLM strategy, prompt engineering, RAG, agentic workflows · 4 PEs
12
STEM spine · explicit total credits
69
Sixty-nine credits — 53% of the 3-year programme total — sit on courses that are explicitly mathematical, computing, or technology-oriented. A student picking T2, T3, or T7 specialization would graduate with deeper technical preparation than most Indian engineering majors.
BAI integration across non-tech courses
Beyond the explicit STEM spine, AI and data methods are integrated into courses that are nominally about finance, marketing, operations, or strategy. The 2026 hiring market expects every BBA graduate to be AI-fluent — this is how that fluency is built course by course.
D3 · E13 · D5 · all consulting + marketing PE courses
8+
Statistical hypothesis testing
M2 · D3 · T3-PE1 · T4-PE2 · research projects
5+
Vector databases & embeddings
D4 · T7-PE2 · OE1
3
Two cross-cutting ALMs (15: AI-Augmented Pair Workflow, 16: Prompt Engineering & LLM Workflow Lab) mean every course in the catalog has an AI-fluency component baked into its pedagogy, not only the ones with AI in the title.
CIndustry tools students leave with
A graduate of this BBA can sit down at a real workstation and be productive. Tools are taught inside the courses where they are most relevant — Bloomberg in finance, GA4 in marketing, Figma in design electives — rather than as standalone tool courses.
C1 · C2 · all team-based courses · all PE projects
Accounting & ERPbooks · GST · ERP
Tally Prime · Zoho Books · QuickBooks Online · SAP S/4HANA Cloud (intro) · Oracle NetSuite (overview)
F3 · F4 · D5 · T2 out-of-class workshop
Tools are taught in context, not as standalone curriculum. A student doesn't take a "SQL course" — they learn SQL inside D2 (Data Engineering) because the course needs them to work with real data warehouses, and they use SQL again in E13 (Business Analytics) and across the Decision Intelligence track.
⟶
The point is not that this BBA has tech courses — many programs do. The point is that tech runs through every course: in the methods used, the tools required, the AI workflows integrated into pedagogy via ALMs 15 and 16. A graduate is fluent, not literate.
04
STEM & tech coverage dashboard
A visual answer to: how much STEM, AI, and tech is actually woven into the Y26 BBA? Every count and connection on this page is sourced from the course catalog and ALM mappings — not from intent statements.
69cr
STEM-track credits
Of 125 total · approximately 55% of the programme has explicit STEM or tech content
9
Foundation STEM courses
M1, M2, D1-D5, E13, E14
12
AI/data concepts taught
From RAG to causal inference
43+
Industry tools across 8 categories
Includes accounting + ERP fluency · workstation-ready coverage
The STEM spine across 3 years
Where the 15 explicit STEM and tech-oriented courses live in the trimester sequence. Hover any course for details.
Maker · ship a working AI MVP using no-code + LLM APIs
OE22cr
UX/UI Design & Product Experience Strategy
Designer · digital product craft and critique
OE32cr
Cybersecurity, Digital Trust & Risk Mgmt
Defender · digital risk and trust for business leaders
AI & data concept depth
Twelve core concepts and where in the catalogue each one is taught. Concept reach (number of courses) signals whether it's a graduating-level skill or a niche.
Every BBA graduate leaves with command of tools from each category. Tools are taught inside the courses where they're most relevant — Bloomberg in finance, GA4 in marketing, Figma in design electives.
When does each tool category enter the curriculum, and how does the student's working tool count grow? This timeline traces the cumulative buildup — from 5 tools by end of T1 to 44 by end of T8, across 8 categories.
44
distinct tools introduced
Across 3 years · one per trimester adds 3-10
8
categories activated
By end of T8 · the 8th (Build & MVP) activates in T8 via OE1
T2
earliest Accounting/ERP exposure
Tally Prime + Zoho Books inside F3 · ERP-class systems in T6 via D5
T6
biggest tool jump
+10 tools at once: GenAI stack + full BI + ERP intro
T1
Y1
D1 · C1
+5 NEW TOOLS:ExcelGoogle SheetsPython (pandas)SlackNotion
+ NEW CATEGORIES:QuantitativeProductivity
Cumulative tools5/44
2/8 categories
T2
Y1
F3 · D2 · E3
+5 NEW TOOLS:PostgreSQLBigQueryTally PrimeZoho BooksMeta Ads Manager
+ NEW CATEGORIES:Data & BIAccounting & ERPMarketing & Product
Cumulative tools10/44
5/8 categories
T3
Y1
D3 · E13
+4 NEW TOOLS:scikit-learnstatsmodelsMetabaseGoogle Analytics 4
(no new categories — deepening existing tool fluency)
Cumulative tools14/44
5/8 categories
T4
Y2
E1 · E2
+5 NEW TOOLS:Bloomberg TerminalFactSetCapital IQFREDRefinitiv
+ NEW CATEGORIES:Finance
Cumulative tools19/44
6/8 categories
T5
Y2
E4 · E10 · OE2
+5 NEW TOOLS:FigmaMixpanelAmplitudeLinearLoom
(no new categories — deepening existing tool fluency)
Cumulative tools24/44
6/8 categories
T6
Y2
D4 · D5 · E14
+10 NEW TOOLS:ChatGPTClaudeGeminiGitHub CopilotTableauPower BISAP S/4HANA CloudOracle NetSuiteMiroLucidchart
+ NEW CATEGORIES:GenAI & LLM
Cumulative tools34/44
7/8 categories
T7
Y3
T-track PEs
+3 NEW TOOLS:LangChainPineconeHugging Face
(no new categories — deepening existing tool fluency)
Cumulative tools37/44
7/8 categories
T8
Y3
OE1 · OE3 · PRJ2
+7 NEW TOOLS:BubbleWebflowZapierMakeVercelv0.devQuickBooks Online
+ NEW CATEGORIES:Build & MVP
Cumulative tools44/44
8/8 categories
Reading this analytics: The cumulative bar at the right of each row shows the total tools a BBA student has worked with by the end of that trimester. Categories listed as "new this trim" are first-activated — the student begins using tools from that category for the first time. Accounting & ERP activates in T2 via F3 (Tally Prime, Zoho Books), placing it among the earliest practical-software exposures alongside spreadsheets and SQL — a deliberate design choice that gives Indian-context accounting fluency from Year 1, not Year 3.
★
Workstation-ready guarantee: Every BBA graduate exits with working command of at least one tool from each of the eight categories. The combination — quantitative + BI + GenAI + finance + marketing + build + productivity + accounting/ERP — is what employers describe as "operator-ready" and is rarely found in undergraduate business programmes. The accounting/ERP category specifically closes the Indian-context gap that most BBA programmes miss — Tally Prime fluency for SMB and audit-firm work, plus exposure to ERP-class systems (SAP, NetSuite) for enterprise roles.
Placement Training
Placement training plan v2
Eight dedicated hours per trimester across seventeen topic and assessment-type categories — calendarised across seven active trimesters (T1-T7) plus two summer sprints (1S, 2S) and onboarding (T8). Categories are organised by SKILL and ASSESSMENT TYPE (not by career path) so a student can work on, say, "Case Interview & Problem-Solving" or "Probability & Quick Math" as a focused learning area regardless of which recruiter they target. Rebuilt for the 2026 placement reality: GMAT Focus Edition, MBB screening games, async video, WAT, deferred-MBA pathways.
01
Training philosophy
Placement training is treated as a distinct curricular thread — not bundled with out-of-class activities. It runs through every trimester, every student, every week.
Why 17 topic/assessment-based categories (not 9 career-path-based): A student who wants to improve "case interview structuring" or "probability brainteasers" or "WAT essay writing" can now find a single dedicated category — instead of extracting that one skill from a track-specific list that lumps IB technicals + Quant brainteasers + PM design + Sales roleplay together. Two students aimed at very different careers (one at McKinsey, one at HUL Future Leaders) might both be focused on Cat F (Behavioral & Async Video) in the same week — the story-bank + camera-presence skills are identical. Same logic for Cat G (case structuring), Cat L (coding under proctored timer), Cat O (Forage → STAR conversion).
Why 8 hours per trimester (up from 6): The 2026 placement reality demands more than aptitude + GD + PI. The modern bottleneck is the screening layer (Cats D + E) — McKinsey Solve (Redrock + Sea Wolf), BCG CCA + Casey + Pymetrics, Bain SOVA, SHL batteries, async video, SJTs — which cuts 60-80% of applicants before they see a human interviewer. Add Written Ability Tests (Cat H — WAT replacing GD at IIM-A/B/C/L), MBA test breadth (Cat Q — XAT/NMAT/SNAP/IIFT/CMAT/MICAT beyond CAT), deferred-MBA pathways (Cat Q — ISB YLP, Harvard 2+2, Wharton Moelis, Yale Silver Scholars), and track-specific modelling tests (Cats I, M, N — 3-hour IB DCF, 60-min PM PRD, GenAI take-home build, audit case study). 6 hours can't carry this. 8 hours can.
Dual-tracking + multi-format diagnostic: Every student takes a multi-format aptitude diagnostic in T1 Week 1 (CAT-style + SHL-style + GMAT Focus + LSAT-LR taster) and is profiled into Tier-A (top-25% premium-recruiter trajectory), Tier-B (mainstream placement), or Foundation-build. Tier-A students join an IMS / Career Launcher CAT/GMAT cohort with a minimum 20-mock commitment over Y1-Y2.
Outcome accountability: Every trimester's training has measurable target outcomes — mock scores, Forage completions, live mock counts, screening attempts, offer-pipeline metrics — attached to the placement office's quarterly review.
02
Seventeen topic + assessment categories
Placement training is structured across 17 categories organised by SKILL and ASSESSMENT TYPE — not by career path. Cats A–C cover aptitude testing; Cats D–E the screening layer; Cats F–H interview FORMATS (behavioral / case / written); Cats I–N track-agnostic technical disciplines (financial modelling / stock pitch / probability / coding / product / sales-regulatory-audit-AC); Cats O–Q resume-brand + compensation + higher-studies. A student looks at a category and says "I will spend X hours improving this specific skill" — without having to pick a career path first.
Cat A
Quantitative Aptitude
The numerical reasoning core underlying CAT-Quant, GMAT Focus Quant (60-90 scale, no Geometry), SHL Numerical, AMCAT Quant, eLitmus pH-test Quant. The single largest time sink across T1-T6 — daily speed + accuracy drilling, with sectional time-management as the discriminating skill.
Elements
Number systems — primes, factors, divisibility, modular arithmetic
Reading speed + critical reasoning across CAT-VARC, GMAT-Verbal (RC + CR only — Sentence Correction REMOVED from GMAT Focus Feb 2024), SHL Verbal, AMCAT Verbal. Audit-fix here: SC is no longer trained because the modern GMAT no longer tests it; reclaimed hours go to RC + CR depth.
Data Interpretation, Logical Reasoning & GMAT Data Insights
Pattern recognition under timer. CAT DI/LR + GMAT Focus Data Insights (replaced IR in Feb 2024 + absorbed Data Sufficiency from Quant) + SHL Inductive Reasoning. GMAT-Focus DI is the hardest of three GMAT sections and gets dedicated practice.
Elements
CAT-style Data Interpretation — tables, line/bar/pie, caselets
Combined caselets — DI + LR mixed sets (CAT-style)
Speed vs accuracy tradeoff tuning at sectional level
Primary trimesters: T1-T6 (continuous; GMAT DI emphasised T3 Sprint onward)
Cat D
Cognitive Screening Games (MBB + Premium-Consulting)
The single most-missed category in classical BBA placement training. 60-80% of premium-consulting applicants are cut at this screen BEFORE they ever see a case interviewer. Fundamentally different from aptitude — tests judgement-under-time-pressure with incomplete information, not arithmetic speed.
Elements
McKinsey Solve — Imbellus-built, ~65 min (Redrock Study + Sea Wolf); Sustainable Futures Lab at some offices (~85 min); Ecosystem Building retired July 2025
BCG Consulting Career Assessment (CCA) — 30-35 min behavioral + math + logic; new first screen 2025+
BCG Casey Chatbot — proprietary AI chatbot case interview
BCG Pymetrics — 12 neuroscience-style games × 91 behavioral/cognitive/social metrics
The fit-filter at the start of nearly every corporate MT programme + Big-4 audit + GCC analyst pipeline. Tests personality + judgement under workplace scenarios. Done well, candidates pass; done blindly, candidates are filtered out without feedback.
Cross-cutting skill — used at every recruiter from MBB to Big-4 audit to FMCG MT to GCC analyst. Live PI and async video are DISTINCT skills: live PI rewards conversational adjustment + reading the room; async video rewards camera presence + structured delivery with no human on the other side. Both depend on a strong STAR story bank as the substrate.
Elements
STAR story bank — 10-15 stories tagged by competency (leadership, teamwork, failure, conflict, initiative, analytical, communication, ambiguity, ethics, impact)
Live PI — panel + 1:1; conversational adjustment + reading the room
Async video — HireVue, Talview, Sova, Mettl: 60-second prep + 2-3-min record
Async camera presence — eye-line, lighting, framing, audio quality, pacing
Competency-mapping — which story for which competency, which recruiter, which difficulty
Behavioral fit signaling — culture-add vs culture-fit language
Primary trimesters: T1 (story bank intro) -> T3 (live + async live for real recruiters) -> T5-T7 (mastery)
Cat G
Case Interview & Business Problem-Solving
Live case interviews — the MBB / Big-4 strategy / corporate-strategy / advisory standard. The same format is also used as the audit case study + occasional PM final round + some corporate MT final rounds. Topic-based grouping: structuring + sizing + quantitative + synthesis are the same skills regardless of which firm tests them.
Written Analytical Communication — WAT, GD & 1-Pagers
WAT (Written Ability Test) has REPLACED GD at IIM-A/B/C/L. GD is still active at IIM-K, MDI, SP Jain, NMIMS, XLRI alt-rounds, and corporate MT. 1-page case memos and sell-side research write-ups complete the written-analytical-communication picture. Audit-fix here: classical BBA programmes train GD for the old IIM format; the new WAT format needs explicit drilling.
Elements
WAT — 45-60 min analytical essay, 300-500 words on contemporary topic (replaces GD at IIM-A/B/C/L)
1-page case memo — Bain partner-round style; case write-up under 60 min with structured recommendation
Sell-side written research formats — initiation note, quarterly update, sector primer
Contemporary-topic awareness — Indian economy, technology, ethics, geopolitics, social
Primary trimesters: T4 (WAT intro) -> T5 (WAT depth — 10 essays) -> T7 (live WAT at IIM/XLRI)
Cat I
Financial Modelling & Technical Finance
Core technical-finance content used across IB, ER, AM, PE, PMS, HF, S&T desks, corporate finance, and treasury roles. The 3-hour proctored modelling test has become the final discriminator at Bernstein, JPM AM, Marcellus, Spark Capital. The 400-question Vault / WSO Indo-American IB question bank is the de-facto coverage standard.
Elements
DCF — fully built from raw 10-K, including WACC, terminal value, sensitivity
LBO model — under 60 min for PE associate hiring
M&A accretion-dilution
3-statement model — fully integrated, debt schedule, working capital
Format used at ER, AM, PMS, HF, PE, family-office, and some asset-management buy-side roles. 5-min live + 1-page initiation note + Q&A defense. Indian firms running this format: Marcellus, Helios Capital, Sundaram AMC, Carnelian, ASK Investments, Bernstein India, JPM AM India, Spark.
Elements
5-min live stock pitch — thesis, valuation, risk, catalysts, recommendation
1-page initiation note — written take-home (48-hour window)
Investment thesis defense — Q&A under panel pressure
Sector primer + comparable analysis
Earnings model + earnings-revision analysis
Catalyst mapping (3-6 month timeline)
Long + Short pitch (for hedge-fund interviews)
Primary trimesters: T5 (pitch intro) -> T6 (5-10 live pitches + written notes) -> T7 (real recruiter rounds)
Cat K
Probability, Brainteasers & Quick Math
The Quant / Algo / S&T gauntlet — Heard on the Street + Quant Job Interview Q&A. Fundamentally different from CAT-Quant: rewards probabilistic reasoning + mental math at speed + creative framing of open-ended problems. S&T desks at GS Mumbai, MS Mumbai, JPM Mumbai, BofA Mumbai run this format, distinctly from IBD.
Elements
Probability puzzles — Bayesian, conditional, classical (Heard on the Street style)
The production-grade coding screen. Audit-fix here: practising LeetCode in a notebook is NOT the same as solving on HackerRank's webcam-proctored timed IDE-restricted environment. Indian recruiters using these platforms: every analytics-firm (Mu Sigma, Tiger Analytics, Fractal), every GCC-tech (Microsoft, Google, Amazon Mumbai), every Indian unicorn tech-side.
The Tech / Product / Analytics / GenAI hiring stack. Used across FAANG India (Microsoft / Google / Amazon Mumbai), Indian unicorns (Razorpay / Cred / Atlassian / Zomato / Swiggy / Flipkart), and the emerging GenAI ecosystem (OpenAI India, Anthropic India, Cohere, Sarvam, Krutrim). The PRD-in-60-min is now the standard PM written exercise.
Elements
Design X for Y — live product-sense interview
Metrics RCA — root-cause-analysis on a metric drop or spike
A/B test design — hypothesis, metric, sample size, statistical significance
Prioritization frameworks — RICE (Reach x Impact x Confidence / Effort), MoSCoW, Kano
PRD-in-60-min — written exercise standard at Razorpay, Cred, Microsoft, Atlassian, Google India
Resume, Brand & Outreach (incl. Forage -> STAR Conversion)
All external-presentation craft consolidated: the triple-format resume + cover letter + LinkedIn brand + cold-email writing as a high-conversion discipline (not just a count of sends) + Forage virtual experiences with explicit STAR-story conversion (the audit-fix — recruiters look for Forage but only when it is converted properly).
Higher Studies — MBA Tests & Deferred-MBA Pathways
Seven Indian MBA tests + GMAT Focus + deferred-MBA pathways (ISB YLP, Harvard 2+2, Wharton Moelis Advance Access, Yale Silver Scholars). Audit-fix: the deferred-admit story has to be built from T5 onward — not crammed into a single T8 session. Recommender management starts T3, with light-touch updates through T7 ask.
Elements
CAT — Indian primary MBA test (target 99%ile Tier-A, 85%ile+ Tier-B)
XAT — XLRI (Decision Making + descriptive essay; distinct from CAT)
NMAT — NMIMS + ISB MFAB (3-attempt mechanic)
SNAP (Symbiosis), IIFT (international trade), CMAT (NTA), MICAT (MICA — includes psychometric)
GMAT Focus Edition — for ISB PGP, ISB YLP, S.P. Jain, Great Lakes, select US MFin / MIM (60-90 sectional, 205-805 total, no SC, no AWA, Data Insights replaces IR)
School research + alumni informational interviews + info-session calendar
Primary trimesters: T3 (recommender ID + MBA-test landscape) -> T5-T6 (essay drafts + applications) -> T7 (interviews + decisions)
03
Trimester training plans
Week-by-week breakdown of the 8-hour placement training for T1-T7 + the two intensive summer sprints (1S, 2S) + T8 transition. Topics are mapped to current-trim and prior-trim skills + tagged with the 9 categories. T1 is expanded; click any other plan to expand it.
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsF1 Microeconomics · M1 Calculus + Lin Algebra · D1 Python · C1 Business Communication · E7 Organisational BehaviourPrior skillsEntry foundation — first trimester
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T1 is the diagnostic + baseline trimester. Every student is profiled across multi-format aptitude (CAT-style + SHL-style + GMAT Focus + LSAT-LR), assigned to Tier-A (top-25% premium-recruiter trajectory) / Tier-B (mainstream placement trajectory) / Foundation-build (deficit-correction), and given a personalised 7-trimester roadmap. First Forage program completed. Resume v1 (B-school 1-page format) drafted and reviewed. Categories A (aptitude), F (cert), G (resume/brand) lead this trimester.
LinkedIn profile complete with first 50 alumni connections
First Forage program completed (BCG / JPM / BofA — student choice)
STAR story bank started (5 stories drafted)
Awareness of all 7 MBA entrance test landscapes + ISB YLP deferred-admit path
Awareness of all 9 placement-training categories + their roles
T2
Accounting · Statistics · Marketing Core
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsF3 Financial Accounting · M2 Statistics + Probability · D2 Data Engineering SQL · F6 Business Environment · E3 Marketing MgmtPrior skillsF1 Micro · M1 Calc · D1 Python · C1 BCOM · E7 ORGB (T1)
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T2 is about building daily aptitude habits, completing 2nd-3rd Forage programs (different track exposure), introducing the screening layer (McKinsey Solve / BCG / Pymetrics demo), and shifting from cold-email quality to cold-email + referral-request velocity (20 sent with measured conversion). Categories A (aptitude), B (screening intro), F (cert), G (outreach), D (async video) lead.
10-Week Plan · 6 hrs/wk · 60 hrs total
Week 1
CAT-Quant ramp (Cat A)
6 hrs
Number systems + equations deep dive
TOPICS
Number theory — primes, factors, divisibility, modular arithmetic
Equations — linear, quadratic, simultaneous
AMCAT live attempt (Quant section)
CAT-Quant sectional timer drills
Aligns with Reinforces M2 (Statistics + Probability) week 1-2 with test-prep overlay
20 referral requests sent with measured open/reply/conversion rates
SHL-style aptitude live attempt + benchmarking
10 STAR stories in library (up from 5 in T1)
T3
Macro Context · Machine Learning · Analytics
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsF2 Macroeconomics · F4 Cost Accounting · D3 Machine Learning · E13 Business AnalyticsPrior skillsT1: F1, M1, D1, C1, E7 · T2: F3, M2, D2, F6, E3
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T3 is the first internship-application trimester — students apply to summer 2026 internships with their refined resume v3, attempt their first live screening-layer assessments (SHL / AMCAT under real recruiter pressure), and shift from passive cert collection to active deal-flow. Categories A (aptitude consistency), B (screening live attempts), D (async PI live), G (outreach + brand) lead. The deferred-MBA story begins in earnest with recommender identification.
Track selection committed + signed (primary + 2 backups)
First McKinsey Solve / BCG CCA / Pymetrics timed live attempts
WAT — first 5 essays written + faculty-reviewed (45-60 min each, 300-500 words)
Track-specific interview prep — first 5 live mocks (case / stock pitch / PM design X / sales roleplay)
First modelling exposure (3-statement model build for IB/ER track; PRD-in-60-min for PM track)
CAT Mock 3 + CAT Mock 4 + GMAT Mock 3
Recommender check-in #3 (Cat I)
T5
Investments · Brand · SCM · People + Language
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsE2 Investments + Capital Markets · E4 Consumer Behaviour + Brand · E6 Logistics + SCM · E8 HRM + Talent · FL-1 Foreign LanguagePrior skillsComplete Y1 + T4 — every foundation + functional core
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T5 is the mastery trimester for screening + track-specific live interviews + WAT essays. Students attempt 3-5 track-specific live mocks under increasingly senior evaluators. WAT essay portfolio reaches 10. First take-home modelling test submitted under proctored conditions (3-hour IB DCF / 24-hour audit case / 48-hour GenAI build). Deferred-MBA application essays begin draft cycle. Categories B, C, D, E lead; H deepens.
10-Week Plan · 6 hrs/wk · 60 hrs total
Week 1
Track-specific live mock #3 (Cats G or I or J or K or L or M or N)
6 hrs
Track-specific live mock #3
TOPICS
Track mock #3 — senior evaluator (alumni at Manager/VP level)
Increasing case difficulty / brainteaser intensity / PM scope
Targeted feedback drilled into next attempt
Aligns with Track mastery progresses
Week outcome 3 live mocks per student; comparative trajectory clear
Self-practice 10-15 practice problems in chosen format per week
Week 2
Screening battery — 2nd live attempts (Cats D + E + F)
6 hrs
Screening battery — second live attempts
TOPICS
Second McKinsey Solve / BCG CCA / Pymetrics attempt (with prep refinement vs T4 baseline)
Bain SOVA attempt (Tier-A)
Big-4 advisory SJT live attempt (Tier-B + advisory aspirants)
Async video at HireVue / Talview difficult-prompt practice
Aligns with Category B moves toward mastery
Week outcome Improved screening scores vs T4 baseline; live attempts logged
Self-practice 1 screening practice per week from official prep platforms
Week 3
WAT essays 3-5 + 1-page case memo (Cat H)
6 hrs
WAT essays 6-10 + 2 case memos
TOPICS
WAT essays 6-10 written under timed conditions on contemporary topics
2 additional Bain-style case memos
Comparative review — improvement vs T4 baseline
Strategy — when to be analytical vs persuasive vs descriptive
Aligns with Category D portfolio reaches mature state
Week outcome 10 WAT essays + 3 case memos in portfolio
Self-practice 1 WAT + 1 case memo per fortnight
Week 4
Track-specific live mock #4 — partner-round style (Cats G or I or J or K or L or M or N)
6 hrs
Track mock #4 — partner / senior round style
TOPICS
Track-specific live mock #4 — senior/partner-round style
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsD4 Generative AI, LLMs, Agents · D5 Digital Transformation · E14 BI + Executive Dashboards · PE-1 (one of 8 tracks)Prior skillsFull Year 1 + Year 2 Trims 1+2 — every prior course
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T6 is the placement-cycle ramp trimester. Track-specific live mock cycles continue at peak frequency (1 per week). CAT mock cycle peaks (target 99%ile attempts in Nov CAT). First premium-recruiter live interviews. Comp negotiation rehearsed. Async-video, screening, WAT all at production quality. Categories C, E, H, I peak this trimester.
10-Week Plan · 6 hrs/wk · 60 hrs total
Week 1
Track mock 7 + CAT Mock 8 (Cats G or I or J or K or L or M or N + A+B+C)
Specialisation Deepens · Venture + 2 PEs + Capstone
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsE10 Venture Creation & Founder Leadership · PE-2 (track-specific) · PE-3 (track-specific) · PRJ1 Capstone 1Prior skillsAll of Year 1, Year 2 + 2 summer internships + T6 PE-1
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T7 is the final placement-cycle trimester. Live premium-recruiter rounds dominate. Each student is in active interview pipeline for 5-15 firms. Offer management + multi-offer negotiation begins. CAT/GMAT/XAT/NMAT results out — IIM/XLRI/NMIMS/ISB interview rounds for higher-studies cohort. ISB YLP interview round (~10% cohort). Deferred-MBA interviews for Harvard 2+2 etc. Categories C (live), H (offer management), I (deferred-MBA interviews) peak.
10-Week Plan · 6 hrs/wk · 60 hrs total
Week 1
First live premium-recruiter rounds (Cats F + G or I or J or K or L or M or N)
6 hrs
First live premium rounds
TOPICS
Premium-recruiter 1st-round live rounds attended
Same-day debrief + next-day refinement
Story bank live in pressured context
Aligns with Live cycle begins
Week outcome 1-2 premium 1st rounds attended; STAR stories battle-tested
Self-practice Recruiter-specific deep prep before next round
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsPRJ2 Capstone 2 — Industry Project · Final PE specialisation modules · L4 Indian Language IV (optional)Prior skillsEverything across Y1-Y3 + 2 summer internships + T7 Founder's Sprint
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
T8 is the transition trimester. Placed students prep for onboarding + first-job-readiness. Unplaced students (typically 5-15% of cohort) get focused late-cycle support. Deferred-MBA waitlist students manage admission cycle. Category H (final comp execution + onboarding negotiation) + Category C (late-cycle support) lead. Reduced 4 hr/week for placed cohort, 8 hr/week for unplaced cohort.
10-Week Plan · 6 hrs/wk · 60 hrs total
Week Wk 1-4
Onboarding for placed + late-cycle for unplaced (Cats P + F + multi-cat)
All placed students onboarded with start-date + role-clarity
All unplaced students placed by T8 close (target 95%+ cohort placement)
Comp acceptance executed with full understanding (ESOP/RSU, vesting, tax)
Deferred-MBA waitlist students managed
T9 internship + T10 capstone roadmaps signed
1S
Summer 1 · First Industry Internship
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsFirst summer internship (8-10 weeks)Prior skillsAll of Y1: F1-D1-C1-E7, F3-M2-D2-E3-F6, F4-D3-F2 + early electives
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
The Y1 Summer Foundation Sprint targets Tier-A students for an intensive 2-week aptitude push between T3 close and Y2 internship. ~3 hrs/day × 5 days × 2 weeks = 30 hours. Format covers all three primary MBA tests (CAT, GMAT Focus, XAT) plus production-grade aptitude (SHL/AMCAT under timed proctored conditions). Outsourced partnership with IMS or Career Launcher provides 20+ additional full-length mocks during Y1 summer + Y2 active prep.
10-Week Plan · 6 hrs/wk · 60 hrs total
Week Sprint W1 D1-2
Quant deep dive — CAT + GMAT joint (Cat A)
6 hrs
Quant intensive — CAT + GMAT Focus joint
TOPICS
Number systems + algebra + arithmetic + modern math (CAT)
GMAT Focus Quant — 60-90 scale, all topics (no geometry)
Sectional drills + timer training
Common-pitfall walkthrough
Aligns with Aptitude apex
Week outcome Quant baseline locked across both tests
Self-practice Continue 60 questions/day
Week Sprint W1 D3-4
Verbal deep dive — RC + CR (Cat B)
6 hrs
RC + CR (no SC) + CAT VARC nuance
TOPICS
RC — passage types, question stems, accuracy under timer
CR — argument structure, common traps
VARC vocabulary in context (NOT memorization)
GMAT Focus Verbal nuances — different from CAT
Aligns with Verbal baseline locked across both tests
Week outcome VARC baseline established
Self-practice 2 RCs/day + 10 CRs/day
Week Sprint W1 D5
DI + GMAT Data Insights (Cat C)
6 hrs
DI + GMAT Data Insights distinctive types
TOPICS
Classical DI — tables, charts, caselets (CAT)
GMAT Focus Data Insights — Two-Part Analysis (hardest), Multi-Source Reasoning, Table Analysis, Graphic Interpretation, Data Sufficiency (relocated from Quant)
Speed-accuracy tradeoff tuning
GMAT DI vs CAT DI — different cognitive demands
Aligns with GMAT DI is the hardest section of modern GMAT; gets dedicated time
Week outcome GMAT DI baseline + CAT DI baseline both established
Self-practice 1 full DI set + 1 GMAT DI sectional per day
Self-practice Execute weakness-remediation plan over rest of summer
Target Outcomes (end of trimester)
CAT mock score at 75%ile+ (target trajectory toward 90%ile by T6 close)
GMAT Focus baseline at 605+ (target trajectory toward 685+ by T6 close)
XAT mock baseline at 70%ile+
20 full-length mocks committed for Y1 summer + Y2 active prep via IMS/CL partnership
Personal weakness map locked + 8-month remediation plan
2S
Summer 2 · Second Internship + Pre-Specialisation
Placement training · 6 hrs/wk × 10 wks · 60 hrs total
Current trim skillsSecond summer internship (8-10 weeks, more aligned to chosen specialisation)Prior skillsAll of Y1 + Y2 T4-T5-T6 + first summer + T6 PE-1 (track selection committed)
▸ PLACEMENT TRAINING · 6 hrs/wk × 10 wks · 60 hrs
Y2 Summer Final Sprint targets the final 4 months before T6 placement-cycle ramp + CAT Nov test. 40 hours over 3 weeks of summer break (post-summer internship). Format covers CAT final-form mocks (12+), GMAT Focus final-form mocks (4+), XAT/NMAT/SNAP mocks (2 each), Forage 7+8 completion, deferred-MBA applications submitted (ISB YLP, Wharton Moelis, Harvard 2+2, Yale Silver Scholars).
One industry-issued credential per trimester, mandatory inside one course. Zero MOOC certificates (Coursera / Udemy / edX). T6 has a core cert plus 8 PE-track-specific alternatives — one per specialisation.
01
Certification philosophy
Certifications are industry-issued only. Every credential below is published directly by the issuing company (AWS, Microsoft, Google, Meta, Bloomberg, Tableau, CFA Institute, Python Institute, Corporate Finance Institute, HubSpot, Strategyzer, Pragmatic Institute, QuantInsti) — NOT third-party MOOCs from Coursera, Udemy, edX, or course-aggregator platforms.
Mandatory inside a course: Each certification is attached to one specific course in that trimester. Passing the exam is the course's signature assessment — replacing the conventional end-trimester exam or accounting for ≥40% of the course grade.
T6 has two layers: a core certification mandatory for all students, plus one of 8 PE-track-specific certifications mandatory based on the student's chosen PE-1 specialisation.
Cost coverage: KLBS negotiates campus partnerships with all issuers (academic discount typical: 30–60%). Net student cost per credential ranges from free (HubSpot, GAIQ) to ~₹40,000 (Pragmatic, CFA IFC). Total 3-year cert budget per student: ~₹50,000–80,000 over 6 certifications.
Indian-context tool training (not a global cert, but embedded in courses):Tally Prime is the accounting software the vast majority of Indian SMBs, audit-firm clients, and family businesses actually use. Although it does not appear in the global certifications catalog above (which is dominated by US/EU-issued credentials), Tally Prime hands-on fluency is built directly into the curriculum — primarily through F3 Financial Accounting (vouchers, ledgers, GST setup, Schedule-III final accounts) and F4 Management & Cost Accounting (cost-centres, cost-categories, job costing, budget variance reports), with a 12-hour Tally Prime + Zoho Books Practical Bootcamp as a T2 out-of-class workshop. Students who want the formal credential pursue Tally Solutions' official Tally Education TallyACE / TallyPRO certification independently — KLBS hosts the trainer on campus.
02
Trimester certifications
One mandatory global certification per trimester, mapped to a specific course. T6 has a core cert plus 8 PE-track-specific alternatives.
Current trim skillsF1 Microeconomics · M1 Calculus + Lin Algebra · D1 Python · C1 Business Communication · E7 Organisational BehaviourPrior skillsEntry foundation — first trimester
▸ GLOBAL CERTIFICATION · mandatory in D1 PYTH
✓FROM KL GLOBAL CATALOG4/5 · High demand · 8-14 LPA tier · Low-cost subscription
Google Data Analytics Professional Certificate
Google · delivered via Coursera — globally recognised, industry-issued
Python + analytics literacy is now table-stakes for analyst-track roles. The Google Data Analytics Professional Certificate is the most-recruited Year-1 credential globally — covers spreadsheets, SQL, Tableau, R, AND Python. Aligns directly with D1 PYTH (Python Pandas + visualisation) and gives students an early portfolio-ready credential. Recognised by Google's hiring partner consortium (250,000+ employers including Bain, Capgemini, Cognizant, Deloitte). Listed in the KL Global Certifications Catalog at 8-14 LPA tier with high demand signal.
Alternatives Considered
Microsoft Certified: AI Fundamentals (AI-900) — broader AI literacy, less data-analytics depth
Google AI Essentials — shorter (~8-10 hrs) but lower in employer signal weight
T2
Accounting · Statistics · Marketing Core
Global certification · industry-issued
Current trim skillsF3 Financial Accounting · M2 Statistics + Probability · D2 Data Engineering SQL · F6 Business Environment · E3 Marketing MgmtPrior skillsF1 Micro · M1 Calc · D1 Python · C1 BCOM · E7 ORGB (T1)
▸ GLOBAL CERTIFICATION · mandatory in E3 MKTG
✓FROM KL GLOBAL CATALOG5/5 · High demand · 28-35+ LPA tier · Low-cost
Meta Certified Digital Marketing Associate
Meta (Facebook) Blueprint Certification — industry-issued, globally recognised
Mapped to: E3 MKTG
📋 60–80 questions · 90 min · proctored online
Every D2C brand, agency, ad-tech firm, e-commerce company hires entry-level marketers with Meta Blueprint. It directly tests skills used on the job — campaign setup, audience targeting, optimisation, attribution. Google Ads cert is alternative but Meta has higher signal for D2C/consumer roles in India 2026. Industry-issued by Meta directly — not a MOOC. Listed in the KL Global Certifications Catalog at 28-35+ LPA tier with 5/5 rating + high demand signal.
Alternatives Considered
Google Ads Certification — strong alternative; choose if student's PE track is more SEO/SEM-leaning
HubSpot Inbound Marketing Cert — easier but lower signal at top recruiters
T3
Macro Context · Machine Learning · Analytics
Global certification · industry-issued
Current trim skillsF2 Macroeconomics · F4 Cost Accounting · D3 Machine Learning · E13 Business AnalyticsPrior skillsT1: F1, M1, D1, C1, E7 · T2: F3, M2, D2, F6, E3
▸ GLOBAL CERTIFICATION · mandatory in E13 BANA
✓FROM KL GLOBAL CATALOG4/5 · High demand · 20-28 LPA tier · Low-cost
Tableau is the single highest-ROI BBA-level analytics tool — listed in JD requirements at consulting firms (Bain, Kearney), analytics firms (Fractal, Tiger, Mu Sigma), corporates (Reliance, HUL, ITC), and IB capability centers. The Desktop Foundations cert is the Year-2 appropriate entry credential — covers data prep, visualisation, dashboards, calculated fields. Industry-issued by Salesforce/Tableau directly — not a MOOC. Listed in the KL Global Certifications Catalog at 20-28 LPA tier. Students who want premium depth can pursue the higher-tier 'Salesforce Certified Tableau Data Analyst' (28-35+ LPA tier) as an upgrade path in T6.
Alternatives Considered
Microsoft Certified: Power BI Data Analyst Associate (PL-300) — equally valid; choose by student preference
Microsoft Certified: AI Fundamentals (AI-900) — broader AI literacy, also acceptable
T4
Finance · Operations · Design-Thinking
Global certification · industry-issued
Current trim skillsC2 Negotiation · E1 Corporate Finance · E5 Operations Mgmt · E9 Business Model + Design ThinkingPrior skillsT1+T2+T3 entire foundation: F1-F4, M1-M2, D1-D3, C1, F6, E3, E7, E13
▸ GLOBAL CERTIFICATION · mandatory in E1 CFIN
✓FROM KL GLOBAL CATALOG4/5 · Medium demand · 8-14 LPA tier · Low-cost
Bloomberg Market Concepts (BMC)
Bloomberg L.P. — industry-issued, globally recognised gold standard
Mapped to: E1 CFIN
📋 8-hour e-learning across 4 modules (Economic Indicators · Currencies · Fixed Income · Equities) + final assessment
BMC is the most-named entry-level finance credential at Goldman Sachs / J.P. Morgan / Morgan Stanley / Citi / BNP Paribas / Deutsche Bank graduate program JDs. It directly trains on the Bloomberg Terminal — the day-1 tool at every IB / trading floor / sell-side research desk. Industry-issued by Bloomberg directly — not a MOOC. Listed in the KL Global Certifications Catalog at 8-14 LPA tier. Approximate cost: ~$249 per student; KLBS should explore a campus licence for bulk discount.
Alternatives Considered
CFA Investment Foundations Certificate — strong alternative, more accounting-focused (see T5)
ACCA F2/F3 — only if student is set on accounting/audit career path
T5
Investments · Brand · SCM · People + Language
Global certification · industry-issued
Current trim skillsE2 Investments + Capital Markets · E4 Consumer Behaviour + Brand · E6 Logistics + SCM · E8 HRM + Talent · FL-1 Foreign LanguagePrior skillsComplete Y1 + T4 — every foundation + functional core
▸ GLOBAL CERTIFICATION · mandatory in E2 ICAP
✓FROM KL GLOBAL CATALOG4/5 · High demand · 8-14 LPA tier · Free learning, paid certificate
Corporate Finance Institute (CFI) — industry-issued credential
Mapped to: E2 ICAP
📋 Self-paced free courses with assessments · 2-3 months · cumulative free certificate at completion (paid premium tier unlocks full FMVA designation in T6)
CFI FMVA is the most-recognised financial-modelling credential globally for entry-mid finance roles. The Free Courses tier covers core financial analysis, valuation methods, DCF + LBO modelling, and accounting fundamentals — perfectly aligned with E2 ICAP (Investments & Capital Markets). Listed in the KL Global Certifications Catalog at 8-14 LPA tier. The free learning tier gives students substantive coverage; those committing to finance careers upgrade to the full paid FMVA in T6 (which is mapped as the T6 per-track cert for the Investment Banking specialisation). Recognised by every Indian + global bulge-bracket bank, every Big-4 valuation practice, every PE/VC firm.
Alternatives Considered
CFA Institute Investment Foundations Certificate (IFC) — investment-focused alternative, ~$350
NISM Series-XV Research Analyst — India-specific regulator certification for SEBI-registered roles
Bloomberg ESG Concepts — if student is sustainable-finance focused
T6
GenAI · BI · Digital Transformation + First PE
Global certification · industry-issued
Current trim skillsD4 Generative AI, LLMs, Agents · D5 Digital Transformation · E14 BI + Executive Dashboards · PE-1 (one of 8 tracks)Prior skillsFull Year 1 + Year 2 Trims 1+2 — every prior course
▸ GLOBAL CERTIFICATIONS · core + 8 PE-track alternatives
CORE · MANDATORY FOR ALL STUDENTS
✓FROM KL GLOBAL CATALOG5/5 · High demand · 28-35+ LPA tier · Low-cost
Microsoft Certified: AI Business Professional (AB-730)
Microsoft — industry-issued, globally recognised foundational AI credential
Mapped to: D4 GAIA
📋 Proctored online · ~2-4 weeks prep · low-cost
Foundational AI literacy credential for every BBA graduate in 2027–28 hiring market, regardless of track. Microsoft AI Business Professional (AB-730) is the highest-rated AI-business credential in the KL Global Certifications Catalog (5/5 rating, 28-35+ LPA tier, high demand). Microsoft Copilot + Azure AI are the dominant enterprise AI stack — this cert directly tests business-context AI fluency required at every Fortune 500 + every Indian conglomerate adopting AI in 2027-28. Industry-issued by Microsoft directly — not a MOOC. Alternative pathways: AWS AI Practitioner, Google Cloud Generative AI Leader (also catalog 28-35+ LPA tier).
PE-TRACK SPECIFIC · ONE CERTIFICATION PER SPECIALISATION TRACK
T1 Investment Banking & Global Capital Markets
✓FROM KL GLOBAL CATALOG4/5 · High · 8-14 LPA · Free learning, paid cert
CFI Financial Modeling & Valuation Analyst (FMVA)
Corporate Finance Institute (CFI) — industry-issued
FMVA is the gold-standard global certification for IB analyst skills. 24 courses + 50+ exercises building 3-statement, DCF, M&A, LBO models. Listed in JDs at every bulge-bracket and mid-market IB. Listed in the KL Global Certifications Catalog. ~$497 self-paced cost; KLBS can negotiate cohort discount.
T2 FinTech & Digital Banking Innovation
✓FROM KL GLOBAL CATALOG4/5 · High · 20-28 LPA · Low-cost
AWS Certified Cloud Practitioner (CLF-C02)
Amazon Web Services — industry-issued
→ T2-PE1 PAYS (Payments Infrastructure, UPI & India Stack)
FinTech infrastructure runs on cloud. AWS Cloud Practitioner certifies foundational cloud literacy — required at Razorpay, PhonePe, Cred, Slice for product/operations roles. Listed in the KL Global Certifications Catalog at 20-28 LPA tier. ~$100 cost.
T3 Decision Intelligence & Applied AI
✓FROM KL GLOBAL CATALOG5/5 · High · 28-35+ LPA · Medium-cost
Microsoft Certified: Power BI Data Analyst Associate (PL-300)
Microsoft — industry-issued
→ T3-PE1 CAUS (Causal Inference, Experimentation)
PL-300 is the most-required analyst credential at consulting firms (Bain, Kearney, Deloitte S&O), corporates (every Fortune 500 India office), and analytics firms. Listed in the KL Global Certifications Catalog at 28-35+ LPA tier with 5/5 rating. Different from Tableau Desktop Specialist (T3 mandatory) — students with both have dual platform fluency. ~$165 cost.
T4 Brand Leadership & Growth Marketing
✓FROM KL GLOBAL CATALOG5/5 · High · 28-35+ LPA · Free
Google Analytics Certification
Google — industry-issued (Google Analytics Academy → Skillshop)
→ T4-PE1 BRAN (Brand Strategy & Positioning)
Every brand manager / digital marketing / e-commerce role requires GA4 fluency. Google Analytics Certification is Google's direct credential, free, listed in the KL Global Certifications Catalog at the 28-35+ LPA tier with 5/5 rating. Re-certifies annually. Combined with Meta Blueprint (from T2), students have the full digital marketing credential stack.
T5 Venture Building & Entrepreneurial Leadership
✓FROM KL GLOBAL CATALOG5/5 · High · 28-35+ LPA · Free
RevOps is the modern founder-essential discipline integrating sales + marketing + customer success. HubSpot Revenue Operations Certification is the top-rated venture-building cert in the KL Global Certifications Catalog (5/5, 28-35+ LPA tier, free). HubSpot CRM is the default sales/marketing stack at most early-stage Indian + global startups. Stronger than the older 'HubSpot for Startups' positioning — RevOps signals modern founder fluency that recruiters actively look for in 2026-27.
T6 Strategy Consulting & Corporate Advisory
Strategyzer Practitioner Certificate (Business Model + Value Proposition Canvas)
Strategyzer — industry-issued (founded by Alex Osterwalder, author of Business Model Generation)
Strategyzer's canvases are used inside every MBB engagement and in corporate strategy departments globally. The Practitioner Certificate signals genuine framework fluency — distinct from passing reading lists. ~$295 cost.
T7 AI Product Management & Growth Leadership
✓FROM KL GLOBAL CATALOG5/5 · High · 28-35+ LPA · Medium-cost
Professional Scrum Product Owner I (PSPO I)
Scrum.org — industry-issued, globally recognised
→ T7-PE1 AIPS (AI Product Strategy & Use Case Mapping)
Product roles in 2027-28 increasingly require formal product-management credentials. PSPO I is the highest-rated PM credential in the KL Global Certifications Catalog (5/5, 28-35+ LPA tier). Recognised globally at every product organisation — Atlassian, Adobe, Salesforce, Indian B2B SaaS leaders (Freshworks, Postman, Zoho). Tests deep product-owner competence — backlog management, value-driven priorities, stakeholder alignment, agile leadership. Pragmatic Institute Foundations (~$1,495) remains a strong alternative for students preferring marketing-product blend.
QuantInsti (BSE Institute Group affiliated) — industry-issued
→ T8-PE1 MIST (Market Microstructure, Order Books & Trading Mechanics)
QuantInsti's CAT is the most-recognised algo-trading credential in India + emerging markets. Used at Tower Research / Quantbox / WorldQuant India hiring. Combines theory + Python implementation. ~$899 cost.
T7
Specialisation Deepens · Venture + 2 PEs + Capstone
Global certification · industry-issued
Current trim skillsE10 Venture Creation & Founder Leadership · PE-2 (track-specific) · PE-3 (track-specific) · PRJ1 Capstone 1Prior skillsAll of Year 1, Year 2 + 2 summer internships + T6 PE-1
▸ GLOBAL CERTIFICATIONS · core + 8 PE-track alternatives
CORE · MANDATORY FOR ALL STUDENTS
✓FROM KL GLOBAL CATALOG5/5 · High demand · 28-35+ LPA tier · Low-cost
Microsoft Certified: AI Transformation Leader
Microsoft — industry-issued, globally recognised
Mapped to: E10 VENT (Venture Creation & Founder Leadership)
📋 Proctored online · ~3-5 weeks prep · low-cost
T7 marks the transition from analyst-track to leader-track. Microsoft Certified: AI Transformation Leader tests strategic AI-deployment competence — exactly what founders, product leaders, and consulting senior associates need in 2027-28. Highest-rated leadership-track AI credential in the KL Global Certifications Catalog (5/5, 28-35+ LPA tier). Maps to E10 Venture Creation (every founder needs AI strategy fluency) and adds a strong leadership signal to placement applications. Industry-issued by Microsoft directly — not a MOOC. Alternatives: Google Cloud Generative AI Leader (also 28-35+ LPA tier catalog), LinkedIn Marketing Insider (for marketing-track students).
PE-TRACK SPECIFIC · ONE CERTIFICATION PER SPECIALISATION TRACK
T1 Investment Banking & Global Capital Markets
CFI Capital Markets & Securities Analyst (CMSA)
Corporate Finance Institute (CFI) — industry-issued
→ T1-PE2 (M&A and LBOs) + T1-PE3 (Equity Research, Industry Analysis & Initiating Coverage)
CMSA is the natural advanced step after FMVA (T6 cert) — covers capital markets, sales & trading, equity research, fixed income, derivatives. Required at every Goldman / Morgan Stanley / Citi / JPMorgan IBD analyst program. ~$497 self-paced cost; bundle discount with FMVA available.
Every FinTech in lending, payments, neo-banking, or BaaS has a compliance + risk function — CAMS is mandatory for many roles. Single highest-ROI FinTech cert. ~$1,495 cost (student discount available); KLBS should explore ACAMS Academic Outreach Programme.
Databricks is now the dominant ML platform at Fortune 500 + most large Indian conglomerates. The ML Associate cert tests real-world ML pipeline construction — directly used at Fractal / Tiger / Mu Sigma senior analyst hiring. ~$200 cost. Pairs with the PL-300 (T6 cert) for full data-stack fluency.
Salesforce Marketing Cloud is the most-deployed enterprise marketing platform globally. The Email Specialist cert signals technical fluency in marketing automation, journey-building, segmentation — top hire signal for senior brand / MarTech roles at HUL / ITC / Tata / Mahindra and global FMCG. ~$200 cost.
T5 Venture Building & Entrepreneurial Leadership
Reforge Growth Series — Foundations of Growth
Reforge — industry-issued (founded by ex-Hubspot / Pinterest growth leads)
Reforge is the gold-standard advanced growth credential — taught by the practitioners running growth at top startups + Series-B+ companies. Used directly in hiring at every PLG SaaS startup in India + globally. Founder-track essential. ~$1,995 cost; KLBS should explore cohort-discount partnership.
The Master Certificate is the advanced step after the Practitioner (T6 cert) — covers innovation pipelines, testing, scaling, portfolio management. Used internally at McKinsey / Bain / BCG strategy practices. Pairs with PMI CAPM if students also want project-management fluency. ~$595 cost.
The single most-current AI-product credential globally. Curriculum is updated continuously by practising AI PMs at OpenAI / Anthropic / Linear / Notion. Required-tier credential for any AI PM role at top product companies in 2027–28. ~$1,995 cost; cohort enrollment scholarships available.
T8 Algorithmic Trading & Financial Engineering
CMT Level 1 (Chartered Market Technician)
CMT Association — industry-issued, globally recognised technical-analysis credential
CMT Level 1 is the standard technical analysis credential globally — used at every prop trading desk, hedge fund quant team, and sell-side technical research desk. Pairs naturally with QuantInsti Quantra CAT (T6 cert) — together they cover quant + technical methods. ~$795 cost incl. study material.
T8
Wrap-Up · Final Capstone + Industry Bridge
Global certification · industry-issued
Current trim skillsPRJ2 Capstone 2 — Industry Project · Final PE specialisation modules · L4 Indian Language IV (optional)Prior skillsEverything across Y1-Y3 + 2 summer internships + T7 Founder's Sprint
▸ GLOBAL CERTIFICATIONS · core + 8 PE-track alternatives
CORE · MANDATORY FOR ALL STUDENTS
No new global certification mapped
—
Mapped to: —
📋 —
Per programme policy, T8 does NOT carry a new global certification — students are in the final stretch of capstone + transition to placement. The certifications earned in T2-T7 (typically 5-6 across a student's BBA) are the credentialing backbone. T8's energy should be on Capstone 2 quality + transition, not on net-new exam prep.
PE-TRACK SPECIFIC · ONE CERTIFICATION PER SPECIALISATION TRACK
03
Cert × Course relevance map
The 59 global certifications in the KLBS Global Certifications Catalog don't sit in isolation — each is mapped to the courses they directly reinforce. The map below shows every certification grouped by provider, with package tier, demand, and a "Maps to" chip strip listing the BBA courses each cert reinforces. Click any course chip to open its full course detail page.
The top 15 most-certified courses in the curriculum — each course shows the certifications that directly reinforce its skill set. Click a course code to open its full detail page.
The KLBS faculty roster for the Y26 BBA — each faculty's full set of assigned courses across Core, Professional Electives, Open Electives, Sectoral Specialisations, Projects and Internships. Search by faculty or course; filter by category.
28 faculty members teach across 81 course-assignments. Use the search bar to find a faculty member or a course; use the filter chips to highlight courses from a specific category.
Former Associate Professor at Central University of South Bihar. 20+ years teaching experience; 190+ research papers; PI on UGC/ICSSR/NCW/DST projects.
PEDeep Learning, NLP & Computer Vision for Business
SectHardware Product Strategy, EMS Operations & Chip Industry Investing
SectSemiconductor & Electronics Industry Foundations
00
Programme rules & regulations
The complete regulations governing the Y26 BBA — admission, programme structure, registration, course categories, degree requirements, the multiple entry & exit system, attendance, assessment and grading, the course handout, betterment and revaluation, credit transfer, counselling, discipline, frequently asked questions, and the glossary. Reproduced in full and unaltered.
01
Admission Eligibility Criteria
Minimum academic qualification for admission to a BBA programme.
A pass in 10+2 or equivalent examination with 60% or above (or equivalent CGPA).
02
Programme Structure & Curriculum
Choice-Based Credit System (CBCS), Outcome-Based Education (OBE), and the L-T-P-S credit model.
For each academic programme, the curriculum serves as a framework that specifies the credits, course category, codes, titles, and delivery methods (Lectures, Tutorials, Practice, Skills, Projects, Self-Study, Capstone Design, etc.) under the Choice-Based Credit System (CBCS). The curriculum is designed, implemented, and assessed following the Outcome-Based Education (OBE) framework. In designing the curriculum, key contemporary and traditional values are integrated by embedding Indian Knowledge Systems (IKS), Sustainable Development Goals (SDGs), and Design Thinking principles into courses at their inception.
Academic Year Structure
Each Academic Year consists of three trimesters. Each trimester is approximately 12 to 13 weeks including classwork and examinations.
Trimester-1: July to October.
Trimester-2: November to February.
Trimester-3: February to May.
A Summer Term may be offered from May to June but is not considered a regular Trimester for calculating programme duration.
Students have the flexibility to choose courses as prescribed by KLEF.
Each course has a Lecture-Tutorial-Practice-Skill (L-T-P-S) component.
Course Credit Structure
Credits are allocated to courses based on the L-T-P-S (Lecture-Tutorial-Practice-Skill) structure. The credit-to-contact-hour for Trimester is shown below:
PBL Mode (Trimester) For Project-Based Learning (PBL) courses delivered over a trimester:
Lecture and Tutorial together: every 3 hours/week = 2 credits.
Practical: every 3 hours/week = 1 credit.
Skill-based practice: every 6 hours/week = 1 credit.
Course Precedence
A course may have one or more of its preceding course(s) as pre-requisite(s).
To register for a course, the student must successfully be promoted in the course(s) earmarked as pre-requisite(s) for that course.
03
Academic Flexibilities
Beyond the regular BBA degree, the programme offers a range of academic flexibilities that let a student shape their own degree. These fall into two groups — major flexibilities (the Honors) and programme add-ons (Specialization and Minor) — which may also be combined. This section briefly describes the available flexibilities and the degree titles they produce; the exact credit, CGPA and outcome requirements to be fulfilled for each are specified in the “Requirements for the Award of Degree” section.
Major Flexibilities — Honors
BBA (Honors)
A degree awarded with Honors upon earning additional credits under the HON category, while maintaining the prescribed academic standards, with an additional one year of study.
Programme Add-ons
BBA with Specialization
Acquire all Professional Elective (PEC) credits from a single specialization track.
BBA with Minor
Acquire a structured set of additional credits from another discipline through the MIN category.
Students are permitted to register only for courses offered in the specific Trimester of enrolment.
Prerequisites
Any prerequisite courses must be successfully completed before registering for subsequent courses.
Timely Registration
Students must register on the designated registration day. KLEF reserves the right to deny late registrations.
Add/Drop/Change Period
Students have a one-week window from the start of classes to add a course and two weeks to drop or change courses.
Credit Limits
Recommended credit load: 14–16 per trimester.
Maximum credit load: 20 per trimester.
If a student finds the standard load overwhelming, they can opt for deceleration — taking fewer courses now and making up the credits in a future summer terms.
Students in Honors programmes or pursuing a Minor may be allowed to take a heavier load through overloading, subject to eligibility criteria.
Elective Course Availability
KLEF may cancel elective courses with low enrolment within the first week. Students will be able to switch to another elective if they meet its prerequisites.
Re-registration
If a student wants to improve their grade in a course, they can re-register for it with approval from the Dean of Academics.
Registration Cancellation
KLEF can cancel a studentʼs registration for disciplinary reasons or plagiarism.
Timetable Clashes
Students are responsible for resolving any timetable conflicts. They should contact their Department Year Coordinator immediately if any clashes arise.
Irregularities
If any irregularities are found in a studentʼs registration later on, KLEF may cancel their registration for a course or even the entire Trimester.
Registration Flexibilities
Choice of Electives
Students have the flexibility to choose from a diverse set of elective courses that align with their personal interests or career objectives.
Choice of Faculty
Students have the flexibility to choose their preferred faculty members for certain courses, depending on departmental policies and course availability.
Acceleration & Overloading
Students can accelerate their progress by taking courses from the next Trimester in advance, or overload by taking more credits than the standard limit. Prior permission from the Dean of Academics is required for either of these.
Deceleration & Underloading
Students who need to lighten their course load can decelerate by postponing some courses to the next Trimester, or underload by taking fewer credits than usual. Students who do not register on time may also be forced to decelerate to compensate for the classwork they missed due to late registration. In both cases of deceleration, permission must be sought from the Office of the Dean of Academics through the proper channel.
Special-Purpose Trimesters
Innovation Trimester
A dedicated academic term focused on cultivating a culture of creativity, problem-solving, and entrepreneurial thinking. It provides students with the opportunity to develop innovative solutions to real-world challenges.
Product Development Trimester
An academic term dedicated to the process of creating new products or improving existing ones. It provides students with hands-on experience in the entire product lifecycle, from ideation to market launch.
Rapid Prototyping Trimester
An academic term dedicated to the practical application of rapid prototyping techniques to create physical models or prototypes of products or designs. It provides students with hands-on experience in transforming digital designs into tangible objects.
Research Trimester
A dedicated period within an academic programme focused on independent research or scholarly inquiry. It provides students with the opportunity to delve deep into a specific research topic or project under the guidance of a faculty mentor.
Summer Term Registration
The Summer Term is designed to help students catch up or get ahead. Guidelines:
Eligibility
Students can register for summer courses if they have backlogs to clear, need to fulfil prerequisites, or have been approved for acceleration.
Credit Limit
The maximum credit load for the summer term is 12.
Timetable Clashes:tri
Students should ensure there are no conflicts in their summer course schedule.
Attendance & Promotion
The same policies apply as in regular trimesters, except that attendance condonation is not available in the summer.
05
Course Categories
The course categories used across the Y26 BBA programme — what each category means and the role it plays.
The Y26 BBA curriculum spans the following course categories. Every credit-bearing course in a programme is mapped to exactly one of these categories. The HON category and the MIN category hold the additional courses required for the Honors and Minor degree flexibilities respectively.
Humanities & Social Sciences (HSS)
Broadens perspectives beyond the core area of study. Includes Foreign Language Electives and Management Electives. Develops communication, cultural understanding, and management skills that complement technical education.
Basic Sciences (BSC)
Mathematics, Physics, and Chemistry, providing a strong scientific foundation. Includes Mathematics Electives and Science Electives. Develops the analytical and problem-solving skills needed for advanced study and research.
Professional Core Courses (PCC)
Discipline-essential courses that build the foundational knowledge and competencies critical to professional practice in the chosen branch.
Professional Elective Courses (PEC)
Advanced, discipline-centric electives. Acquiring all PEC credits from a single track leads to a degree with Specialization.
Open Elective Courses (OEC)
Courses outside the core discipline that foster interdisciplinary learning. Offered across all university programmes.
Project, Research & Internship (PRI)
Real-world experience through projects, research, and internships in industry or academia — developing practical problem-solving, innovation, and the application of theory to practice.
Audit Courses (AUC)
Mandatory non-credit courses completed without a formal grade. The number of audit courses prescribed in the programme structure must be cleared for graduation.
Value-Added Courses (VAC)
Non-credit courses that enhance employability through globally recognised certifications or specialised, industry-relevant skills. The prescribed number must be completed for graduation.
Honors (HON category)
Holds the additional courses through which a student earns the extra credits required for a BBA (Honors) degree.
Minor (MIN category)
Holds the structured set of courses from another discipline through which a student earns the additional credits required for a BBA with Minor degree.
06
Requirements for the Award of Degree
The criteria for the regular BBA degree, and the additional requirements to be fulfiled for each academic flexibility.
To be eligible for the award of a BBA degree, a student must successfully fulfil the following criteria:
Credit Requirements
Earn the minimum number of credits specified in the programme structure.
Focused Training
Successfully undertake specific training in focused areas that enable students to be successful in their chosen career tracks. The focused areas are: (a) Employment in MNCs, (b) Civil Services, (c) Higher Studies, (d) Research, and (e) Entrepreneurship.
Certifications
Successfully complete at least two global certifications or value-added courses in the chosen discipline. Students opting for an Honors degree are additionally required to complete one more global certification or value-added course in their chosen discipline.
Internships
Complete all summer Internship programmes outlined in the programme structure.
Audit Courses
Successfully complete all audit courses outlined in the programme structure.
Minimum CGPA
Achieve a minimum Cumulative Grade Point Average (CGPA) of 5.25 by the end of the programme.
Extra Courses
Students with extra courses having ‘DTʼ or ‘Fʼ grades can still graduate if they meet all other requirements.
However, these courses will be factored into the CGPA calculation.
Time Limit
Complete all requirements within: a minimum of 9 regular trimesters (excluding summer terms), and a maximum of 6 years.
Additional Requirements for the Academic Flexibilities
In addition to the regular BBA degree requirements above, a student who opts for an academic flexibility must fulfil the requirements specified below for the corresponding degree.
Major Flexibilities — Honors
BBA (Honors)
Must satisfy all the graduation requirements for the BBA degree.
Must acquire an additional 40 credits from the HON category.
Must acquire a minimum CGPA of 8.25 by the end of the programme.
No history of backlogs & betterment.
Must complete an additional technical (programme-specific) value-added course.
Must complete one additional year of study beyond the duration prescribed for the BBA degree.
For the above major flexibilities, if a student fails to meet the prescribed CGPA or the specified outcomes/targets — or acquires a history of backlogs & betterment — at any point after registration, they lose eligibility for the Honors degree and are awarded only the regular BBA degree. A separate grade sheet is issued listing the additional courses successfully completed.
Programme Add-ons
BBA with Specialization
Must satisfy all the graduation requirements for the BBA degree.
Must acquire all PEC (Professional Elective Courses) credits from the same specialization.
Must acquire a minimum CGPA of 6.75 by the end of the programme.
BBA with Minor
Must satisfy all the graduation requirements for the BBA degree.
Must acquire an additional 20 credits from the MIN category.
Must acquire a minimum CGPA of 6.75 by the end of the programme.
Combined Degrees
BBA (Honors) with Specialization
Must fulfil the graduation requirements for the award of BBA (Honors).
Must acquire all PEC (Professional Elective Courses) credits from the same specialization.
BBA (Honors) with Minor
Must fulfil the graduation requirements for the award of BBA (Honors).
Must acquire an additional 20 credits from the MIN category.
07
Multiple Entry & Exit System (MEES)
NEP-aligned framework allowing students to earn certificates, diplomas, or degrees based on progress, with multiple entry and exit points.
MEES empowers students to make their own academic decisions, allowing them to rejoin their studies at a later point and achieve their career goals. As per NEP guidelines, undergraduate degrees can be three or four years long, with multiple entry and exit points. Students can earn certificates, diplomas, or degrees based on their progress.
Entry & Exit Options
Year
Level (NHEQF)
Entry Requirement
Exit Award
Year 1
Level 4.5 — Undergraduate Certificate
Secondary School Leaving Certificate (Grade 12 / Intermediate)
Undergraduate Certificate in the respective discipline (40 credits + 4 skill-development credits)
Year 2
Level 5.0 — Undergraduate Diploma
Completion of the first year with a certificate
Diploma in the respective discipline (80 credits + 4 skill-development credits, with at least 40 credits at Level 5)
Year 3
Level 5.5 — Bachelorʼs Degree
Completion of two years with a diploma
Bachelor’s degree in the respective discipline (120 credits + 4 skill-development credits across Levels 4.5, 5 and 6)
Year 4
Level 6.0 — Bachelorʼs (Honors) Degree
Completion of a three-year Bachelor’s degree with a minimum CGPA of 7.5
Bachelor’s (Honors) degree in the respective discipline (minimum 160 credits from Levels 4.5 to 6)
These degree levels align with the NHEQF (National Higher Education Qualifications Framework). While the student is provided with MEES, the maximum time limit for completion of degree must still be adhered to for the award of degree.
08
Academic Bank of Credits (ABC)
Government-of-India digital credit repository — store credits, take breaks, complete the programme later.
ABC helps students digitally store their academic credits from any higher education institute registered under ABC, in order to award Certificate / Diploma / Degree / Honors based on the credits earned by the student.
All credits acquired by students are stored digitally by registering on the Academic Bank of Credits (ABC) portal. It also supports retaining credits for a shelf period and continuing programme study with multiple breakovers.
Students may exit from their current programme of study due to unforeseen reasons or to focus on their chosen career path. In such cases, the student may break for a period of time (preferably not in the middle of an academic year) and may continue with the programme of study at a later stage.
Students must be able to complete their programme by not exceeding the maximum duration of the programme. If not, they may be issued a Certificate, Diploma, Degree, or Honors based on the credits acquired over the period of time, for all the programmes approved by UGC.
09
Award of Class
CGPA bands that determine the class of the awarded degree.
A student having cleared all courses and met all the requirements for the award of degree shall be awarded the following class based on CGPA:
Class
CGPA Range
Conditions
Pass Class
5.25 ≤ CGPA < 5.75
—
Second Class
5.75 ≤ CGPA < 6.75
—
First Class
6.75 ≤ CGPA < 7.75
—
First Class with Distinction
CGPA ≥ 7.75
Student must have cleared all courses in the first attempt AND must have fulfilled all programme requirements within the programme-specified minimum years duration.
Award of Medals
KLEF awards Gold and Silver medals to the top two candidates in each programme after the successful completion of their study. The medals are awarded based on CGPA during the Annual Convocation, with the following constraints:
The grade obtained through betterment / supplementary will not be considered for this award.
He/She must have obtained First Class with Distinction for the award of Gold or Silver medal.
10
Delivery Modes
BBA program is delivered entirely through Experiential / Project-Based Learning (PBL) in trimester mode.
Every course is taught through PBL, with hands-on, project- and artefact-based learning as the target outcome.
11
Attendance Policy
Calculation, minimum requirements, condonation, attendance-based marks, waivers, and compensatory attendance.
Attendance Calculation
Calculation for L-T-P-S
Attendance of a student in a course is calculated based on the credit-weighted average of the studentʼs attendance in each of the L-T-P-S components of the course.
Attendance Start Date
Attendance is counted from the class commencement date. However, for transferred or newly admitted students, attendance in their admitted trimester is counted from the date of admission.
Attendance Requirements Leading to Promotion
Minimum Attendance
85% attendance is required for course promotion and appearing for the Term-end exam.
Condonation
Up to 10% condonation by the Principal, College of Engineering, is possible for medical emergencies with proper documentation submitted within a week. Students will be levied a condonation fee to appear for the Term-
end exam.
Marginal Cases
Attendance slightly below 75% due to severe medical or other valid reasons may be considered for further relaxation by the condonation board appointed and headed by the Vice-Chancellor.
Attendance-Based Marks
Optional Marks
Course Coordinators can allocate up to 5% of the total marks for attendance, clearly stated in the course handout and approved by the Dean of Academics through the proper channel.
Mark Distribution
Marks are awarded based on attendance ranges: 85–88% = 1 mark, 89–91% = 2 marks, and so on. Below 85% results in zero marks, even with condonation.
Applicability
Attendance marks, if given, apply to all L-T-P-S components cumulatively, not just the theory part.
Attendance Waiver
Academic Excellence
Students with a CGPA and SGPA of 9.00 or higher in the previous Trimester can get an attendance waiver for up to three courses in the next Trimester, with prior approval from the Dean of Academics through the proper channel.
Students availing this option must demonstrate regular progress in their chosen work or activity, which will be periodically reviewed.
Students using the attendance waiver must participate in all assessments and evaluation components without being marked ineligible due to attendance-based regulations.
Sports Representation
Students officially representing the University at State, National, or International level sports events shall be exempted from mandatory attendance requirements for the duration of their preparation and participation in recognised competitions.
Student-athletes must submit prior intimation, along with proof of participation and endorsement by the Director of Sports, for verification and academic coordination.
Compensatory (Extra) Attendance Policy
Eligibility
Students representing KLEF in events or participating in co-curricular / extracurricular activities can get compensatory attendance with prior written approval.
Limit
Compensation is limited to 10% of total classes per course per Trimester and does not apply to the summer term.
Course-Based Promotion & Detention Policy
Minimum Attendance
Students must meet the minimum attendance requirement to be promoted in a course. If a student fails to meet this requirement, their grade in the course will be marked as “DT”, indicating that the student is detained in the course.
Next Steps after Detention
Students must re-register in a detained course and study it completely by attending the classwork, submitting all assessments, and taking all evaluation components.
12
Eligibility for Term-End Examination
Conditions under which a registered & promoted student becomes ineligible to write the Term-End exam.
A student registered for a course and promoted is eligible to write the Term-End Examination for that course unless found ineligible due to one or more of the following reasons:
Shortfall of attendance.
Acts of indiscipline.
Withdrawal from a course.
Non-payment of examination fees.
Without a hall ticket.
13
Assessment & Evaluation
Continuous assessment, Term-End examinations, and the weightage split.
The assessment in each theory subject consists of Term-In Exams, in-class quizzes / tutorials / home-assignments / Active Learning Methods (continuous assessment), and the Term-End Examination (TEE). Students are advised to refer to the course handout for more detailed information on assessment.
Term-In Examinations and the Term-End Examinations will be conducted as per the Academic Calendar.
As per the necessity, Supplementary Examinations will be conducted at the discretion of the Dean of Academics with the approval of the Vice-Chancellor.
Students may have to take more than one examination in a day during Term-In Exams, Term-End Examinations, and Supplementary Examinations.
Weightage & Pass Mark
Term-In Evaluation Weightage (A)
Term-End Examination Weightage (B)
Min Pass on (A+B)
Min Pass on (B) alone
60%
40%
40%
40%
Term-In Evaluation
The process of evaluation is continuous throughout the Trimester.
The distribution of marks for Term-In evaluation is 60% of aggregate marks of the course.
The distribution of weightage for various evaluation components is decided and notified by the Course Coordinator through the course handout, after approval by the Dean of Academics, prior to the beginning of the Trimester.
In order to maintain transparency in evaluation, answer scripts are shown to students for verification within one week of conduct of the exam. If there is any discrepancy in evaluation, the student can request the Course Coordinator to re-evaluate.
The solution key and scheme of evaluation for all examinations are displayed by the Course Coordinator on the appropriate web portal of the course on the day of the examination.
In case the student is unable to appear for any evaluation component owing to hospitalisation or participation in extra-/co-curricular activities representing KLEF / state / country, the Dean of Academics can permit the conduct of a re-examination for such students.
In case a student has missed any of the two in-term evaluations, he/she is eligible for and will be provided with an opportunity of appearing for re-examination.
The pattern and duration of such examinations are decided and notified by the Course Coordinator through the course handout, after approval from the Dean of Academics.
To maintain transparency in evaluation, answer scripts are shown to students for verification. If there is any discrepancy in evaluation, the student can request the Controller of Examinations to re-evaluate.
Term-End Evaluation
The Term-end evaluation typically includes a variety of components such as Term-End Exams, projects, presentations, practical assessments, and skill assessments as detailed in the course handout.
Each component is evaluated based on the criteria outlined in the course handout.
The distribution of weightage for various evaluation components is decided and notified by the Course Coordinator through the course handout, after approval by the Dean of Academics, prior to the beginning of the Trimester.
To pass in a course, students must meet or exceed the minimum passing marks specified for each end-Trimester summative assessment component mentioned in the course handout.
The key and scheme of evaluation for all examinations are displayed by the Course Coordinator on the appropriate web portal of the course on the day of the examination.
In case a student is unable to appear for any Term-End summative evaluation component owing to hospitalisation or participation in extra-/co-curricular activities representing KLEF / state / country, the student can request a re-examination by taking prior permission from the Dean of Academics.
Absence in Assessment & Examination
If a student misses a formative assessment component (quizzes, assignments, etc.) due to illness or other valid reasons, no retakes will be permitted, and a score of zero will be recorded. However, in cases of an excused absence, the instructor may allow the student to retake the assessment, subject to written approval from both the Principal and the relevant Head of Department.
Make-up Exams
A studentʼs absence from Term-In or Term-End Exams will only be considered for a make-up exam under the following circumstances:
Pre-approved participation in university / state / national / international co-curricular or extracurricular activities.
Illness or medical emergency resulting in hospitalisation, with a doctorʼs certification explicitly stating the studentʼs inability to attend the exam within the designated period.
Death of an immediate family member.
Remedial Exams
Remedial exams are conducted for students who score less than 60% in Mid-Term Examination and have attended at least 85% of the remedial classes.
For courses without remedial classes, no remedial exam will be scheduled.
If a student does not take or scores less than 60% in Mid-Term Examination, they must attend remedial classes and maintain a minimum 85% attendance to be eligible for the remedial exam. The remedial exam score will then be considered.
The number of remedial classes will be 33% of the regular classes held prior to Mid-Term Examination. However, there are no remedial exams for laboratory exams.
Remedial Classes Policy
The following categories of students are recommended to attend Remedial classes:
Students who did not attend or did not obtain a minimum of 60% marks in Mid-Term Examination.
Students for whom CO1 / CO2 / CO3 is (are) not attained in Mid-Term Examination.
Any other student may also be permitted to attend remedial classes at the discretion of the Principal.
Guidelines to conduct remedial classes:
Remedial classes are usually scheduled to be conducted one or two weeks after the conclusion of Mid-Term Examination.
The number of remedial classes to be conducted shall be 33% of the regular classes held until Mid-Term Examination.
Remedial classes MUST NOT be scheduled during regular classwork hours.
Assessment of Project / Research-Based Courses
All project- or research-based subjects must have a defined time limit for completion.
The specific time limits for completion and the schedule for monitoring and evaluation of student performance will be announced each term.
The final project report, after obtaining the plagiarism certificate, will only be considered and evaluated by the panel of examiners.
Student project reports must follow the guidelines prescribed by the Office of the Dean of Academics.
14
Grading Process
Absolute and Relative grading systems with letter-grade tables and grade-point conversions.
At the end of all evaluation components, based on the performance of the student, each student is awarded a grade based on the absolute / relative grading system. Relative grading is only applicable to a section of a course in which the number of registered students is greater than or equal to 25. The choice of grading system is decided by the Course Coordinator with due approval of the Dean of Academics, and is specified in the course handout.
Absolute Grading
Performance
Letter Grade
Grade Point
Percentage of Marks
Outstanding
O
10
90 – 100
Excellent
A+
9
80 – 89
Very Good
A
8
70 – 79
Good
B+
7
60 – 69
Above Average
B
6
50 – 59
Average
C
5
46 – 49
Pass
P
4
40 – 45
Fail
F
0
0 – 39
Absent
AB
0
Absent
Relative Grading
Letter Grade
Grade Point
Grade Calculation
O
10
total marks ≥ 90% AND total marks ≥ μ + 1.50σ
A+
9
μ + 0.50σ ≤ total marks < μ + 1.50σ
A
8
μ ≤ total marks < μ + 0.50σ
B+
7
μ − 0.50σ ≤ total marks < μ
B
6
μ − 1.00σ ≤ total marks < μ − 0.50σ
C
5
μ − 1.25σ ≤ total marks < μ − 1.00σ
P
4
μ − 1.50σ ≤ total marks < μ − 1.25σ OR ≥ 40
F
0
total marks < μ − 1.50σ OR total marks ≤ 39
AB
0
Absent
μ is the mean mark of the class excluding the marks of those students who scored greater than or equal to 90% and less than or equal to 40% (after rounding the percentages to the next highest integer). σ is the standard deviation of the marks.
15
Course Handout
The contract between students and the instructor — what every course handout must contain.
A course handout is a document that provides essential information about a specific course. It is like a roadmap that guides students through the course, helping them understand the expectations, assignments, and grading criteria.
Significance of the Course Handout
Clarity and Organisation
Course handouts help students stay organised and focused by outlining the course structure, topics, and deadlines.
Expectations
Communicate the instructorʼs expectations for participation, assignments, and overall performance.
Grading
Outline the grading criteria, so students know exactly how their work will be evaluated.
Resources
List valuable resources, such as textbooks, articles, or online tools, that can aid learning.
Contents Expected from a Course Handout
Course Description
A brief overview of the course, its goals, and its relevance to the studentʼs studies.
Learning Outcomes
Clear goals for what the student should be able to do by the end of the course.
Instructor Information
Contact details, office hours, and specific communication preferences.
Course Schedule
A tentative timeline of topics, assignments, and exams.
Required Materials
A list of textbooks, articles, or other materials essential for the course.
Assessment Methods
A breakdown of how the final grade will be determined, including the weight of assignments, exams, and participation.
Assignment Guidelines
Detailed instructions for each assignment, including due dates, submission requirements, and expectations.
Effective Use of the Course Handout
Refer to it regularly: check back to keep track of important dates and assignments.
Highlight key points: make notes or highlight sections that are particularly important.
Ask questions: if something is not clear, bring it up in class or during office hours.
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Betterment, Supplementary, and Revaluation
Options for students to improve grades, clear failures, or contest evaluation outcomes.
Betterment
A student may reappear for the Term-End Examination for betterment, only in the theory part of a course, to improve their grade — provided that the student has passed the course, his/her CGPA is less than or equal to 6.75, AND the grade in the respective course is equal to or lower than ‘Cʼ. In case of reappearing for a course, the best of the two grades will be considered.
A student may re-register for any course in any trimester during the programme to improve their grade if the current grade in the course is lower than ‘B+ʼ, with the approval of the Dean of Academics and in accordance with academic regulations.
A student cannot reappear for the Term-End Examination in courses with an L-T-P-S structure such as 0-0-X-X, 0-0-X-0, 0-0-0-X — Social Internship, Technical Internship, Seminar, Term Paper, Project, Capstone Project, Practice School, Industrial Internship.
A student is not eligible for the award of a Degree with Honors if they opt for the betterment option.
Supplementary
A student is eligible for a supplementary exam if they do not meet the minimum passing marks for a course or if they fail any component of the Term-end assessments listed in the course handout.
If a student has failed courses from a previous trimester that are not offered in the current trimester, the supplementary exams for those courses will be scheduled for the summer supply.
As per the Term-end assessment components listed in the course handout (i.e., Term-end examination), if a student fails any component, they are eligible for a supplementary exam. Only the component(s) the student failed will be considered for this supplementary attempt, though in some cases, the student might be allowed to retake all components to improve their marks.
In cases where there is a clash between supplementary exams and other scheduled exams, students may take the supplementary exams during the summer supply.
Students must register for supplementary exams within a specified period after the results are declared.
Students may be required to pay a supplementary exam fee. Details on the fee structure and payment process will be provided along with the supplementary exam notification.
A student is not eligible for the award of a degree with First Class with Distinction if they opt for the supplementary option.
Revaluation
Students desirous of seeing their Term-End Examination answer scripts have to apply online to the COE for the same within the timeframe declared by the COE, by paying the prescribed fee through ERP.
There is no provision for re-evaluation in the case of Lab / Practical / Skilling exams, projects, viva-voce exams, or seminar / design / mini project courses.
The final grades awarded to each course shall be announced by the COE and the same will be made available to students through the website / notice boards.
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Credit Transfer
Transfer of credits between KLEF and other institutions, plus credit transfer through MOOCs.
Credit transfer between KLEF and other institutions is permitted only for the undergraduate programme.
Credit Transfer from KLEF to Other Institutions
A student studying at KLEF can transfer to another institution under the following conditions:
KLEF has signed an MoU with the institution.
A student, after seeking transfer from KLEF, can return to KLEF after a trimester or a year. Based on courses done at the other institution, equivalent credits shall be awarded to such students.
Credit Transfer from Other Institutions to KLEF
A student studying at another institution can transfer to KLEF under the following conditions:
When a student seeks transfer, equivalent credits will be assigned based on the courses studied by the student.
To determine the equivalent credits for a course from a previous institution on a 10-point scale at KLEF, the number of credits of the course is multiplied by the equivalent grade point of the previous institution and then divided by the number of credits of the corresponding course at KLEF.
If a course from the previous institution has zero credits and no grade assigned, the student must sit for the final examination for the equivalent course at KLEF.
A transfer student seeking improvement in any course can take the final examination at KLEF, where the grade received at KLEF becomes the final grade recorded on the grade sheet.
The student, when transferred from other institutions, must adhere to the rules and regulations of KLEF.
To graduate from KLEF, a student must study at least half of the minimum duration prescribed for a programme at KLEF.
Credit Transfer Through MOOCs
Undergraduate students can earn credits for MOOC courses recommended by KLEF up to a maximum of 20% of their minimum credits required for graduation. The discretion of allocating MOOC courses equivalent to courses in the curriculum lies with the Office of the Dean of Academics.
A student may also be permitted to obtain 20 credits through MOOCs in addition to the minimum credits required for graduation. These 20 credits can also be utilised to acquire a Minor degree or an Honors degree if the courses are pronounced equivalent to those specified for the respective degrees by the Office of the Dean of Academics. These additional credits through MOOCs, if to be considered for CGPA / Minor / Honors degree, must be approved by the Dean of Academics prior to enrolment in the respective MOOCs.
Students acquiring additional credits for Honors / Minor degree must adhere to the rules governing the award of the respective degree. Otherwise, a student applying to register for additional credits through MOOCs must possess a minimum CGPA of 7.5 till that trimester.
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Trimester Promotion Policy
Course-based promotion only — no Trimester-based promotion.
Promotion is only course-based. Trimester-based promotion is not applicable for BBA students.
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Counselling Procedure
Mentor-Mentee Scheme, Department & Central Academic Counseling Boards, and academic / career / psychological counseling.
KLEF is committed to fostering a supportive and nurturing environment for students, addressing not only academic needs but also psychological well-being. To achieve this, KLEF implements a comprehensive Mentor-Mentee Scheme and establishes the Central Academic Counselling Board (CACB) to address academic, career, and student-psychological issues.
The Mentor-Mentee Scheme aims to provide personalised guidance and support to students throughout their academic journey. Each student is assigned a mentor from the faculty, who acts as a guide, counsellor, and advocate for the studentʼs academic and personal growth. The mentor-mentee relationship is intended to facilitate communication, goal-setting, and problem-solving.
Primary Objectives
To facilitate a strong and positive mentor-mentee relationship that supports studentsʼ academic growth, personal development, and psychological well-being.
To offer career counselling, guiding mentees in exploring career options, developing professional skills, and making informed career-related decisions.
To provide psychological counselling, offering a safe space for mentees to discuss psychological concerns and providing appropriate support or referrals when needed.
To provide tailored academic counselling, helping mentees set academic goals, plan their course of study, and navigate academic challenges effectively.
Academic Counselling Activities
Providing guidance during academic registration sessions.
Monitoring attendance and addressing attendance-related concerns.
Communicating attendance and marks information to parents/guardians.
Addressing concerns related to backlogs and providing advice.
Advising on domain specialisations and academic flexibilities.
Assisting students in exploring study-abroad opportunities.
Conducting student and parent meetings to address academic concerns.
Career Counselling Activities
Recommending technical skilling courses and certificate programmes.
Facilitating internship opportunities and competitive exam preparation.
Guiding students through term papers, projects, hackathons, and coding challenges.
Providing information on higher education options and entrance exams.
Encouraging entrepreneurship awareness and guiding start-up initiatives.
Assisting students in preparing for placements and future career goals.
Conducting student and parent meetings to discuss career aspirations.
Psychological Counselling Activities
Providing guidance on time management and classroom activities.
Addressing anti-ragging issues and promoting a positive attitude.
Providing support for managing mental stress and promoting well-being.
Addressing hostel, room, home, and food-related concerns.
Conducting student and parent meetings to address personal well-being.
Mentor-Mentee Allocation
The Department Academic Counselling Board (DACB) is responsible for assigning approximately 20 students to each faculty member, who acts as their mentor. Mentors guide and support assigned students throughout their academic journey.
For engineering students, the procedure includes a specific approach: during the first year, faculty members from the Fresh Engineering Department (FED) are designated as counsellors / mentors. From the second year onwards, counsellors / mentors are appointed from the studentsʼ respective parent departments, and these faculty members continue as mentors until the students complete their course.
Mentors maintain detailed records of mentor-mentee interactions in the ERP system. Mentors are required to update the ERP with counselling remarks for both students and their parents every fortnight.
Mentors provide regular updates to parents about studentsʼ academic progress, career developments, and physiological status through various communication channels, including phone calls, SMS, WhatsApp, and Telegram.
Counselling remarks are accurately recorded in the ERP system, and these updates are reflected in DACB monthly reports and CACB trimester reports.
Academic Counselling Board
The Academic Counselling Board is constituted by the Dean of Academics. This board comprises the Chairman, Convener, Principal/Director, HoD, and a Professor / Associate Professor. A student will be put under the Academic Counselling Board in the following circumstances:
Has CGPA of less than 6.00.
Has F grade or is detained in multiple courses.
The first level of counselling for such students is done by the mentor of the student and the HoD, followed by the ACB. The list of students who have to undergo ACB counselling is forwarded by the HoD to the Office of the Dean of Academics.
Students undergoing the Academic Counselling Board process may be allowed to register only for a few courses based on the recommendation of the Academic Counselling Board.
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Discipline — Rustication, Malpractice, Plagiarism
Disciplinary policies including the seven malpractice clauses, plagiarism penalty escalation, and rustication grounds.
Rustication Policy
A student may be rusticated from KLEF on disciplinary grounds, based on the recommendations of any empowered committee, by the Vice-Chancellor.
Malpractice Penalty Policy
The following actions constitute malpractice during examinations and are subject to disciplinary actions as outlined below:
Clause 1 — Possession of unauthorised material
Possession of unauthorised material in the examination hall (e.g., paper, notebooks, programmable calculators, cell phones, or any material related to the exam subject). Includes any marks on the candidateʼs body that could be used as an aid.
Penalty: Immediate expulsion from the examination hall, without cancelling the paper.
Clause 2 — Communication / smuggling / objectionable language
Providing or receiving assistance, or communicating with others via oral means, body language, or electronic devices, either inside or outside the examination hall.
Smuggling in or out answer sheets, additional sheets, or arranging to send out the question paper or answer sheets during or after the exam.
Using objectionable or offensive language in the answer paper or in communication with examiners, or attempting to influence examiners to award passing marks.
Exchanging answer scripts or additional sheets in the examination hall.
Penalty: Expulsion from the examination hall and cancellation of the comprehensive examination performance in that subject only of all the candidates involved. In the case of an outsider, he will be handed over to the police and a case will be registered against him.
Clause 3 — Copying from unauthorised material
Copying from any unauthorised material (e.g., paper, books, programmable calculators, palm computers) during the exam.
Penalty: Expulsion from the examination hall, cancellation of the exam performance in that subject, and a fine of Rs. 1000.
Clause 4 — Tampering with answer script / drunkenness
Taking the answer script outside the exam hall, or tearing the script or any part of it inside or outside the hall.
Appearing for the exam in a drunken condition.
Penalty: Expulsion from the examination hall and cancellation of comprehensive examination performance in that subject and all other subjects the candidate has already appeared for, including practical examinations and project work, and shall not be permitted for the remaining comprehensive examinations of the subjects of that trimester / year.
Clause 5 — Disturbances / weapons
Disobeying examination authorities, creating disturbances, organising or instigating a walk-out, threatening or assaulting officials, or damaging property inside or outside the exam hall.
Possession of any lethal weapon or firearm in the examination hall.
Penalty: Expulsion from the exam hall and cancellation of exam performance in all subjects. The student will be debarred from future exams and may forfeit their seat. Outsiders will be handed over to the police.
Clause 6 — Impersonation
Impersonation during the examination.
Penalty: Both the impersonator and the original candidate will be expelled from the exam hall. The original candidateʼs performance will be cancelled in all subjects, including practical and project work, and they will be barred from exams for two consecutive trimesters. Continuation in the course is subject to academic regulations. The impersonator (if an outsider) will be handed over to the police.
Clause 7 — Repeated offences
For a second offence, the candidate will face expulsion from the exam hall and cancellation of all exam performances for that term, with a fine of Rs. 1000. Repeated academic dishonesty may result in the issuance of a Transfer Certificate (TC).
Clause 8 — Other forms of malpractice
Any other form of malpractice not specified above.
Penalty: Punishment will be determined by the Examination Malpractice Committee and approved by the Vice-Chancellor.
Plagiarism Penalty Policy
Plagiarism is considered a serious breach of academic integrity, compromising both the ethical standards of the university and the intellectual development of students. The university enforces a strict zero-tolerance policy regarding plagiarism, and all students are expected to uphold the highest standards of academic honesty. Penalties for plagiarism will be applied as follows:
First Offence
Minor Plagiarism (e.g., improper citation, small portions of copied work): The student will receive a warning and be required to resubmit the work with proper citations. Marks may be reduced by up to 50%.
Major Plagiarism (e.g., copying significant portions, submitting another personʼs work): The assignment will receive a grade of zero. The student may be required to attend a mandatory workshop on academic integrity.
Second Offence
Any second offence, regardless of severity, will result in a zero for the assignment and an official letter of reprimand placed in the studentʼs record. The student will be placed on academic probation.
Third Offence
The student will face suspension from the university for one academic term. A record of academic misconduct will be permanently placed in the studentʼs academic file.
Repeated Violations
Further violations after the third offence may lead to expulsion from the university.
In cases of group work, if plagiarism is identified, all group members will be held equally accountable unless it can be demonstrated that the act of plagiarism was isolated to specific individuals.
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Frequently Asked Questions
Q. What is the Choice-Based Credit System (CBCS) and how does it work?
CBCS allows students to choose courses from various categories based on their interests and career goals. Each course has a credit value assigned to it, and students must earn a minimum number of credits in each category and in total to complete the programme.
Q. Can I choose electives based on my interests?
Yes, students have the flexibility to choose electives that align with their personal interests and career objectives.
Q. Can I choose my preferred faculty members for certain courses?
During registrations prior to the commencement of each trimester, if a course is offered for multiple sections and multiple faculty are teaching the same course, students will have a choice of selecting the section being taught by the faculty under whom they wish to study.
Q. When and how do I register for courses?
Students must register for courses on the designated registration day. There is a one-week window for adding courses and a two-week window for dropping or changing them.
Q. Can I get an attendance waiver?
Students with a CGPA and SGPA of 9.00 or higher in the previous trimester can get an attendance waiver for up to three courses with prior approval.
Q. What is the minimum attendance requirement for promotion?
85% attendance is required for course promotion and appearing for the Term-end exam.
Q. Can I pursue a Minor degree?
Yes, any student can pursue a Minor degree by completing a specified set of courses from another discipline.
Q. Can I study some trimesters abroad?
KLEF University may have exchange programmes or partnerships with foreign universities, allowing you to study abroad for a trimester or year.
Q. Are there any extracurricular activities or clubs available?
Yes, KLEF offers various extracurricular activities and clubs, such as sports, cultural events, and student organisations.
Q. What happens if I have less than 85% attendance?
Down to 75% attendance, students may be eligible for condonation or marginal-case consideration, but they need to provide proper documentation and may be subject to fees. Falling below 75% will result in detention in the course.
Q. What happens if I am detained in a course?
A student who is detained in a course must re-register for the course and study it again in the summer term. If the detained course is not offered by the department, the student can study an equivalent course from the same category upon taking approval from the Office of the Dean of Academics.
Q. What is ABC?
ABC enables you to digitally store your earned credits and potentially use them towards future studies at other institutions.
Q. Can I accelerate or decelerate my studies?
Students are generally recommended to register for 14 to 16 credits in each trimester. Students who cannot cope with such a load may consult their counsellor and Head of the Department to register for fewer credits — this is called "Deceleration". Students who do not register on time may also be forced to decelerate to compensate for the classwork they missed due to late registration. In both cases of deceleration, permission must be sought from the Office of the Dean of Academics through the proper channel. On the contrary, students who wish to accelerate can register for up to 30 credits by selecting courses that are usually offered in later trimesters and complete them in advance. Students may also use the optional Summer Term to accelerate up to 12 credits. In all cases, approval from the Dean of Academics is required.
Q. Will I get my degree upon acquiring all the required credits?
Apart from fulfilling the total credit requirement, it is required to fulfil category and sub-category-wise credit requirements and outcome requirements (which are clearly mentioned in the degree-wise credit requirements section) to be eligible for the award of a specific degree.
Q. Can I register for a course without being promoted in its prerequisite course?
No, the student must be promoted in the prerequisite course in order to register for a course having a prerequisite.
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Glossary
Term
Definition
Absolute Grading
A method of assigning grades based on predetermined criteria or standards rather than comparing student performance to other students in the class.
Academic Bank of Credits (ABC)
An initiative of the Government of India — a digital platform that stores the academic credits earned by a student throughout their educational journey. Essentially a virtual repository of a studentʼs academic achievements.
Academic Council
The highest academic body of the University, responsible for the maintenance of standards of instruction, education, and examination within the University. The Academic Council is an authority as per UGC regulations and has the right to decide all academic matters including academic research.
Academic Year
The period necessary to complete an actual course of study within a year. It comprises three consecutive regular trimesters.
Acceleration
A studentʼs ability to progress through their academic programme at a faster pace than traditional timelines.
Attendance
The record of a studentʼs presence or absence in educational institutions. A critical factor influencing academic performance, overall development, and future success.
Audited Course
A course of study which has zero credits and has a "Satisfactory" or "Unsatisfactory" grade.
Backlog Course
A course is considered a backlog if the student has obtained an ‘Fʼ grade or has been detained in the course.
Betterment
A way that contributes towards improving the studentʼs grade in any course(s). It can be done either by (a) re-appearing or (b) re-registering for the course.
Board of Studies
BOS is an authority defined in UGC regulations, constituted by the Vice-Chancellor for each department separately. Responsible for curriculum design and update for all programmes offered by a department.
Branch of Study
A branch of knowledge, an area of study, or a specific programme (e.g., Civil Engineering, Mechanical Engineering, Electrical and Electronics Engineering, etc.).
Bridge Courses
Courses required to bridge continuity among Basic Sciences / Engineering Sciences / Professional Courses (both core and electives), identified through gap analysis using stakeholder feedback. They do not yield credits but require a "Satisfactory" result to register into the attached professional courses.
Capstone Project
The culminating academic experience for many students, typically undertaken in the final year of a degree programme. Designed to integrate and apply the knowledge and skills acquired throughout the course of study.
Certificate Course
A course that makes a student gain hands-on expertise and skills required for holistic development. It is a mandatory, non-credited course for the award of degree.
Change of Branch
Transfer from oneʼs branch of study to another.
Compulsory Course
Course required to be undertaken for the award of the degree as per the programme.
Term
Definition
Course
A subject offered by the University for learning in a particular trimester.
Course Handout
A document which gives a complete plan of the course. Contains the details of the course — title, code, prerequisite, credit structure, team of instructors, course objectives, course rationale, course outcomes and the relevant syllabus, textbook(s) and reference books, course delivery plan and session plan, evaluation method, chamber consultation hour, course notices, and other course-related aspects. In essence, a course handout is an agreement between students (learners) and the instructor.
Course Outcomes
The essential skills that need to be acquired by every student through a course.
Course Withdrawal
A student can drop a course within the first two weeks of the trimester (deadlines are different for summer sessions). However, he/she can choose a substitute course in place of it by exercising the option within 5 working days from the date of withdrawal.
Credit
A unit that gives weight to the value, level, or time requirements of an academic course. The number of "Contact Hours" in a week of a particular course determines its credit value.
Credit Point
The product of grade point and number of credits for a course.
Credit Transfer
The procedure of granting credit(s) to a student for course(s) undertaken at another institution.
Cumulative Grade Point Average (CGPA)
A measure of cumulative performance of a student over all the completed trimesters. The ratio of total credit points secured by a student in various courses in all trimesters to the sum of the total credits of all courses in all the trimesters. Expressed up to two decimal places.
Curriculum
A standards-based sequence of planned experiences where students practise and achieve proficiency in content and applied learning skills. The central guide for all educators as to what is essential for teaching and learning.
Deceleration
A studentʼs decision to reduce their course load or extend the time taken to complete a degree programme.
Degree
A student who fulfils all the programme requirements is eligible to receive a degree.
Degree Requirements
The specific courses, credits, and academic standards that a student must fulfil to earn a particular degree.
Degree with Specialization
A student who satisfies all graduation requirements, acquires all PEC (Professional Elective) credits from the same specialization, and attains a minimum CGPA of 6.75 is eligible for a Degree with Specialization.
Department
An academic entity that conducts relevant curricular and co-curricular activities, involving both teaching and non-teaching staff and other resources.
Designing Your Own Degree
A revolutionary concept that empowers students to create a customised educational path aligned with their passions, career goals, and unique learning styles.
Detention in a Course
A student who does not obtain minimum prescribed marks in continuous in-trimester evaluation and/or minimum prescribed attendance in a course shall be detained in that course.
Dropping from the Trimester
A student who does not want to register for the trimester should do so in writing in a prescribed format before commencement of the trimester.
Term-End Evaluation
A summative assessment conducted at the conclusion of an academic term to measure studentsʼ overall performance.
Elective Course
A course that can be chosen from a set of courses. An elective can be Professional Elective, Open Elective, Management Elective, or Humanities Elective.
EPICS
Engineering Projects in Community Service. A unique programme that combines engineering education with community service.
Evaluation
The process of judging the academic work done by the student in his/her courses. It is done through a combination of Term-in assessment and Term-end examinations.
Term
Definition
Experiential Learning
A process through which students develop knowledge, skills, and values from direct experiences outside a traditional academic setting. Involves learning by doing, where students engage in hands-on activities, real-world problem-solving, and reflective practices to gain deeper understanding and practical application of the concepts they are studying.
Formative Assessment
Ongoing evaluation of student understanding to inform instruction and facilitate learning.
Flipped Learning
An instructional strategy that reverses the traditional teaching model. Students are introduced to new content outside of class, usually through video lectures, readings, or other materials. The in-class time is then used for more interactive activities, such as discussions, problem-solving, group work, and applying the concepts learned at home.
Grade
An index of the performance of the student in a said course. Grades are denoted by alphabets.
Grade Point
A numerical weight allotted to each letter grade on a 10-point scale.
Grade Point Average (GPA)
A numerical representation of a studentʼs academic performance. Calculated by averaging the numerical equivalents of letter grades earned in courses, considering the number of credit hours for each course.
Honors Degree
A student who satisfies all graduation requirements, earns an additional 40 credits from the HON category, attains a minimum CGPA of 8.25 with no history of backlogs or betterment, completes one additional technical value-added course, and undergoes one additional year of study beyond the minimum stipulated study duration is eligible for the award of the BBA (Honors) degree.
Industrial Training
Training programme undergone by the student as per the academic requirement in any company / firm.
Industrial Visit
Visit to a company / firm as per the academic requirement.
Internship
A temporary work experience offered by an organisation for a limited period. Provides students, graduates, or career changers with an opportunity to gain practical skills and experience in a specific field.
Term-In Evaluation
Summative assessments used to evaluate student learning, acquired skills, and academic attainment during a course.
Induction Courses
A student admitted into the programme must complete a set of Induction Courses for a minimum period of 3 weeks and obtain a "Satisfactory" result prior to registering into the 1st Trimester of the programme.
Innovation Trimester
A dedicated academic term focused on cultivating a culture of creativity, problem-solving, and entrepreneurial thinking.
Lecture
A formal instructional session where an instructor presents information to a large group of students.
Make-up Test
An additional test scheduled on a date other than the originally scheduled date.
Malpractice
Academic dishonesty or misconduct during examinations or coursework. Can include a wide range of behaviours that compromise the integrity of the evaluation process.
Management Elective
A course that develops managerial skills and inculcates entrepreneurial skills.
Minor Degree
A student who satisfies all graduation requirements, earns an additional 20 credits from the MIN category (a structured set of courses from another discipline), and attains a minimum CGPA of 6.75 is eligible for a BBA with Minor degree.
Multiple Entry and Multiple Exit (MEME)
An educational framework designed to provide flexibility in learning pathways, allowing students to enter and exit educational programmes at various stages based on their individual needs, prior knowledge, and career goals.
National Education Policy (NEP)
NEP 2020 is a comprehensive framework for transforming Indiaʼs Education System. Aims to create an equitable and vibrant knowledge society by providing high-quality education to all.
Term
Definition
NHEQF
National Higher Education Qualifications Framework. A comprehensive framework designed to standardise and classify higher education qualifications in India. Ensures that qualifications from different institutions are comparable and recognised nationally and internationally.
Open Elective
A course of interdisciplinary nature, offered across the University for all programmes.
Overloading
Registering for more credits than normally prescribed by the programme in a Trimester.
Practical
A hands-on session where students apply theoretical knowledge in a real-world or laboratory setting. Designed to develop studentsʼ technical skills, problem-solving abilities, and understanding of experimental procedures.
Practice School
Part of the total programme that takes one full Trimester in a professional location, where the students and the faculty are involved in finding solutions to real-world problems. A student can choose Project / Practice School during their final year to meet the final requirements for the award of degree.
Pre-requisite
A course, the knowledge of which is required for registration into a higher-level course.
Product Development Trimester
An academic term dedicated to the process of creating new products or improving existing ones.
Programme
A set of courses offered by the Department. A student can opt and complete the stipulated minimum credits to qualify for the award of a degree in that programme.
Programme Educational Objectives
The broad career, professional, and personal goals that every student will achieve through a strategic and sequential action plan.
Programme Outcome (PO)
Statements that describe what students are expected to know, understand, and be able to do upon completing a specific academic programme.
Project
A course that a student must undergo during their final year, which involves the student undertaking a research or design carefully planned to achieve a particular aim. It is a credit-based course.
Project-Based Learning (PBL)
An instructional approach where students actively engage in real-world and personally meaningful projects.
Rapid Prototyping Trimester
An academic term dedicated to the practical application of rapid prototyping techniques to create physical models or prototypes of products or designs.
Registration
Process of enrolling into a set of courses in a Trimester of the programme.
Re-Registration
Students who are detained in courses due to attendance or marks criteria are given a chance to re-register for the same and complete it during the summer term.
Relative Grading
A method of assigning grades based on a studentʼs performance compared to the rest of the class.
Remedial Exam
An assessment designed to identify specific areas of weakness or gaps in a studentʼs knowledge or skills. Typically administered after a student has performed poorly on a regular assessment.
Research Project
A systematic investigation undertaken to answer a specific question or address a particular problem.
Research Trimester
A dedicated period within an academic programme focused on independent research or scholarly inquiry.
Research Seminar
A formal academic gathering where researchers present their ongoing work to a group of peers, faculty, and other interested individuals.
Self-Learning
The process of acquiring knowledge and skills independently without formal instruction.
Term
Definition
Trimester
A period of study consisting of 12+1 weeks of academic work including examination and preparation holidays.
Term-End Examinations
An examination conducted at the end of a course of study.
Skilling
The process of developing and enhancing specific skills that are essential for performing particular tasks or activities effectively. Involves structured training and practice aimed at equipping individuals with the practical abilities, knowledge, and competencies required for professional success and personal development.
Substitution of Elective Course
Replacing an elective course with another elective course as opted by the student.
Summative Assessment
A type of evaluation that occurs at the end of a learning period.
Summer Term
The term during which courses are offered from May to July. The Summer Term is not a studentʼs right and will be offered at the discretion of the University.
Supplementary
A student can reappear only in the Term-End Examination for the theory component of a course, subject to the regulations contained herein.
Term Paper
A research report written by students that evolves their course-based knowledge, accounting for a grade. A written original research work discussing a topic in detail. It is a credit-based course.
Tutorial
A small group session designed to provide personalised guidance and support to students. Tutorials often involve discussions, problem-solving activities, and hands-on practice to reinforce concepts learned in lectures.
Under-loading
Registering for fewer credits than normally prescribed for a Trimester in that programme.
Value-Added Courses
Courses leading to global certification and those conducted exclusively for employability are referred to as Value-Added Courses.
Learn how markets actually work — and how to win in them.
This course develops the economic intuition required to make pricing, output, and competitive strategy decisions in real business contexts. Students learn to translate qualitative business intuitions ('demand is sensitive to price') into quantitative analyses (own-price elasticity, cross-elasticity, price discrimination strategy) that can be defended to a CFO, a board, or a venture investor. By the end, a student should be able to read any pricing decision, market entry decision, or competitive response decision through the lens of a working microeconomic model — and recommend the profit-maximising action with explicit assumptions and quantified trade-offs.
RATIONALE
Every business decision is, at its core, an economic decision. Whether a startup is setting its first price, an FMCG brand is choosing between channel partners, or a consultant is recommending a market-entry strategy — the underlying analytical machinery is microeconomic. Yet most BBA graduates leave with a textbook understanding of demand curves but cannot estimate an elasticity from real data, cannot recommend a pricing tier, and cannot defend a competitive strategy. This course is the corrective. It is taught from the perspective of the practitioner — pricing managers, growth analysts, and strategy consultants — and uses real Indian datasets (Zomato, BookMyShow, Ola, Indian Railways pricing experiments) throughout. The course is foundational for every subsequent functional course (finance, marketing, operations, strategy) and is the single most important course for analytical job interviews at consulting and product-strategy firms.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY demand and supply analysis with elasticity estimation to predict market outcomes under price changes, taxes, subsidies, and regulatory interventions in real Indian markets.
PO1 H · PO5 M · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (M): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
CO2BTL 3 · Apply
APPLY consumer choice theory including utility, indifference curves, and budget constraints, alongside behavioural economics concepts such as anchoring, framing, and loss aversion, to predict purchase decisions and design pricing nudges.
PO1 H · PO5 M · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (M): Analytical reasoning
PSO2 (M): Develop strategic responses to consumer behaviour
CO3BTL 4 · Analyse
ANALYSE production and cost structures across fixed and variable, average and marginal, and short run and long run dimensions, in order to recommend optimal output levels, capacity decisions, and make or buy strategies.
PO1 H · PO5 H · PSO1 M
Mapping rationale
PO1 (H): Functional knowledge
PO5 (H): Quantitative and analytical
PSO1 (M): Functional application
CO4BTL 4 · Analyse
ANALYSE the four market structures of perfect competition, monopoly, monopolistic competition, and oligopoly using game theoretic reasoning to predict firm behaviour and design competitive responses.
PO2 H · PO3 M · PSO2 H
Mapping rationale
PO2 (H): Critical thinking and problem solving
PO3 (M): Strategic decision making
PSO2 (H): Strategic responses to competitive contexts
CO5BTL 5 · Evaluate
EVALUATE pricing strategies including penetration, skimming, dynamic, tiered, bundled, two part tariff, and price discrimination for given business contexts, and recommend the profit maximising approach with quantified tradeoffs.
PO3 H · PO5 H · PSO2 H
Mapping rationale
PO3 (H): Strategic decision making
PO5 (H): Analytical and quantitative
PSO2 (H): Strategic business administration
CO6BTL 5 · Evaluate
EVALUATE market failures including externalities, public goods, information asymmetry, and monopoly power, and recommend business strategies that anticipate regulatory response while connecting to SDG 8, SDG 10, and SDG 12.
PO3 H · PO9 H · PSO2 M
Mapping rationale
PO3 (H): Strategic decision making
PO9 (H): Ethics and sustainability
PSO2 (M): Strategy in regulated contexts
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Elasticity: own-price (PED), cross-price (XED), income (YED), advertising elasticity
Elasticity estimation from real data: log-log regression, point vs. arc elasticity
Tax incidence: who actually pays — buyer or seller?
Price ceilings + floors: real consequences using Indian rent control + MSP examples
Tools Excel — for demand-supply modelling and elasticity regression
AI integration GPT-based price-elasticity assistants now used by Zomato, Swiggy for real-time demand estimation — students will use Excel + Python (light) to replicate this, understanding WHY AI doesn't replace economic reasoning but accelerates it.
Strategy dimension Students don't just COMPUTE elasticity — they BUILD strategy: 'Given PED = -2.4 for our SKU, should we raise price by 10%?' becomes a defensible recommendation with quantified revenue impact.
AI integration AI-driven recommendation systems (Netflix, Spotify, Amazon) operationalise consumer preference theory at scale — students analyse how preference revelation works in modern platforms and how anchoring is mathematically encoded in pricing UI.
Strategy dimension Students design a pricing-page A/B test for a real SaaS — choosing anchor pricing, decoy options, and framing language based on behavioural principles, then defending their design with utility-theoretic reasoning.
Module 3
CO3
L: 6 hr · P: 6 hr
Production, Cost Structures & Capacity Decisions
TOPICS
Production function: short-run vs. long-run, returns to scale
Economies of scale + scope (with real examples: Reliance Jio, Amazon AWS)
Activity-based costing (preview of F4 MCOA)
Make-vs-buy + outsourcing decisions
Capacity planning: when to add a new factory, kitchen, server
Tools Excel — for cost curve modelling, break-even, and capacity analysis
AI integration AI-driven demand forecasting now feeds capacity planning at every major Indian firm (BigBasket warehouses, Zomato kitchens, Ola supply allocation). Students learn the underlying economic problem AI is solving — not just the AI tool.
Strategy dimension Capacity is strategy: students learn when economies of scale create defensible moats (JioMart vs. local kirana) and when they don't (cloud kitchens). They build a make-vs-buy decision matrix for a real Indian D2C brand.
Monopolistic competition: product differentiation as strategy (FMCG sector)
Oligopoly: interdependence, kinked demand curve, cartel theory
Game theory: dominant strategies, Nash equilibrium, prisoner's dilemma
Sequential games + first-mover advantage (Flipkart vs. Amazon India entry)
Repeated games + tacit collusion (telecom pricing in India)
Entry deterrence + limit pricing
Tools Excel — for game-theory payoff matrices and Nash equilibrium identification
AI integration Algorithmic pricing (Uber surge, Amazon dynamic pricing) is real-time oligopoly play. Students analyse public CCI antitrust cases (e.g., MakeMyTrip-Goibibo) where algorithmic coordination triggers regulatory action.
Strategy dimension Game theory isn't just modelled — it's USED. Students simulate a 2027 OTT-pricing oligopoly (Netflix-Hotstar-Prime-Jio), play 5 rounds, then defend their strategy choices using Nash equilibrium reasoning.
SDG connections
SDG 10 (Reduced Inequalities) — market power concentration directly affects consumer welfare distribution
Module 5
CO5
L: 6 hr · P: 6 hr
Pricing Strategy — From Theory to Boardroom
TOPICS
Cost-plus, value-based, competition-based pricing — when each is right
Freemium economics + the conversion funnel (Spotify, Notion, Canva)
Tools Excel — for pricing optimisation problems · Python (light intro) — for elasticity-based price optimisation
AI integration Real-time dynamic pricing (Uber, BookMyShow surge, Indian e-commerce flash sales) uses reinforcement learning. Students don't build the RL — they UNDERSTAND the economics that the RL is automating, and read public Uber Engineering papers as case material.
Strategy dimension Students take a real Indian SaaS or D2C brand and redesign its pricing page from scratch — applying tier theory, anchoring, decoy effects, and bundle math — then present to a panel with a defensible revenue uplift estimate.
Module 6
CO6
L: 6 hr · P: 6 hr
Market Failures, Externalities & The Strategic Response
TOPICS
Externalities: positive + negative; Coase theorem and its limits
Public goods: free-rider problem; private provision of public goods (Wikipedia, OpenStreetMap)
Information asymmetry: adverse selection (insurance), moral hazard (banking)
Market power + antitrust: Indian CCI cases (Google, MakeMyTrip, Amazon)
Regulatory anticipation as strategy (RBI for fintech, SEBI for capital markets)
ESG + sustainability as competitive advantage (D-Mart vs. Tesco models)
Carbon pricing + climate-related market design
Tools Excel — for externality + welfare analysis
AI integration AI-driven content recommendation creates filter-bubble externalities (Meta antitrust cases). Students analyse how AI itself creates new market failures — and how regulation is catching up (EU AI Act, India's DPDP Act).
Strategy dimension Students take a real Indian sector with regulatory churn (gig work, fintech lending, EV subsidies) and write a 5-page strategy memo: how should a CEO position their company for the regulation that is COMING in 24 months, not the one that exists today?
SDG connections
SDG 8 (Decent Work) — labour market failures and gig economy regulationSDG 10 (Reduced Inequalities) — market design choices that increase / decrease inequalitySDG 12 (Responsible Consumption & Production) — externality pricing for sustainable consumptionSDG 13 (Climate Action) — carbon pricing as the central market-failure correction of our era
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2 · CO1, CO2
Zomato Pro: Why Did the Subscription Fail?
Zomato Pro (later Zomato Gold) ran from 2017–2022 with shifting pricing — Rs 1,599/yr → Rs 1,799/yr → Rs 2,099/yr, then unbundled in 2022 and finally discontinued in some markets in 2023. Students analyse public pricing history, member-count disclosures from Zomato's DRHP, and restaurant-partner pushback (covered in Mint, Economic Times) to diagnose what elasticity assumption Zomato got wrong and how anchoring failed.
Mint coverage of Pro discontinuation: https://www.livemint.com/companies/news
Public restaurant-partner letter Aug 2019
DELIVERABLE
A 4-page memo: (1) Estimate the price elasticity of demand for Zomato Pro membership using public member-count + price-point data; (2) Identify the anchoring strategy used in the pricing page (then vs. now); (3) Recommend a relaunched Pro product with quantified revenue projection.
EVALUATION
Marked on (a) defensibility of elasticity estimate with stated assumptions [40%], (b) quality of behavioural-economics analysis [25%], (c) recommendation quality + revenue model [25%], (d) writing clarity [10%]. 25 marks total.
Real-worldIndiaMod 1, Mod 5 · CO1, CO5
Indian Railways Tatkal: A Masterclass in Price Discrimination
Indian Railways operates one of the world's most sophisticated price-discrimination systems: advance booking (lowest price), tatkal (highest price, day-before), premium tatkal (dynamic), AC class tiers, sleeper class, general unreserved. Students obtain real fare data from IRCTC + RailYatri public APIs and analyse third-degree price discrimination effectiveness.
DATA / SOURCES
IRCTC official rail-tariff data: https://www.indianrail.gov.in/
RailYatri historical fare API (open data): https://www.railyatri.in/
PRS Legislative Research Railway report: https://prsindia.org/
DELIVERABLE
Analytics workbook: (1) Estimate consumer surplus captured by each tier on a popular route (e.g., Mumbai-Bangalore); (2) Identify the demand segments each tier targets; (3) Recommend one new price-discrimination tier with profit projection.
Real-worldIndiaMod 3, Mod 4, Mod 5 · CO3, CO4, CO5
Reliance Jio's Free-then-Cheap Strategy: Predatory Pricing or Penetration?
Reliance Jio launched in 2016 with 6 months free, then Rs 149/month — a strategy that drove two competitors (Aircel, RCom) into bankruptcy and forced consolidation. The Competition Commission of India eventually examined whether this was anti-competitive. Students analyse Jio's cost structure (public CapEx of $35bn), use game-theory to model competitor response, and evaluate the CCI's eventual decision.
Jio's Q1FY17 to Q4FY18 financial filings (BSE / NSE)
CCI Order on Bharti vs. Jio (Case No. 3 of 2017)
DELIVERABLE
Strategy memo + financial model: (1) Reconstruct Jio's marginal cost per subscriber; (2) Build a 2x2 game-theory payoff matrix for Jio vs. incumbents; (3) Recommend what Airtel SHOULD have done in 2016 (with quantified justification); (4) Take a position on whether the strategy was predatory.
Uber and Ola operate dynamic surge pricing — both algorithmically. In multiple Indian cities, regulators have intervened (Karnataka 2016 cap; Delhi 2017). Students analyse real surge data, model the algorithmic interaction as an oligopoly game, and recommend a strategy for a new entrant (Rapido, BluSmart) entering the same market.
DATA / SOURCES
Uber Engineering blog on dynamic pricing (public): https://www.uber.com/blog/engineering/
Karnataka Transport Ministry order on surge caps (Oct 2016, public PDF)
Public surge-pricing academic studies on Indian markets (e.g., IIM-A working papers)
DELIVERABLE
Simulation + memo: (1) Build a simple surge-pricing simulator in Excel for a 2-firm oligopoly; (2) Run 5 rounds with classmates as competitor; (3) Document Nash equilibrium if any; (4) Recommend a market-entry strategy for a third firm.
Ola Electric: The Two-Wheeler EV Subsidy & The FAME-II Externality Story
The FAME-II scheme (Faster Adoption and Manufacturing of Electric Vehicles) subsidises EV purchases as a positive-externality correction (reducing fossil-fuel use). In 2023-24, the government clawed back ~Rs 469 cr from Ola Electric, Hero Electric, and others over localisation-norm violations. Students analyse the externality, the policy design, and the strategic gaming that emerged.
DATA / SOURCES
Ministry of Heavy Industries FAME-II portal: https://heavyindustries.gov.in/
Ola Electric DRHP (SEBI 2024 filing): https://www.sebi.gov.in/
FY24 EV registration data (VAHAN portal): https://vahan.parivahan.gov.in/
DELIVERABLE
Policy + strategy memo: (1) Estimate the marginal external cost of a petrol two-wheeler kilometre in Bangalore air shed; (2) Evaluate whether FAME-II's Rs 15,000/kWh subsidy is calibrated correctly; (3) Recommend Ola Electric's pricing + product strategy if the subsidy ends in 2026.
Real-worldGlobal (US + Europe + LATAM)Mod 2, Mod 5 · CO2, CO5
Netflix Global Pricing — Tiered Architecture + Password-Sharing Crackdown
Netflix's 2022-2024 pricing transformation is one of the most-studied global pricing cases. The platform introduced ad-supported tiers in 12 markets, cracked down on password-sharing (targeting ~100M shared users), and adjusted price-points by region. Q1 2024 results: 9.3M net adds globally — vastly exceeding analyst forecasts — as 'switchers' (former sharers) converted to paid. Operating margin reached 28% (an industry record). The price elasticity implied by the conversion data is a central teaching point — Netflix successfully tested the bounds of consumer surplus extraction at scale. Students will use public 10-Q filings, Reed Hastings' shareholder letters, and analyst notes from Bernstein + MoffettNathanson.
Antenna data on Netflix sub-tier mix (publicly reported 2024)
DELIVERABLE
A 4-page strategic memo: (1) Quantify the price elasticity implied by the 2024 conversion data; (2) Build a 3-tier WTP segmentation model showing how Netflix captured surplus from each cohort; (3) Recommend a similar tiered + anti-sharing strategy for an Indian OTT (e.g., JioHotstar) with quantified revenue projection. Apply WTP + anchoring theory explicitly.
EVALUATION
Marked on (a) elasticity quantification rigour [30%], (b) WTP segmentation model [25%], (c) Indian-context transfer [25%], (d) behavioural-economics integration [10%], (e) clarity [10%]. 25 marks.
Real-worldGlobal (US + Europe primary)Mod 4, Mod 5 · CO4, CO5
Spotify vs Apple Music — Two-Sided Platform Economics + Network Effects
Spotify (300M+ paid subscribers, ~$15B revenue 2024) competes with Apple Music (~100M paid) in a textbook two-sided platform market: listeners on one side, artists/labels on the other. Apple's structural advantage is hardware integration + zero CAC via device pre-installs; Spotify's structural advantage is platform-agnosticism + superior recommendation algorithms. Both pay ~70% of revenue to rights-holders, leaving thin margins; Spotify's gross margin only crossed 30% in 2024. The 2024 EU DMA designation of Apple as a 'gatekeeper' forced Apple to allow Spotify direct in-app subscription links — reshaping the competitive dynamic. Students model the two-sided-platform economics, network effects, and the regulatory tilt's impact.
EU Digital Markets Act gatekeeper designation (March 2024): https://digital-markets-act.ec.europa.eu/
DELIVERABLE
Strategic analysis (5-page): (1) Apply Rochet-Tirole two-sided-platform theory to the streaming market — quantify the cross-side network effects; (2) Game-theory analysis of Apple's optimal response to DMA; (3) Recommend Spotify's response — pricing, podcast investments, audiobook expansion. Connect to an Indian-context parallel (JioSaavn vs Apple Music India).
Tesla's 2023-2024 pricing strategy is a masterclass in direct-to-consumer dynamic pricing in a capital-intensive industry. Without traditional dealer markups, Tesla can adjust prices in real-time based on order-book strength, inventory levels, and competitive pressure. In early 2023, Tesla cut Model 3 + Y prices by 13-20% across markets, triggering an industry-wide price war. Operating margin compressed from 17% (2022) to 8% (2024) — but volume grew 37%. The strategic logic: trade margin for share at a moment when EV adoption was crossing an inflection point. Tesla's Shanghai Gigafactory drives marginal cost ~30% below US production — enabling the price-war strategy. Students analyse the economies-of-scale + LRAC trajectory.
DATA / SOURCES
Tesla 10-K + 10-Q filings: https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001318605
Tesla price-change history (Bloomberg Intelligence + Reuters tracked): public news archives
BloombergNEF EV cost-curve reports: https://about.bnef.com/blog/
DELIVERABLE
Cost-economics + strategy memo (5-page): (1) Estimate Tesla's average-cost-per-vehicle by Gigafactory (Shanghai vs Fremont vs Berlin vs Texas), showing how scale + location drive LRAC; (2) Build the game-theory model for the EV price war (Tesla vs BYD vs traditional OEMs); (3) Recommend Tata Motors' EV-pricing strategy in India given Tesla India entry expected 2026. Apply LRAC + economies-of-scope reasoning explicitly.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Build a Pricing Strategy for a Real Indian D2C Brand
Each team of 4 partners with a real bootstrapped D2C brand (sourced from KLBS alumni network, Hyderabad / Bangalore startup community, or AP/Telangana FMCG ecosystem) and builds a complete pricing strategy. The team must: (1) audit current pricing; (2) estimate demand elasticity from the brand's own Shopify / GST data; (3) analyse competitive landscape using game theory; (4) recommend a new pricing architecture (tiers, bundles, anchors, dynamic elements); (5) quantify projected revenue impact; (6) anticipate regulatory / ESG risks. Deliverable is a 25-page strategy report + 15-minute presentation to a panel including the brand founder.
Week 12: Final pitch to brand founder + KLBS faculty panel
FINAL DELIVERABLE
25-page strategy report covering all 6 modules' concepts + Excel financial model + 15-minute pitch with hostile Q&A. Bonus: brand founder's letter of acknowledgement.
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Building demand + supply curves from Indian market data
Students download 12 months of onion price + arrival data from AGMARKNET (data.gov.in) and construct demand + supply curves. They identify shifts vs. movements using actual data and explain the Aug 2024 onion price spike.
Excel
Excel workbook with curves + 1-page explanation memo
W2
Estimating own-price elasticity via log-log regression
Using Zomato Pro public pricing history + member counts, students run a log-log regression in Excel (LINEST or Data Analysis ToolPak) to estimate PED. They then explain why this naive estimate is biased and what would be needed to fix it.
Given Notion's 4-tier pricing (Free, Plus, Business, Enterprise), students model a fictional but realistic startup consumer and use indifference-curve + budget-constraint analysis to recommend the optimal tier — then test if anchoring would change the choice.
Excel
Decision matrix + Excel model + 1-page recommendation
W4
Behavioural pricing A/B test design
Students design (on paper + Excel) an A/B test for a real Indian SaaS pricing page — varying anchor placement, decoy option, and framing language. They specify hypothesis, sample size needed, expected lift, and how they'd measure significance.
Excel
A/B test plan + sample-size calculator + measurement plan
W5
Cost structure analysis + break-even modelling
Using public financial data of a listed Indian D2C brand (Nykaa, Honasa, Sula), students decompose costs into fixed + variable, build cost curves, and identify the break-even output level. They then assess whether the firm is operating in economies-of-scale region.
Students choose a real decision: should Zomato run its own delivery fleet or outsource? They build a quantified make-vs-buy decision matrix with 5+ criteria (cost, control, scale economies, quality risk, capital), assign weights, and recommend with justification.
Excel
Decision matrix + 2-page recommendation memo
W7
Game-theory simulation: oligopoly pricing rounds
In a 4-team simulation (each team = one OTT brand: Netflix, Hotstar, Prime, Jio), students play 5 rounds of pricing decisions with payoff matrices computed in Excel. They document Nash equilibria, identify tacit-collusion behaviour, and reflect.
Students take a real Indian product (Bookmyshow tickets, Indian Railways tatkal, or a SaaS) and design a new 4-tier price-discrimination structure with quantified consumer surplus extracted from each segment.
Excel
Tier design + consumer-surplus extraction model + memo
W9
Dynamic pricing simulator: Uber-style surge
Students build a simple surge-pricing simulator: given demand-supply imbalance, output a surge multiplier. They first do it in Excel, then a 30-line Python version that handles real-time data. Goal: economic intuition, not coding.
For a real externality (Bangalore air pollution from two-wheelers, or Goa beach degradation from tourism), students estimate marginal external cost using public data + back-of-envelope and design an optimal Pigouvian tax. They identify who pays and how the tax would be enforced.
Class divided into 6 teams of 10 sitting in horseshoe arrangement. Pre-class: students read assigned case (e.g., Zomato Pro). In-class: faculty cold-calls 5-6 students across teams, builds the argument on whiteboard, surfaces dissenting views, then has teams vote on the recommendation. Closing: faculty synthesises, links to theory. Approx 75 minutes for one major case discussion. Used 4 times in the trimester.
60 students divided into 15 teams of 4. Each team is one firm in a 15-firm oligopoly (OTT pricing simulation). Each round (15 min) teams choose price; faculty enters into a shared Excel that computes payoffs. 5 rounds total. After Round 5, debrief — surface Nash equilibria, tacit collusion, mistakes. Approx 2 hours total. Used twice — once for game theory introduction (Week 7), once as final capstone-of-the-week (Week 10).
ALM-1Cold Call & Socratic Case DialogueWeeks 3, 6, 9 (3 sessions, 60 min each)
60 students in horseshoe arrangement. Pre-circulate a 6-8 page case 48 hours before class (e.g., RBI vs Paytm price-elasticity rulings, Indian auto fuel-tax demand shifts). Faculty cold-calls 4-5 students by name in the first 30 minutes to defend specific elasticity, demand-shift, or welfare-loss positions. Cold-call response quality (5%) factors into the participation grade. Used in 3 sessions across the trimester to build the habit before E11 cases in T7.
ALM-10Multimedia Branching Case SimulationWeeks 7 and 11 (2 sessions, 75 min each)
Economic-decision branching. Scenarios: firm response to a sudden cost-shock (tariff, fuel-price surge), entry-pricing strategy under uncertain demand elasticity, capacity expansion under demand forecast volatility. Each path has measurable profit + market-share outcomes. Surfaces real-time application of microeconomic concepts.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Capstone presentations to panel (Wed) + brand founder Q&A (Thu)
Capstone final delivery
—
END-TERM EXAM: 75 marks (covers all 6 COs) — held end of week
09 Evaluation plan
Microeconomics is learned by APPLYING — not by memorising. 60% of marks are application (cases + capstone + practicals); 40% are theory checks (mid + end term).
Component
Weight
Marks
What it evaluates
Mid-Term Exam
15%
40
CO1, CO2, CO3 via 6 short-answer + 1 detailed case (Week 6)
End-Term Exam
25%
75
All 6 COs via 9 short-answer + 2 detailed cases (Week 12)
5 Case Study Submissions
15%
130
CO1-CO6 application across the trimester
10 Practical Experiments
10%
100
Lab skills + tool fluency (Excel, intro Python)
Capstone Project (D2C Brand Pricing Strategy)
15%
60
Integration of all 6 COs in real-world application
Third-Party AI-Based Adaptive Assessment
20%
100
An industry-standard adaptive assessment platform evaluates microeconomic reasoning at scale via: (a) elasticity-estimation problems with randomised real-data scenarios, (b) market-structure identification under time pressure, (c) pricing-strategy recommendation with multiple-choice + free-text reasoning checks scored by AI rubric, (d) game-theory payoff reading + Nash identification. Adaptive difficulty: the platform adjusts question difficulty to the student's demonstrated level, providing a percentile ranking against the national + global cohort. The 20% weight is justified because this is the ONLY component that benchmarks our students against external aspirants.
Global certification mapping: NO global certification is mapped for F1 (it is Term 1 — global certifications begin in Term 2 per policy).
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
F1 is benchmarked against three reputed microeconomics courses at peer institutions: IIM Bangalore (MEC101 — graduate level), Wharton's MGEC 611, and Symbiosis Pune's BBA microeconomics module. F1 trades some theoretical depth (appropriate for Year 1 BBA) for much stronger Indian-context cases, behavioural-economics integration, AI-era pedagogy, and direct industry-partner connection through the D2C capstone.
Graduate-level managerial economics. Covers all KL F1 core micro topics with higher mathematical rigour.
Topics in this syllabus but NOT in KL F1:
Advanced game theory: Bayesian games, mechanism design, signalling games
Auction theory + bidding strategies
Information economics — formal Akerlof, Spence, Rothschild-Stiglitz models
Stochastic dynamic optimisation
Rationale for KL omission:
F1 is a Year 1 BBA core; the above topics require pre-requisite calculus + probability (delivered in M1 + M2) and assume the graduate-level maturity IIM MBAs have. KL defers these to advanced electives in T6-T7 specialisation tracks (T1 Investment Banking, T4 Strategy + Consulting), where they're paired with the mathematical foundation needed.
Wharton MGEC 611
82%
MBA core 'Microeconomics for Managers'. Covers theoretical foundations + selected applications.
Topics in this syllabus but NOT in KL F1:
Principal-agent theory + contract design
Auction theory in detail (Vickrey, second-price)
International trade economics + comparative advantage formalisms
Discounted dynamic-games + repeated cooperation
Rationale for KL omission:
Principal-agent + contract design are deferred to F4 MCOA + E1 CFIN where they directly support management compensation + investment-incentive design. International trade is covered in F2 MACR. The graduate-level rigour of Wharton MGEC assumes prior economics undergrad; KL F1 prioritises business-application depth over theoretical breadth at this stage.
Symbiosis BBA Microeconomics
88%
Comparable Indian BBA programme — broadly similar scope at undergraduate level.
Topics in this syllabus but NOT in KL F1:
Historical schools of economic thought (Classical, Keynesian, Austrian) covered in greater depth
More extensive theoretical treatment of perfect competition
Rationale for KL omission:
Schools of thought are covered briefly in F2 MACR; F1 prioritises applied decision-making over historical-thought tour. Perfect competition is taught as a benchmark for evaluating real markets, not as an end in itself.
▸ STRENGTH AREAS
Indian-context cases (Zomato, Jio, Indian Railways, FAME-II) — uniquely covered
Real-data practicals using public Indian APIs (AGMARKNET, VAHAN, IRCTC, TRAI)
Direct industry-mentor connections (D2C brand partnership for capstone)
Behavioural-economics integration into pricing (rarely done at BBA level in India)
AI integration as economic-reasoning accelerator, not replacement
▸ FOR CONTINUOUS IMPROVEMENT
Game-theory rigour (could add a 7th elective module for advanced students)
Mathematical formalism (kept light by design but advanced students may want more)
More international comparisons in case studies (currently 90% India-focused)
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Microeconomics
Robert S. Pindyck, Daniel L. Rubinfeld
Pearson
2018
Modules 1–5
Principles of Microeconomics
N. Gregory Mankiw
Cengage Learning
2020
Modules 1–3
Intermediate Microeconomics: A Modern Approach
Hal R. Varian
W.W. Norton
2019
Modules 1–4
Managerial Economics in a Global Economy
Dominick Salvatore
Oxford University Press
2020
Modules 1, 3, 5
Microeconomics for Management Students
Sampat Mukherjee
Oxford University Press India
2018
Modules 1–5 (Indian context)
Misbehaving: The Making of Behavioural Economics
Richard H. Thaler
W.W. Norton
2015
Module 2
Noise: A Flaw in Human Judgment
Daniel Kahneman, Olivier Sibony, Cass R. Sunstein
Little, Brown Spark
2021
Module 2
Nudge: The Final Edition
Richard H. Thaler, Cass R. Sunstein
Penguin
2021
Modules 2, 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 questions × 3 marks): 1a, 1b — from CO1 2a, 2b — from CO2 3a, 3b — from CO3
PART B — Case Study (22 marks, 1 detailed case): Case Study covers CO1 (8 marks), CO2 (7 marks), CO3 (7 marks) Approx. 3 sub-questions; case may be ANY of the 3 case studies covered in modules 1-3, OR an unseen but related real-world Indian micro-case (similar genre).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (27 marks, 9 questions × 3 marks): 1a, 1b — from CO1 (revisits) 2a, 2b — from CO2 (revisits) 3a, 3b — from CO3 (revisits) 4a — from CO4 5a — from CO5 6a — from CO6
PART B — Case Study 1 (24 marks): Detailed case covering CO4 (8 marks), CO5 (8 marks), CO6 (8 marks) — approx. 3 sub-questions
PART C — Case Study 2 (24 marks): Detailed case covering CO4 (8 marks), CO5 (8 marks), CO6 (8 marks) — approx. 3 sub-questions
Total: 27 + 24 + 24 = 75 marks
Where this course leads
F2 MACR — Macroeconomics builds on individual-firm analysis to economy-wide reasoning
F3 FACR — Financial Accounting uses pricing + cost structures established here
Notable: Former Associate Professor at Central University of South Bihar. 20+ years teaching experience; 190+ research papers; PI on UGC/ICSSR/NCW/DST projects.
The math behind every business decision — finally taught for business.
This course teaches calculus and linear algebra in the way a business analyst, financial modeller, or data scientist actually uses them — not as abstract mathematics. Students learn to differentiate to find marginal cost/revenue, integrate to compute consumer surplus and present value, optimise constrained business problems with Lagrange multipliers, and operate matrices to solve portfolio allocation, market basket analysis, and PageRank-style ranking problems. Every concept is anchored to a business application; pure derivation is minimised. By trimester end, students can read a financial model, an ML paper, or an economics journal article without the math being a barrier.
RATIONALE
Business students traditionally avoid mathematics, then discover too late that finance, analytics, and machine learning are mathematics. Indian B-school graduates entering investment banking, consulting, or data roles often need 3–6 months of remedial math on the job. This course closes that gap upfront. Unlike traditional Engineering-style calculus courses, M1 teaches math through business applications: every derivative computes a marginal something, every integral computes a cumulative something, every matrix solves a portfolio or ranking problem. The course uses Excel (for numerical intuition) and a light Python introduction (NumPy + matplotlib) — preparing students for D3 MLBA, E1 CFIN, and the analytics-firm aptitude tests that increasingly include matrix-algebra and optimisation questions.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY single variable calculus including limits, derivatives, and integrals to compute marginal cost and revenue, elasticity, consumer surplus, and break even quantities for real business problems.
PO5 H · PO1 M · PSO1 M
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO1 (M): Apply business knowledge
PSO1 (M): Quantitative tools applied to business decisions
CO2BTL 3 · Apply
APPLY multi variable calculus alongside Lagrange multipliers to solve constrained optimisation problems such as cost minimisation, utility maximisation, and portfolio allocation.
PO5 H · PO2 M · PSO1 M
Mapping rationale
PO5 (H): Quantitative reasoning
PO2 (M): Problem solving
PSO1 (M): Functional quantitative application
CO3BTL 3 · Apply
APPLY vector and matrix algebra covering operations, determinants, inverses, and eigenvalues to solve systems of equations that model supply chain flows, portfolio composition, and market dynamics.
PO5 H · PO1 M · PSO1 M
Mapping rationale
PO5 (H): Quantitative reasoning
PO1 (M): Apply business knowledge
PSO1 (M): Quantitative tools
CO4BTL 4 · Analyse
ANALYSE linear systems and least squares regression as the mathematical foundation of forecasting, valuation models, and machine learning algorithms used in modern business analytics.
PO5 H · PO2 H · PSO2 M
Mapping rationale
PO5 (H): Analytical reasoning
PO2 (H): Critical analysis
PSO2 (M): Foundation for strategic analytics
CO5BTL 4 · Analyse
ANALYSE gradient descent and the mathematics behind machine learning training, including loss surfaces, convexity, and convergence, at sufficient depth to critically evaluate AI driven business recommendations.
PO2 H · PO5 H · PSO2 H
Mapping rationale
PO2 (H): Critical thinking
PO5 (H): Analytical reasoning
PSO2 (H): Strategic evaluation of AI in business
CO6BTL 5 · Evaluate
EVALUATE the appropriate mathematical technique whether calculus, optimisation, or linear algebra for given business problems, and DEFEND the choice with respect to assumptions, tractability, and decision implications.
PO3 H · PO5 H · PSO2 H
Mapping rationale
PO3 (H): Strategic decision making
PO5 (H): Analytical evaluation
PSO2 (H): Strategic application
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 5 hr
Limits, Derivatives & Marginal Analysis
TOPICS
Functions, domain/range, composite + inverse functions (with business examples)
Limits + continuity: intuition first, then formal definition
The derivative: definition, geometric + economic interpretation
Rules: power, product, quotient, chain rule
Higher-order derivatives + concavity
Marginal cost, marginal revenue, marginal product (the bridge to F1)
Elasticity as a derivative (the math behind F1 Module 1)
Curve sketching for cost/revenue/profit functions
Tools Excel — for numerical differentiation + curve sketching · Desmos (free, web-based) — for visual intuition
AI integration Modern AutoML platforms (AWS SageMaker, GCP Vertex, Indian-origin Fractal Trial) all use calculus implicitly. Students preview how a derivative IS a gradient — the same math that runs at petascale in OpenAI's GPT training. We don't build the AI, but we make the math visible.
Strategy dimension Marginal thinking IS strategy. Students learn that 'should we add 1 more delivery rider?' is a marginal-revenue-equals-marginal-cost question — and they learn to set it up + solve.
Module 2
CO2
L: 4 hr · P: 5 hr
Optimisation & Lagrange Multipliers
TOPICS
Unconstrained optimisation: first + second order conditions
AI integration Modern recommendation systems (Netflix, Amazon) solve a constrained optimisation (maximise predicted click-through subject to inventory + diversity constraints) at scale. Students solve a 5-variable version by hand + Solver to internalise what's happening.
Strategy dimension Optimisation thinking: every business decision under constraints is a Lagrange problem. Students learn to identify the objective, the constraints, the binding constraint, and the shadow price — the economic value of relaxing each constraint by one unit.
Module 3
CO3
L: 4 hr · P: 5 hr
Integration & Accumulation in Business
TOPICS
Antiderivatives + indefinite integrals
Definite integral: limit-of-sums + Fundamental Theorem
Substitution + integration by parts (light treatment)
Application: present value as integral (continuous discounting)
Application: cumulative customer value (LTV computation)
Numerical integration: trapezoid rule + Simpson's rule with Excel
Tools Excel — for numerical integration
AI integration Probabilistic AI models (Gaussian processes, Bayesian methods used in pricing at Stitch Fix, Wayfair) are integrals at their core. We show how AUC-ROC (a curve any business analyst sees) is just a definite integral.
Strategy dimension Integration = thinking in stocks not just flows. Students learn to compute the cumulative value of a customer cohort over 24 months, the integrated cost of running a process for a year, and the present value of a perpetual annuity — three problems they'll face on Day 1 of any analyst job.
AI integration Every neural-network forward pass is a matrix multiplication. Every transformer layer is a matrix operation. We make the connection explicit: a 700×700 transformer is doing what students will do for 2×2 matrices, just bigger.
Strategy dimension Matrix thinking enables systems-level strategy. Students learn that a 'matrix of competitor actions vs. our responses' (Module 4 of F1) can be analysed mathematically — not just intuited. Move from anecdote to algebra.
PageRank as an eigenvector problem (Google's original algorithm)
Principal Component Analysis (PCA): intuition + 2D walkthrough
Linear regression as matrix algebra: y = Xβ + ε
The Normal Equation: β̂ = (X'X)⁻¹X'y
Gradient descent: the iterative alternative to closed-form
Convergence + learning rate: why ML training needs care
Tools Python NumPy + matplotlib — for matrix operations + plotting · Excel — for regression cross-check
AI integration This module IS the math of AI. We compute a small linear regression two ways — closed-form Normal Equation and gradient descent — and show they give the same answer. Then we show how the same iterative algorithm at scale becomes Adam, SGD, the workhorses of every LLM training. Students who finish this module can read a Hugging Face model card and understand the math.
Strategy dimension Strategic implication: students can now critique AI vendor pitches. When a vendor says 'our AI predicts churn at 92% accuracy', students know to ask: what's the training set, what features, what loss function — and they understand the answers.
SDG connections
SDG 4 (Quality Education) — democratising AI/ML literacy at the BBA level
Module 6
CO6
L: 4 hr · P: 5 hr
Choosing the Right Math for the Business Problem
TOPICS
Problem-type taxonomy: optimisation vs. estimation vs. simulation
When to use calculus (smooth, differentiable, continuous problems)
When to use linear algebra (high-dim linear relationships, ranking, recommendation)
When neither suffices: heuristics, dynamic programming, simulation
Sensitivity analysis: how robust is the answer to assumption changes?
Communicating math to non-technical decision-makers
The Excel-vs-Python decision: when to upgrade tools
Reading + critiquing analytical recommendations (HBR, McKinsey case examples)
Tools Excel + Python — students choose the right tool per problem
AI integration Capstone-style module: students take 3 real business problems (one published in MIT Sloan or HBR using ML), identify the math, critique the assumptions, and produce a 1-page executive summary explaining the analytics — in plain English — to a non-technical CEO.
Strategy dimension Maturity test: choosing the right tool IS the strategic skill. Over-engineering (Python ML for a problem that fits in Excel) and under-engineering (Excel for a 1M-row problem) are both junior-analyst mistakes. M1 teaches the judgement to avoid both.
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2 · CO1, CO2
Marginal Analysis at Cloud Kitchen: When Does the Next Order Cost More Than It Earns?
Using publicly disclosed unit economics from Rebel Foods (FY24 annual report) and anonymised data from a Hyderabad cloud-kitchen partner, students model the cost + revenue functions of a single kitchen. They find: (a) the order volume at which marginal cost equals marginal revenue, (b) the optimal price given demand elasticity, (c) the constrained-optimisation problem of allocating capacity across 4 brands.
Marked on (a) mathematical correctness [40%], (b) business interpretation [30%], (c) recommendation quality [20%], (d) clarity [10%]. 25 marks total.
Real-worldIndiaMod 3 · CO1, CO3
Computing Consumer Surplus from Real Indian Railway Fare Data
Indian Railways publishes fare elasticity estimates in its annual statistical statement. Students take the demand curve for Mumbai-Bangalore Rajdhani 3AC, integrate to compute annual consumer surplus, and compare to the producer surplus (revenue net of marginal cost) — establishing the economic case for/against fare hikes.
DATA / SOURCES
IRCTC public fare data: https://www.indianrail.gov.in/
Indian Railways Statistical Statement (annual, public PDF)
DELIVERABLE
Integration-based workbook: (1) demand curve fitted from data, (2) consumer surplus computed as definite integral, (3) hike-impact sensitivity, (4) recommendation.
EVALUATION
Marked on (a) integral setup [35%], (b) computation accuracy [30%], (c) economic interpretation [25%], (d) clarity [10%]. 20 marks.
Real-worldIndiaMod 4, Mod 5 · CO3, CO4
Portfolio Allocation via Matrix Algebra: Building a 5-Asset Indian Mutual Fund
Using 5 years of monthly returns on 5 Indian mutual funds (SBI Bluechip, HDFC Small Cap, ICICI Pru Balanced, Parag Parikh Flexicap, Axis Long Term Equity), students compute the covariance matrix, solve the minimum-variance portfolio via matrix inverse, and evaluate the optimal mix using Sharpe ratio.
DATA / SOURCES
AMFI India historical NAV data: https://www.amfiindia.com/
PageRank: Reverse-Engineering Google's Original Algorithm
Using a simplified 6-node web-graph (provided), students compute PageRank as the dominant eigenvector of a transition matrix — replicating in Excel + Python what Google built in 1998. They then extend the analysis: what if you replace 'links' with 'mentions' on Indian Twitter — which political/business figures rank highest by influence?
DATA / SOURCES
Page + Brin original PageRank paper (1998): http://infolab.stanford.edu/~backrub/google.html
Sample Indian Twitter mention graph (provided in lab)
DELIVERABLE
Python notebook + Excel workbook: (1) build transition matrix, (2) compute steady-state via power iteration, (3) verify via eigenvector decomposition, (4) extend to Indian Twitter graph + interpret results.
EVALUATION
Marked on (a) algorithm implementation [30%], (b) eigenvector mathematics [25%], (c) interpretation of Indian Twitter extension [25%], (d) writeup [20%]. 25 marks.
Real-worldIndiaMod 5, Mod 6 · CO5, CO6
The Math Audit: Critiquing an Indian Startup's ML Pricing Pitch
Students read a real ML-pricing pitch (from a publicly-presented startup deck — examples from YourStory + Inc42 archives) and conduct a mathematical audit: (a) is the loss function appropriate? (b) what's the training data? (c) are claimed accuracies plausible? (d) what could go wrong mathematically? They then write a 1-page response from the perspective of an investor's technical advisor.
DATA / SOURCES
Sample startup pitches (curated from public YourStory + Inc42 archives)
MIT Sloan Management Review case archive: https://sloanreview.mit.edu/
DELIVERABLE
1-page technical-audit memo + 1-slide visual summary suitable for sharing with a non-technical investor.
EVALUATION
Marked on (a) mathematical rigour [40%], (b) business judgement [30%], (c) ability to communicate to non-technical audience [20%], (d) clarity [10%]. 20 marks.
Real-worldGlobal (US + Europe)Mod 4, Mod 5 · CO4, CO5
Markowitz Portfolio Optimisation — The Math Behind Modern Asset Management
Harry Markowitz's 1952 paper introduced Modern Portfolio Theory — earning him the Nobel Prize. Today, $50+ trillion in global assets is allocated using its mathematical descendants. Students implement the full mean-variance optimisation: given a covariance matrix Σ of asset returns + expected-return vector μ, solve the quadratic program min w'Σw subject to w'μ ≥ R* and Σwᵢ = 1. The Lagrangian setup, KKT conditions, and the efficient frontier all emerge naturally from the linear-algebra + optimisation framework taught in M1. Students use real SPDR S&P 500 sector ETF returns (2014-2024) to construct an efficient frontier; then verify against the Black-Litterman extension. This is the gold-standard math+finance case taught at Wharton, MIT Sloan, Booth, INSEAD.
DATA / SOURCES
Markowitz 1952 paper 'Portfolio Selection' (Journal of Finance): https://www.jstor.org/stable/2975974
Python notebook + 3-page mathematical writeup: (1) compute Σ + μ from historical returns; (2) solve the constrained quadratic program (cvxpy or manual Lagrangian); (3) plot the efficient frontier with annotated tangency portfolio; (4) compare against a naive 1/N weighting; (5) state 3 mathematical assumptions + their real-world failure modes.
Real-worldGlobal (US tech)Mod 4, Mod 5, Mod 6 · CO4, CO5, CO6
Google's PageRank to ChatGPT's Attention — Eigenvectors Through History
Two of the most economically-impactful algorithms of the last 25 years are deeply rooted in linear algebra. Google's PageRank ($2 trillion+ market-cap company built around it) is the dominant eigenvector of a transition matrix. Transformer attention (GPT, Claude, Gemini — the foundation of the $400B+ AI market) computes Q·K' followed by softmax, essentially a learned weighted-eigendecomposition that captures contextual relevance. Both rely on the same matrix-decomposition math taught in M1. Students implement both from scratch: PageRank on a 1000-node web graph, then a single-head attention layer on a small text corpus. The case bridges classical linear algebra to modern AI, showing students that the mathematical foundation they're learning IS the engine of the AI economy.
DATA / SOURCES
Page + Brin original PageRank paper (1998): http://infolab.stanford.edu/~backrub/google.html
Vaswani et al. 'Attention Is All You Need' (2017): https://arxiv.org/abs/1706.03762
Python notebook + 4-page mathematical commentary: (1) implement PageRank via power iteration AND eigendecomposition — verify equivalence; (2) implement single-head attention with random Q, K, V matrices; show the mathematical structure; (3) compare the two algorithms — what's mathematically common, what's different; (4) commentary on the economic value-creation enabled by these matrix algorithms.
EVALUATION
Marked on (a) mathematical clarity in both algorithms [40%], (b) implementation correctness [25%], (c) comparative analysis depth [25%], (d) clarity [10%]. 30 marks.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
The Quantitative Strategy Brief — Solve One Real Business Problem End-to-End
Each team of 3 picks ONE real business problem from a curated list (e.g., 'optimal pricing tier for a Hyderabad gym', 'minimum-variance portfolio for a young investor with ₹5L', 'capacity allocation across 3 Zomato cloud kitchens', 'predicting churn for a SaaS using regression') and solves it end-to-end using the right math from the course. The deliverable is a 15-page quantitative-strategy brief written for a non-technical CEO — math in appendix, decisions in body — plus a 10-minute pitch defending the methodology choice.
15-page brief (Math in appendix; decisions + recommendations in body) + 10-min pitch + complete Excel/Python workbooks reproducible by anyone.
EVALUATION
Math correctness [25%], appropriateness of method [25%], sensitivity analysis [15%], communication to non-technical audience [20%], pitch quality [15%]. 50 marks.
06 10 weekly practical experiments
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Curve sketching + marginal analysis in Excel
Given a cost function C(q) = 100 + 5q + 0.1q² for a cloud kitchen, students plot total cost, average cost, and marginal cost curves in Excel, find the q that minimises average cost analytically + verify on the graph, and interpret what changes if fixed cost rises 20%.
Excel
Excel workbook + 1-page interpretation
W2
Numerical differentiation with real Indian price data
Using 12 months of onion price + arrival data from AGMARKNET (continued from F1), students compute numerical derivatives (forward/central/backward differences) to estimate price-volatility derivatives, then interpret as market signals.
Excel
Excel with 3 derivative methods + interpretation
W3
Constrained optimisation with Excel Solver
Given utility U(x,y) = x^0.6 * y^0.4 and budget constraint 50x + 30y ≤ 600, students set up the Lagrangian by hand, solve analytically, then verify with Solver. Extend to an asymmetric 3-good utility problem solvable only by Solver.
Excel Solver
Excel + handwritten Lagrangian setup scanned
W4
Computing consumer surplus via numerical integration
Using a fitted Indian Railway demand curve, students compute consumer surplus three ways: (1) trapezoid rule in Excel, (2) Simpson's rule in Excel, (3) closed-form definite integral. Compare accuracy + discuss when each is appropriate.
Excel
Excel comparison + accuracy analysis
W5
Matrix operations in Excel (MMULT, MINVERSE, MDETERM)
Given a 4-industry Leontief input-output matrix (provided), students compute total output required to meet a given final-demand vector, using matrix inversion in Excel. Then they perturb the matrix +10% in one cell and analyse cascade effects.
Excel
Excel workbook + 1-page cascade-impact memo
W6
Solving linear systems: portfolio composition
Build a minimum-variance portfolio over 3 Indian mutual funds using historical AMFI data. Students compute the covariance matrix, set up the 3x3 system, solve via inverse, and interpret weights.
Excel
Excel workbook + 1-page interpretation
W7
First Python notebook: NumPy fundamentals
Students install Anaconda, open Jupyter, and replicate Week 5–6's matrix work in Python with NumPy. Goal is fluency with array creation, matrix mult, inverse, determinant — not programming sophistication.
Python (NumPy)
Jupyter notebook (reproduce Week 5 workbook)
W8
Eigenvalue computation + PageRank in Python
On a small 6-node graph, students implement the power-iteration algorithm to compute PageRank from scratch, then verify against numpy.linalg.eig. They get visual intuition for why dominant eigenvectors emerge.
Python (NumPy)
Jupyter notebook with power-iteration + verification
W9
Linear regression: closed-form vs. gradient descent
On a small dataset (Indian house prices vs. area + age), students compute regression coefficients two ways: (1) Normal Equation β̂ = (X'X)⁻¹X'y, (2) gradient descent. They watch the loss curve converge + tune the learning rate.
Python (NumPy + matplotlib)
Notebook with both methods + loss-convergence plot
W10
Sensitivity analysis + method comparison
Take the capstone problem and do sensitivity analysis: how do answers change as key assumptions move ±20%? Compare Excel vs. Python implementations on the same task — when is each appropriate?
60 students in pairs of 2 (30 pairs). Faculty poses a multi-step quantitative problem (e.g., 'set up the Lagrangian for cost minimisation with 2 inputs') and gives 5 minutes of individual think time. Pairs then compare answers (5 minutes), and 4–5 pairs are called to share with the class (15 minutes). Faculty synthesises (10 minutes). Approx 35 minutes per round. Used weekly in tutorial sessions.
60 students in computer lab (each on Excel/Jupyter). Faculty live-codes the practical experiment on projector while students replicate. Mid-way, faculty pauses and asks one student to predict the next step. Errors are deliberately surfaced. Each lab session ends with students completing one variation independently + uploading to LMS for automated grading. Approx 3 hours per practical.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Functions, limits, derivatives intro
Cloud Kitchen case introduced
Team formation (3 students each); problem-list circulated
Practical 1: Curve sketching in Excel
ALM-5 in tutorial: derivative rules quiz pairs
Quiz: derivative rules (5 marks, formative)
Week 2
Module 1 — Marginal analysis, elasticity as derivative
Cloud Kitchen case discussion + submission due
Capstone problem chosen; math approach proposed
Practical 2: Numerical differentiation with onion data
Practical 3: Excel Solver for constrained optimisation
ALM-5: Lagrangian setup practice
—
Week 4
Module 2 — Lagrange multipliers + shadow prices
Indian Railways consumer-surplus case introduced
Data cleaned + ready for analysis
Practical 4: Consumer surplus via numerical integration
ALM-12: live lab on Solver
Indian Railways case submission (20 marks)
Week 5
Module 3 — Integration foundations + applications
—
Core analysis starts
Practical 5: Matrix operations in Excel
ALM-5: integration interpretation pairs
—
Week 6
Module 3 — PV, LTV, AUC as integrals
Mid-term review of all cases
Core analysis 50% complete
Practical 6: Linear systems for portfolio
—
MID-TERM EXAM (40 marks): CO1, CO2, CO3
Week 7
Module 4 — Vectors, matrices, determinants
Portfolio matrix case introduced
Core analysis 75% complete
Practical 7: First Python notebook (NumPy fundamentals)
ALM-12: live Python lab
—
Week 8
Module 4 — Inverses, linear systems, Markov chains intro
Portfolio matrix case submission
Sensitivity analysis starts
Practical 8: PageRank in Python
ALM-12: PageRank live code
Portfolio matrix case (25 marks)
Week 9
Module 5 — Eigenvalues, PCA intuition, regression as matrix algebra
PageRank case discussion + submission
Sensitivity analysis complete
Practical 9: Regression two ways
ALM-5: closed-form vs. iterative pair-discussion
PageRank case (25 marks)
Week 10
Module 5 — Gradient descent + the math of ML training
ML startup audit case introduced
Brief drafted
Practical 10: Sensitivity + method comparison
ALM-12: live gradient descent + Adam optimiser intuition
ML audit case (20 marks)
Week 11
Module 6 — Method selection + communicating math to non-technical audiences
All cases revisited for end-term prep
Brief polished + peer-reviewed
Capstone polish in lab
ALM-5: critique pairs
—
Week 12
Module 6 — Excel vs. Python decision, final synthesis
—
Final pitch to faculty panel
Capstone presentations
—
END-TERM EXAM (75 marks): all 6 COs
09 Evaluation plan
Math is learned by DOING. 50% of marks are practical work (capstone + practicals + cases); 30% are theory checks (mid + end term); 20% is an external skill benchmark. No marks for attendance — only for performance.
Component
Weight
Marks
What it evaluates
Mid-Term Exam
15%
40
CO1, CO2, CO3 via 6 short-answer + 1 detailed case (Week 6)
End-Term Exam
25%
75
All 6 COs via 9 short-answer + 2 detailed cases (Week 12)
5 Case Study Submissions
15%
115
CO1-CO6 application across the trimester
10 Practical Experiments
10%
100
Tool fluency (Excel + Python NumPy)
Quantitative-Strategy Brief Capstone
15%
50
Integration of all 6 COs on one real problem
Third-Party AI-Based Adaptive Assessment
20%
100
An industry-standard adaptive quantitative-aptitude platform evaluates: (a) derivative + integral computation under time pressure with randomised numeric scenarios; (b) optimisation problem-solving (constrained + unconstrained); (c) matrix-algebra operations + linear-systems solving; (d) regression interpretation + ML-math literacy questions. Adaptive difficulty: platform increases complexity as the student demonstrates mastery, producing a national + global percentile ranking. Calibrated against CAT/GMAT quant + analytics-firm entry tests (Fractal, Mu Sigma, Tiger Analytics standard).
Global certification mapping: NO global certification mapped for M1 — Term 1 policy excludes global certifications. Foundation is laid here; cert mappings begin in M2 STPR (T2) onwards.
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
M1 is benchmarked against IIM Bangalore's 'Quantitative Methods I', MIT Sloan's '15.S04 Linear Algebra & Probability for Data' (used in MFin), and Wharton's 'STAT 612 Mathematical Foundations'. M1 trades formal proof rigour (deliberately light for a Year 1 BBA) for stronger AI/ML-math integration, Indian-context business applications, and Excel-to-Python tool fluency — preparing students directly for placement aptitude tests at analytics firms.
Graduate-level QM. Covers M1's calculus + linear algebra core with deeper proof rigour but lighter on AI/ML math connection.
Topics in this syllabus but NOT in KL F1:
Multi-variable optimisation with inequality constraints (KKT conditions formally)
Theorem-proof technique: Mean Value Theorem, Taylor's theorem with remainder
Real analysis fundamentals (sequences, continuity formalism)
Linear programming duality + simplex method
Rationale for KL omission:
KKT + LP duality + simplex are deferred to E2 ICAP (portfolio optimisation) and operations-research-focused electives, where business-context makes them tangible. Real analysis is not required for the analyst-level applied math that M1 targets — it's a math-major depth that would distract BBA students from decision-application focus.
MIT 18.06 Linear Algebra (Strang)
64%
MIT's seminal linear algebra course. Covers M1's linear algebra portion with substantially greater depth + theoretical sophistication.
Topics in this syllabus but NOT in KL F1:
Singular Value Decomposition (SVD) with full theoretical treatment
Gram-Schmidt orthogonalisation + QR decomposition algorithms
Spectral theorem for symmetric matrices
Jordan canonical form + matrix exponentials
Numerical linear algebra (LU/Cholesky decomposition stability)
Rationale for KL omission:
M1 covers the linear algebra a working analyst needs (matrix ops, solving systems, eigenvalues for PageRank/regression). Topics like SVD + Jordan forms are graduate-level depth covered in D3 MLBA (PCA via SVD) and quant-finance electives. Numerical stability is a specialist concern not relevant at BBA scale.
Wharton STAT 612 Mathematical Foundations
68%
MBA pre-term mathematical preparation course. Similar foundational scope but heavier emphasis on probability + statistics math.
All probability + statistics content is deferred to M2 STPR (the immediate next course), which is the appropriate venue. M1 is calculus + linear algebra; M2 is probability + statistics. KL deliberately separates these so students master the math foundations before applying them to data.
▸ STRENGTH AREAS
AI-math link made explicit (gradient descent, PageRank, regression as matrix algebra)
Real Indian business data in every case + practical (AGMARKNET, AMFI, Indian Railways)
Excel + Python parallel teaching builds tool-fluency early
Direct relevance to placement aptitude tests at Fractal, Mu Sigma, Tiger, Bain CC
Communication-to-CEO emphasis in Module 6 — unique in Indian BBA
▸ FOR CONTINUOUS IMPROVEMENT
Formal proof technique (intentionally light — could add electives)
More advanced optimisation (KKT, interior point) deferred to E1/E2
Stochastic calculus (deferred to M2 STPR)
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Calculus: Early Transcendentals
James Stewart, Daniel K. Clegg, Saleem Watson
Cengage Learning
2020
Modules 1–3
Calculus for Business, Economics, and the Social and Life Sciences
Laurence D. Hoffmann, Gerald L. Bradley, David Sobecki, Michael Price
McGraw-Hill Education
2018
Modules 1–3
Introduction to Linear Algebra
Gilbert Strang
Wellesley-Cambridge Press
2023
Modules 4, 5
Linear Algebra and Its Applications
David C. Lay, Steven R. Lay, Judi J. McDonald
Pearson
2021
Modules 4, 5
Mathematics for Machine Learning
Marc Peter Deisenroth, A. Aldo Faisal, Cheng Soon Ong
Cambridge University Press
2020
Modules 4, 5, 6 (free online: mml-book.com)
Elementary Linear Algebra: Applications Version
Howard Anton, Chris Rorres, Anton Kaul
Wiley
2019
Modules 4, 5
Mathematics for Economists
Carl P. Simon, Lawrence Blume
W.W. Norton
2010
Modules 1–5 (rigorous reference)
Business Mathematics
D.C. Sancheti, V.K. Kapoor
Sultan Chand & Sons
2020
Modules 1–3 (Indian textbook standard)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Title
Platform
Instructor / Organisation
Link
Modules
Mathematics for Machine Learning: Linear Algebra
Coursera
Imperial College London — David Dye, Sam Cooper, A. Freddie Page
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 questions × 3 marks): 1a, 1b — from CO1 (derivatives + marginal analysis) 2a, 2b — from CO2 (optimisation + Lagrange) 3a, 3b — from CO3 (integration + applications)
PART B — Case Study (22 marks, 1 detailed case): Case Study covers CO1 (8 marks), CO2 (7 marks), CO3 (7 marks). Approx. 3 sub-questions. Case may be one of: Cloud Kitchen, Indian Railways consumer surplus, or an unseen but similar real-world Indian quantitative case.
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (27 marks, 9 questions × 3 marks): 1a, 1b — from CO1 (revisit) 2a, 2b — from CO2 (revisit) 3a, 3b — from CO3 (revisit) 4a — from CO4 (matrix algebra) 5a — from CO5 (eigenvalues + regression math) 6a — from CO6 (method selection)
PART B — Case Study 1 (24 marks): Covers CO4 (8 marks), CO5 (8 marks), CO6 (8 marks) — 3 sub-questions.
PART C — Case Study 2 (24 marks): Covers CO4 (8 marks), CO5 (8 marks), CO6 (8 marks) — 3 sub-questions.
Total: 27 + 24 + 24 = 75 marks
Where this course leads
M2 STPR — Statistics & Probability uses derivatives + integrals throughout
D3 MLBA — Machine Learning depends on gradient descent (calculus) and matrix algebra
E1 CFIN — Corporate Finance uses NPV/IRR optimisation built on calculus
Code is the new spreadsheet. Learn the language of every modern business analyst.
Python is no longer optional for business. It is the working language of analytics teams at every Indian unicorn (Razorpay, Zerodha, Cred), at every consulting analytics practice (McKinsey QuantumBlack, Bain CC, BCG Gamma), and at every product company's data team. This course makes a BBA student Python-fluent at the level of a junior data analyst: comfortable reading and modifying production code, manipulating real datasets with Pandas, building visualisations with matplotlib + Plotly, automating repetitive Excel tasks, calling APIs, and using AI coding assistants effectively. Students leave with a portfolio of 10 working Python notebooks on Indian business problems — directly placeable on a resume and on GitHub.
RATIONALE
Two facts: (1) every analytics job in India in 2026 requires Python; (2) most BBA graduates claim Python on their resume but cannot debug a script under interview pressure. This course closes that gap by teaching Python the way a developer learns — by building real things from Day 1, not by lecturing about syntax. Unlike CS-style intro programming courses, D1 stays ruthlessly business-focused: every example involves an Indian business problem, every assignment produces a portfolio piece, and AI coding assistants (GitHub Copilot, Cursor, Claude) are introduced not as cheating but as the way professionals work. By the end of the trimester, students can take a CSV from Razorpay, clean it in Pandas, plot it with Plotly, and deliver insights — without faculty hand-holding.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY core Python programming constructs such as variables, control flow, functions, and data structures to solve real business automation problems.
PO5 H · PO7 M · PSO1 M
Mapping rationale
PO5 (H): Technical and computational reasoning
PO7 (M): Digital tool fluency
PSO1 (M): Functional application
CO2BTL 3 · Apply
APPLY Pandas DataFrames to load, clean, transform, aggregate, and join real Indian business datasets across CSV, Excel, and API responses.
PO5 H · PO7 H · PSO1 H
Mapping rationale
PO5 (H): Data manipulation
PO7 (H): Digital tools
PSO1 (H): Functional data application
CO3BTL 3 · Apply
APPLY matplotlib and Plotly to create publication quality and interactive visualisations for business reports and dashboards.
PO5 H · PO6 M · PSO1 M
Mapping rationale
PO5 (H): Data communication
PO6 (M): Effective communication
PSO1 (M): Functional visualisation
CO4BTL 4 · Analyse
ANALYSE business datasets using exploratory data analysis techniques, identifying patterns, outliers, missing data, and meaningful relationships.
PO2 H · PO5 H · PSO2 M
Mapping rationale
PO2 (H): Analytical thinking
PO5 (H): Data analysis
PSO2 (M): Strategic insight from data
CO5BTL 4 · Analyse
ANALYSE the appropriate use of AI coding assistants such as GitHub Copilot, Cursor, and Claude in business analytics, understanding when AI accelerates work, when it misleads, and how to verify generated code.
PO2 H · PO5 H · PSO2 H
Mapping rationale
PO2 (H): Critical thinking with AI
PO5 (H): Modern tool fluency
PSO2 (H): Strategic use of AI
CO6BTL 5 · Evaluate
EVALUATE end to end Python data workflows and DESIGN a reproducible analysis pipeline for a real business question from data ingestion through insight delivery.
PO3 H · PO5 H · PSO2 H
Mapping rationale
PO3 (H): Strategic decision support
PO5 (H): Workflow design
PSO2 (H): Strategic application
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 5 hr
Python Foundations — From Excel to Code
TOPICS
Anaconda + Jupyter Notebook setup; markdown cells vs. code cells
AI integration Students set up GitHub Copilot or Cursor on day 1 — and learn the FIRST RULE: never accept AI-generated code without reading it. Faculty deliberately feeds Copilot misleading comments to show how it can produce subtly wrong code. Students learn to use AI for scaffolding + boilerplate, but always verify.
Strategy dimension Strategic insight: Python is the leverage tool. A junior analyst who spends 2 hours a day in Excel can replace 6 hours of repetitive work with a 30-line script. The strategic framing: code is leverage, not chore.
SDG connections
SDG 4 (Quality Education) — democratising programming literacy for non-CS students
AI integration Real-time Pandas help via AI: students learn to ask Cursor 'how do I pivot this DataFrame to wide format' and get instant help — but they also learn that AI often gives outdated syntax (e.g., chained_assignment warnings). They build the habit of running + checking.
Strategy dimension Pandas is the lingua franca. Once a student is Pandas-fluent, they can join any data team in any Indian unicorn within 2 weeks. The course makes them production-Pandas-ready.
Module 3
CO3
L: 4 hr · P: 5 hr
Visualisation — From Static Charts to Interactive Dashboards
Plotly Express: 8 lines of code for an interactive dashboard
Plotly subplots + custom hover + filters
Chart-choice principles: bar vs. line vs. scatter vs. small multiples
Exporting: PNG for reports, HTML for sharing, embedding in Streamlit
Tools matplotlib · Plotly Express
AI integration AI-generated chart code is one of the highest-value Copilot use cases — but students must know what 'good chart' looks like first. We teach Edward Tufte principles (data-ink ratio, lie factor) so students can critique AI suggestions intelligently.
Strategy dimension A boardroom dashboard is a strategic communication artefact. Students learn that the ability to take a CSV and produce a publishable chart in 10 minutes is a recruitable skill — and that the choice of chart shapes the recommendation.
Module 4
CO4
L: 4 hr · P: 5 hr
Exploratory Data Analysis (EDA) on Indian Business Data
TOPICS
EDA mindset: 'what is in this dataset? what's surprising?'
Univariate exploration: describe(), distribution plots, outlier detection
AI integration AI-assisted EDA: tools like Pandas-AI and ChatGPT Code Interpreter can generate full EDA reports in seconds. Students try this on a real dataset, then CRITIQUE — what did the AI miss? What false patterns did it surface? Critical-thinking-with-AI is the skill.
Strategy dimension EDA is hypothesis generation. Students learn that a great analyst doesn't dump 50 charts; they tell a 5-chart story that drives a decision. The strategic skill is editing.
Module 5
CO5
L: 4 hr · P: 5 hr
AI Coding Assistants — The Force Multiplier
TOPICS
How LLM coding assistants work (preview of D4 GAIA)
Prompting for code: specificity, context, examples
AI for refactoring: take messy notebook → clean function
AI for testing: generating unit tests for analytical code
AI for documentation: docstrings, README, type hints
Tools GitHub Copilot OR Cursor OR Claude (KLBS will provide institutional access)
AI integration Entire module IS about AI integration. Critical-thinking emphasis: the goal is NOT to use AI more — it's to use AI well. Students complete an exercise where 4 out of 10 AI suggestions are subtly wrong; they must identify which.
Strategy dimension The strategic frame: AI is a junior collaborator who's read more code than you, but has no judgement. You bring judgement; AI brings recall. Students learn this dynamic and internalise it — a recruiter-grade differentiator.
SDG connections
SDG 4 (Quality Education) — AI levels the playing field for non-CS students
Module 6
CO6
L: 4 hr · P: 5 hr
End-to-End Analytics Workflows + APIs
TOPICS
The analyst's workflow: question → data → analysis → insight → recommendation
Web scraping basics: BeautifulSoup intro (for static pages only)
Calling REST APIs: requests library, JSON parsing
Working with public Indian APIs (RBI DBIE, NSE, AGMARKNET, GST portal)
Automating a recurring report: schedule + email + Excel output
Sharing work: Jupyter to HTML, GitHub portfolio basics
Light intro to Streamlit: turning a notebook into a one-page app
Tools requests (API) · Streamlit (light intro)
AI integration Capstone-style module: students build an end-to-end workflow where AI assistants are used for boilerplate code (API setup, Streamlit scaffolding) while the analytical judgement remains human. The artefact is a deployable mini-app.
Strategy dimension End-to-end thinking IS the senior-analyst skill. Most junior analysts deliver a chart; senior analysts deliver a decision-ready insight + the system that produces it. D1 teaches the upgrade.
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2 · CO1, CO2
Cleaning a Real Razorpay Transaction CSV: From Mess to Insight
Students receive an anonymised + scrambled CSV simulating a Razorpay merchant's transaction history (10K rows, 14 columns) with realistic data-quality issues: inconsistent date formats, mixed timezones, missing values, duplicate transactions, currency-conversion edge cases. They write Python + Pandas code to clean it, then produce a 1-page transaction-health report. Real Razorpay schema; anonymised data.
DATA / SOURCES
Razorpay API documentation (public schema): https://razorpay.com/docs/api/
Marked on (a) code correctness [30%], (b) data-quality fixes [25%], (c) insight quality [25%], (d) memo communication [20%]. 25 marks total.
Real-worldIndiaMod 2, Mod 3 · CO2, CO3
Building a Stock-Price Dashboard with NSE Data
Using the nsepython / nsetools libraries (or direct CSV download from NSE), students build an interactive Plotly dashboard tracking 5 user-selected Indian stocks over 1 year — with candlestick charts, volume bars, moving averages, and rolling volatility.
EDA on Indian Onion Price Volatility (AGMARKNET 5-Year Data)
Students download 5 years of daily onion price + arrival data from AGMARKNET (continuing from F1 + M1 cases), perform a complete EDA: seasonal decomposition, outlier detection, regional patterns, weather-event correlations. They produce an insight memo that could go to a commodity-trading desk.
DATA / SOURCES
AGMARKNET: https://agmarknet.gov.in/
Open data portal: https://data.gov.in/
DELIVERABLE
Complete EDA notebook + 3-page insight memo for a commodity trader.
AI-Assisted Audit: Spotting Bugs in Copilot-Generated Code
Students receive 10 Python snippets generated by GitHub Copilot. 4 contain subtle bugs (off-by-one, deprecated API, hallucinated function, wrong default arg). They identify the bugs, propose fixes, and write a 1-page rubric for evaluating AI code.
DATA / SOURCES
Sample snippets prepared by KLBS faculty (provided on LMS)
End-to-End: Build a 1-page Indian Mutual Fund Dashboard with Live AMFI Data
Students build a complete Streamlit app: pulls live AMFI NAV data via API, allows user to select 3 mutual funds, computes returns + volatility, and visualises with Plotly. Deployed on Streamlit Cloud (free tier). This is a portfolio-ready artefact.
DATA / SOURCES
AMFI India NAV history: https://www.amfiindia.com/spages/NAVAll.txt
Streamlit docs: https://docs.streamlit.io/
DELIVERABLE
GitHub repo with Streamlit app + deployed URL + 1-page user guide.
Stripe processes ~$1 trillion in annual payments and runs fraud detection on every transaction with sub-100ms latency. Stripe has published engineering posts on its architecture: feature-engineering pipelines (Pandas-equivalent at scale), real-time model scoring, model drift monitoring. Students will not replicate the scale, but will implement the SAME analytical pipeline on a representative public dataset (the Kaggle credit-card-fraud dataset with 284k transactions) — feature engineering with Pandas, exploratory data analysis (class imbalance, time-of-day patterns, amount distributions), and a basic scikit-learn classifier. The case demonstrates that the Pandas + EDA skills taught in D1 are the same techniques used at every major fintech globally. Students also read Stripe's Engineering Blog on their fraud architecture to understand how this scales.
Jupyter notebook + 3-page write-up: (1) clean EDA of fraud patterns (class imbalance, feature distributions, time-of-day, amount); (2) feature engineering pipeline in Pandas; (3) baseline logistic regression + recall/precision/AUC scoring; (4) commentary on what Stripe must do additionally at production scale (drift monitoring, A/B testing, latency budgets). Code must be reproducible from the repo.
GitHub Copilot Productivity Audit — Quantifying AI Coding Assistance
GitHub published a controlled study in 2022-2023 showing developers using Copilot completed a JavaScript task 55% faster than those without it. Subsequent studies at Accenture, ANZ Bank, and other enterprises have reported similar productivity gains. This case asks students to design + run their OWN small productivity audit: pick a data-cleaning task, time themselves completing it (a) without AI assistance, (b) with Copilot/Cursor assistance. Then critically evaluate the GitHub study's methodology, identify confounders (sample selection bias, Hawthorne effect, task difficulty distribution), and write a methodologically-rigorous internal memo. This case develops both AI-coding-tool fluency AND research-methodology critical thinking — preparing students to evaluate AI-productivity claims they will encounter throughout their careers.
DATA / SOURCES
GitHub Research 'Quantifying GitHub Copilot's impact on developer productivity' (2022): https://github.blog/2022-09-07-research-quantifying-github-copilots-impact-on-developer-productivity-and-happiness/
Accenture + ANZ Bank productivity studies: public reports from 2023-2024
5-page memo + appendix with raw timing data: (1) describe your task + experimental design; (2) report your own timing results with confidence intervals; (3) critique the GitHub study — identify 3+ methodological concerns; (4) recommend a more rigorous study design; (5) commentary on what this means for BBA students entering the workforce in 2027-28.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Build a Real Indian Business Analytics Tool — Portfolio Artefact
Teams of 3 choose ONE Indian business question requiring a data tool — examples: 'a churn-risk dashboard for an SaaS', 'a credit-score explainer for an Indian NBFC', 'a marketing-channel-ROI visualiser for a D2C brand', 'a stock-screener for retail investors'. They build a complete Streamlit app + repo + 5-page write-up. Goal: a portfolio piece showable at the first internship interview.
WEEKLY MILESTONES
Week 2: Problem chosen + data sources identified
Week 4: Data ingestion + cleaning complete
Week 6: Core analysis + first chart drafted
Week 8: Streamlit MVP working locally
Week 10: Deployed to Streamlit Cloud + user-tested
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Setup + Hello World — Anaconda, Jupyter, first script
Students install Anaconda, configure Jupyter, write a script computing CAGR for any given investment data (4 inputs from user) — and run their first 'business calculator'. Verify environment + Copilot/Cursor activation.
Python (Anaconda), Jupyter Notebook
CAGR-calculator script + screenshot of Copilot working
W2
Lists, dicts, loops — automating an Excel task
Given a list of 50 mock product SKUs with prices + quantities, students compute total revenue per category, identify top 5 SKUs, and produce a leaderboard — using only Python lists/dicts (no Pandas yet). Goal: build Python intuition before Pandas hides the mechanics.
Python, Jupyter Notebook
Python script + output report
W3
First Pandas DataFrame — Razorpay-style CSV cleaning
Load anonymised Razorpay-style CSV. Clean date columns, handle missing values, filter to last 90 days, compute total + average transaction value, identify top-5 merchants. All in Pandas.
Pandas
Cleaning notebook + summary table
W4
Pandas groupby + merge — joining sales + customer data
Two CSVs (sales, customers). Students merge them, compute revenue per customer segment, pivot to channel × segment matrix, identify the highest-value cohort. Standard B2B analyst task.
Pandas
Merged-data notebook + pivot table
W5
matplotlib fundamentals — a recreate-the-chart drill
Faculty provides 5 published Indian business charts (from Mint, Inc42, Economic Times). Students recreate each in matplotlib + Pandas — exact styling, labels, colours. Goal: fluency in axes, ticks, labels, titles.
matplotlib
5 recreated charts (PNG) + Jupyter notebook
W6
Plotly Express — interactive Indian stock dashboard
Using NSE historical CSV, build an interactive dashboard with: candlestick chart, volume bars, 50-day MA overlay, drop-down stock selector. Export to HTML.
Plotly Express, Pandas
Interactive HTML dashboard + notebook
W7
EDA workflow — Indian onion data deep-dive
Full EDA on 5-year AGMARKNET onion data: distribution, seasonality, regional differences. Students follow a 6-step EDA checklist + write a 1-page summary.
Pandas, matplotlib + Plotly
EDA notebook + 1-page summary memo
W8
AI-assisted code drill — Copilot productivity day
Students complete 5 mini-tasks using AI assistant (e.g., 'write a function to compute rolling Sharpe ratio'). Each task has 1 deliberately-incorrect AI suggestion they must catch. Productivity + critical thinking dual focus.
GitHub Copilot OR Cursor, Python
5 completed tasks + bug-spotting log
W9
Calling an API — RBI DBIE economic data fetch
Students use requests to fetch real economic data (CPI, exchange rates, GDP estimates) from a public API or by parsing RBI DBIE CSV downloads. They then transform + visualise.
requests, Pandas
API-fetch notebook with 3 indicators + visualisations
W10
First Streamlit app — Indian mutual fund visualiser
Build a 1-page Streamlit app: dropdown for fund selection (3-5 funds), interactive line chart of NAV history, summary stats. Run locally first. Stretch goal: deploy to Streamlit Cloud (free).
Streamlit, Pandas, Plotly
Streamlit app + (stretch) deployed URL
07 Active Learning Methods used
Targeted set — 2 ALMs used across the trimester, chosen for tight fit with this course's learning outcomes.
60 students in 2 computer labs of 30. Faculty live-codes the practical on projector while students follow on their machines. Mid-way faculty pauses and asks 'what would this return?' or 'why does this fail?' — class predicts collectively before running. Errors are surfaced + debugged in real-time. Each lab session ends with students completing a variation independently + submitting to LMS. ~3 hrs per practical.
60 students paired into 30 driver-navigator pairs. One drives (keyboard), one navigates (reviews + directs). Pairs swap roles every 20 minutes. Faculty provides a 60-minute challenge problem (e.g., 'clean this messy CSV and produce a 3-chart summary'). At end, 5 pairs demo. Used 4 times across trimester — builds collaboration + verbalisation skill.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Mutual Fund case (30 marks); END-TERM EXAM (75 marks): all 6 COs
09 Evaluation plan
Programming is learned by SHIPPING code. 55% of marks are practical artefacts (capstone + practicals + cases); 25% are theory + applied checks (mid + end term); 20% is external skill benchmark. Portfolio quality matters more than abstract knowledge.
Component
Weight
Marks
What it evaluates
Mid-Term Exam
15%
40
CO1, CO2, CO3 via 6 short-answer + 1 detailed code-comprehension case (Week 6)
End-Term Exam
25%
75
All 6 COs via 9 short-answer + 2 detailed code cases (Week 12)
5 Case Study Submissions
15%
130
CO1-CO6 application across the trimester
10 Practical Experiments
10%
100
Tool fluency + code quality
Portfolio-Capstone Project
15%
60
End-to-end integration of all 6 COs on one real problem
Third-Party AI-Based Coding Assessment
20%
100
An industry-standard adaptive coding-assessment platform (Hackerrank/CoderPad-style adapted for analytics) evaluates: (a) Python fundamentals via timed coding problems; (b) Pandas manipulation tasks with given DataFrames + expected outputs; (c) chart-generation tasks with visual-correctness grading; (d) debugging exercises with broken snippets to fix; (e) AI-assisted-code-review exercises. Adaptive difficulty produces national + global percentile rank. Calibrated against entry-level analyst tests at Fractal, Tiger Analytics, ZS Associates, Mu Sigma.
Global certification mapping: NO global certification mapped for D1 — Term 1 policy excludes global certifications. Python fluency established here; PCEP (Python Certified Entry-Level Programmer) can be self-pursued by motivated students post-T1 break but is not mandated.
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
D1 is benchmarked against Harvard's CS50P (intro Python), UC Berkeley Haas's 'Python for Analytics' module, IIM Bangalore's 'Programming for Analytics' (PGP elective), and ISB's 'Data Analytics with Python'. D1 trades formal CS theory depth (intentional for a BBA) for stronger AI-coding-assistant integration, portfolio-artefact emphasis (Streamlit), and Indian-context datasets — making it directly placement-relevant at Razorpay, Cred, Zerodha, PhonePe, and analytics consultancies.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 D1
100%
Reference baseline — KL's 6 modules covering Python foundations, Pandas, visualisation, EDA, AI coding assistants, and end-to-end workflows with Streamlit.
Harvard CS50P
65%
Harvard's introduction to programming with Python — strong CS foundations.
Topics in this syllabus but NOT in KL F1:
Object-oriented programming + class design
Regular expressions in depth
Unit testing with pytest (formal coverage)
Recursive algorithms + complexity analysis
File-system operations + binary file handling
Rationale for KL omission:
OOP + recursion + algorithmic complexity are CS-major concerns. BBA analysts rarely need to design class hierarchies — they consume libraries (Pandas, scikit-learn). KL D1 deliberately stays application-focused: students should write functional Pandas + matplotlib code, not engineering-grade architectures. Pytest is introduced lightly in Module 5 via AI-assisted test generation.
Berkeley Haas Data Analytics for Business
92%
MBA-level Python for analytics — closest peer to D1 in scope and pedagogical style.
Topics in this syllabus but NOT in KL F1:
SQL integration with Python (sqlalchemy)
Statistical inference in Python (scipy.stats)
Rationale for KL omission:
SQL is deferred to D2 DENG (the immediate next course) where it's the central skill. Statistical inference is deferred to M2 STPR + D3 MLBA. KL splits these into dedicated courses for depth rather than treating them peripherally.
IIM-B PGP 'Programming for Analytics'
85%
Graduate-level Python elective at IIM-B. Similar Pandas + visualisation depth.
Topics in this syllabus but NOT in KL F1:
Apache Spark + distributed-data fundamentals
Advanced scikit-learn pipelines
Rationale for KL omission:
Spark + distributed data are graduate-track skills deferred to D2 DENG + D3 MLBA where compute-scale concerns become real. KL D1 keeps to single-machine Pandas, which is sufficient for 95%+ of analyst tasks in the BBA's first 3 years.
▸ STRENGTH AREAS
AI coding assistant integration (Module 5) — no Indian BBA covers this in 2026
Streamlit + deployment in Module 6 — produces portfolio artefacts
Real Indian datasets in every practical (Razorpay, NSE, AMFI, AGMARKNET, RBI)
Pair programming via ALM-13 — soft-skill build alongside hard skill
Direct relevance to placement at Indian unicorns (Razorpay, Cred, Zerodha, PhonePe)
▸ FOR CONTINUOUS IMPROVEMENT
Advanced ML deferred to D3 MLBA (appropriate; D1 stays foundational)
Web scraping kept minimal (introduced lightly only; legal + ethical considerations could be deeper)
Could add a unit-testing primer earlier (currently in AI module)
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Python for Data Analysis (3rd Edition)
Wes McKinney
O'Reilly Media
2022
Modules 2, 4, 6 (creator of Pandas)
Python Crash Course (3rd Edition)
Eric Matthes
No Starch Press
2023
Modules 1, 2
Python Data Science Handbook (2nd Edition)
Jake VanderPlas
O'Reilly Media
2023
Modules 2, 3, 4
Automate the Boring Stuff with Python (2nd Edition)
Al Sweigart
No Starch Press
2019
Modules 1, 6
Storytelling with Data: A Data Visualization Guide for Business Professionals
Cole Nussbaumer Knaflic
Wiley
2015
Module 3 (chart-choice principles)
Streamlit for Data Science
Tyler Richards
Packt Publishing
2023
Module 6
AI-Assisted Programming: Better Planning, Coding, Testing, and Deployment
Tom Taulli
O'Reilly Media
2024
Module 5
Hands-On Machine Learning with Scikit-Learn, Keras, and TensorFlow (3rd Edition)
Aurélien Géron
O'Reilly Media
2022
Module 5 (preview of D3 MLBA)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer / Code Snippet (18 marks, 6 questions × 3 marks): 1a, 1b — from CO1 (Python fundamentals) 2a, 2b — from CO2 (Pandas) 3a, 3b — from CO3 (Visualisation)
PART B — Code Case Study (22 marks, 1 detailed problem): Students given a real CSV + 3 questions. Must write Pandas + matplotlib code to answer. Covers CO1 (8 marks), CO2 (7 marks), CO3 (7 marks).
Write clearly. Speak with presence. Earn the attention of busy people.
Communication is the most consequential skill in any business career — yet it is also the most poorly taught at most BBA programmes. C1 fixes that. Students will write tighter memos than most working professionals by week 6. They will deliver structured impromptu talks by week 8. They will give a 10-minute investor-grade presentation by week 12. Every output is reviewed by peers, faculty, and rotating industry guests. The goal is not to teach communication theory — it is to build communication habits that compound over a career.
RATIONALE
Recruiter surveys at every top Indian firm (HUL, P&G, Goldman, McKinsey, Accenture, the Indian unicorns) cite written + oral communication as the #1 or #2 differentiator in hiring decisions. Yet most BBA graduates in India enter the workforce unable to write a tight 200-word business memo or deliver a confident 5-minute briefing. C1 closes that gap early — in Year 1, Trimester 1 — so that every subsequent course's writing + speaking deliverables become opportunities to compound the skill.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY frameworks of audience analysis and message design (the rhetorical triangle and the Minto Pyramid) to structure any written or spoken business message.
PO1 M · PO4 M · PSO1 M
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (M): Critical thinking and decision making
PSO1 (M): Apply functional knowledge to business decisions
CO2BTL 4 · Analyse
ANALYSE and REWRITE business emails, memos, and reports for clarity, brevity, structure, and tone.
PO1 M · PO4 H · PO5 M · PSO1 H · PSO2 M
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (M): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
PSO2 (M): Industry and real world fluency
CO3BTL 4 · Analyse
DESIGN and DELIVER oral presentations using structured storytelling, visual aid principles, and confident voice and body delivery.
PO1 M · PO4 H · PO5 M · PSO1 H · PSO2 M
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (M): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
PSO2 (M): Industry and real world fluency
CO4BTL 3 · Apply
APPLY active listening and structured conversation techniques to interviewing, one on one meetings, and difficult workplace conversations.
PO3 M · PO4 H · PO5 H · PSO1 M · PSO2 H
Mapping rationale
PO3 (M): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (M): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE workplace, cross cultural, and crisis communication scenarios to recommend appropriate tone, channel, and message strategy.
PO1 M · PO2 M · PO3 H · PO4 H · PO5 H · PSO1 M · PSO2 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO3 (H): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (M): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE AI assisted writing and digital platform communication across LinkedIn, Slack, and video, and CREATE a sustainable personal communication system.
PO1 H · PO2 M · PO3 M · PO4 H · PO5 M · PSO1 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO3 (M): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (M): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
PSO2 (M): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 0 hr
Foundations of Professional Communication
TOPICS
Communication models — Shannon-Weaver, transactional model, noise + filters
The rhetorical triangle: ethos · pathos · logos — and how each shows up in business writing
Audience analysis — knowing the reader before writing the first word
The Minto Pyramid Principle — top-down structure for clarity
Common failure modes — burying the lede, passive voice, jargon overload, ambiguity
Tools Hemingway Editor · Grammarly · Google Docs collaboration
Module 2
CO2
L: 4 hr · P: 0 hr
Written Business Communication
TOPICS
The business email — subject lines, structure, call-to-action, signing off
The business memo — formal structure, executive summary, recommendation-led writing
The business report — short-form (1 page) to long-form (10+ pages), structure conventions
Persuasive business writing — AIDA, before-after-bridge, the SCQA framework
Editing + revision — the 50% rule (every first draft can be cut by half)
Tools Markdown for structured docs · Notion + Google Docs templates
Module 3
CO3
L: 4 hr · P: 0 hr
Oral Communication & Presentations
TOPICS
Presentation structure — the 3-act story, the McKinsey 'Situation-Complication-Question-Answer' framework
Slide design principles — one idea per slide, visual hierarchy, the assertion-evidence pattern
AI-assisted writing — ChatGPT/Claude/Gemini as drafting partners, what they do well + poorly
When NOT to use AI — high-stakes decisions, sensitive emails, anything involving judgement
Critiquing AI output — common failure modes (over-confidence, hallucinations, generic tone)
LinkedIn personal brand — high-signal profile, content cadence, what compounds and what doesn't
Video + remote communication — Zoom presence, recorded async videos, YouTube/Loom for senior comms
Building a personal communication system — your weekly writing/speaking practice over a career
Tools ChatGPT/Claude/Gemini critique workflows · LinkedIn analytics · Loom for async video
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 5 · CO5
Maggi 2015 — Nestlé India's Crisis Communication Audit
In June 2015, the FSSAI (Food Safety and Standards Authority of India) ordered Nestlé India to recall Maggi noodles after tests indicated lead levels exceeding permitted limits. The brand — a Rs 10,000+ cr revenue line — was off Indian shelves for 5 months. Nestlé's communication response was widely critiqued initially (defensive, legalistic), then pivoted to a more direct approach. Sales recovered to pre-crisis levels by 2018. Students audit the public communication — press releases, CEO interviews, social media response, in-store communication on relaunch — and compare with the Johnson & Johnson 1982 Tylenol case (the textbook gold standard).
DATA / SOURCES
Nestlé India press releases June 2015 - Dec 2015 (archived): https://www.nestle.in/media/pressreleases
FSSAI Maggi order documents: https://www.fssai.gov.in/
J&J Tylenol case study (Harvard Business Publishing): https://store.hbr.org/
DELIVERABLE
5-page communication audit: (a) timeline of Nestlé's messaging, (b) score each phase on a 1-5 scale across {transparency, empathy, recommendation-strength, channel choice}, (c) compare with Tylenol response, (d) recommend a redesigned response Nestlé could have deployed in June 2015. 30 marks.
Buffett's Shareholder Letters — A Masterclass in Plain-English Persuasion
Warren Buffett's annual Berkshire Hathaway shareholder letters (1977-2023) are widely regarded as the best long-form business writing in modern history. Despite covering complex topics — insurance float, derivatives, M&A, accounting nuance — they remain accessible to non-specialists. The SEC's Plain English handbook explicitly cites Buffett's letters. Students dissect 3 letters across different market cycles (1999 dot-com peak, 2008 financial crisis, 2020 COVID) to identify the writing techniques + tonal choices that make them effective.
SEC Plain English Handbook (1998): https://www.sec.gov/pdf/handbook.pdf
DELIVERABLE
Comparative-writing analysis (4-page) identifying 7 specific techniques Buffett uses + applying them to rewrite a complex Indian company press release (e.g., a recent Tata Steel or Reliance quarterly result statement). 25 marks.
EVALUATION
Marked on (a) identification of writing techniques [40%], (b) quality of rewrite application [40%], (c) reflection on what's hard to copy [20%].
Real-worldGlobal (US)Mod 3 · CO3
Steve Jobs' 2007 iPhone Keynote — Anatomy of a Legendary Presentation
Steve Jobs' January 2007 Macworld keynote launching the iPhone is widely studied as perhaps the most consequential business presentation of the 21st century. Carmine Gallo's book + countless analyses dissect every choice: the 3-product reveal (widescreen iPod, mobile phone, internet device — turned out to be one device), the single-slide-per-idea discipline, the rehearsal hours, the use of pause + repetition. Students watch the full keynote, annotate each technique, then build their own 10-minute keynote-style presentation on a topic they care about (a startup idea, a social cause, a research project).
DATA / SOURCES
Steve Jobs 2007 iPhone keynote (Apple official archive): https://www.youtube.com/watch?v=vN4U5FqrOdQ
Carmine Gallo, 'The Presentation Secrets of Steve Jobs' (book reference)
DELIVERABLE
(1) Annotated analysis of the keynote — identify 10 techniques + the moment each appears; (2) Personal 10-minute keynote presentation applying ≥5 of these techniques live in class. 30 marks.
EVALUATION
Marked on (a) analytical depth [25%], (b) live presentation quality [50%], (c) Q&A handling [15%], (d) self-reflection [10%].
Real-worldGlobal (US, Indian-origin CEO)Mod 5, Mod 6 · CO5, CO6
Satya Nadella's Cultural Reset at Microsoft — Communication as Strategy
When Satya Nadella took over as Microsoft CEO in February 2014, the company was trapped in a 'know-it-all' culture, infighting between divisions, and a stagnating stock. By 2024, Microsoft is the world's most valuable company. Much of the transformation is attributed to Nadella's deliberate, sustained communication strategy: the 'learn-it-all' framing, the empathy-first town halls, the public articulation of the AI strategy, the contrast with Steve Ballmer's combative style. Students analyse Nadella's first 100-day communications + 'Hit Refresh' book content + 2023-24 AI-pivot communications + draw lessons for Indian leadership transitions.
Microsoft annual reports + earnings call transcripts: https://www.microsoft.com/en-us/Investor/
DELIVERABLE
Strategic-communications analysis (5-page): (a) identify Nadella's 5 most important communication moves, (b) score them against tone/clarity/empathy/strategic alignment, (c) apply to an Indian leadership transition (e.g., Salil Parekh at Infosys, Anand Mahindra succession planning at M&M). 30 marks.
Real-worldIndiaMod 2, Mod 3, Mod 5 · CO2, CO3, CO5
Indian Railways' Vande Bharat Launch — Public-Sector Communication
Indian Railways' Vande Bharat Express series (semi-high-speed trains, launched from 2019, scaled significantly 2022-2024) is one of the most-publicised public-sector initiatives in recent Indian history. Communication strategy has involved: PM-led flag-off events, route-launch press conferences, social-media-driven aspiration content, comparisons with global benchmarks, response to operational incidents (windshield damage from stone-pelting, scheduling complaints). Students evaluate the communications strategy + propose a redesigned approach for the next 50-train rollout.
DATA / SOURCES
Indian Railways press releases (Ministry of Railways): https://railways.gov.in/
Press Information Bureau Vande Bharat archives: https://pib.gov.in/
Operational incident press coverage (e.g., Mint, Indian Express archives)
DELIVERABLE
Public-sector communication audit (5-page): (a) audit the existing strategy across {political messaging, operational transparency, incident response}; (b) recommend a redesigned approach addressing weaknesses; (c) draft 1 sample press release for a hypothetical operational delay. 25 marks.
Netflix Culture Deck — When a Document Becomes a Recruiting Magnet
In 2009, Netflix published a 125-slide deck on 'Freedom and Responsibility' — its culture document. Sheryl Sandberg called it 'the most important document ever to come out of Silicon Valley'. The deck has been downloaded 20+ million times and has directly shaped how Silicon Valley companies write about culture. The 2017 update + Reed Hastings' book 'No Rules Rules' (2020) extended the case. Students analyse the deck's structure, plain language, controversial choices (the 'keeper test', the 'no vacation policy'), and then write a culture document for an Indian startup (e.g., Razorpay, Cred, Zerodha) that learns from but doesn't blindly copy Netflix.
DATA / SOURCES
Netflix Culture Deck original (2009): https://www.slideshare.net/reed2001/culture-1798664
Original culture document for an assigned Indian startup (4-6 pages). Must include: values articulation, behaviour examples, controversial commitments, what the document does NOT say. 30 marks.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
The Communication Portfolio — Real Outputs for Real Audiences
Each student builds a 5-piece communication portfolio over the trimester, each piece tied to a real audience + reviewed by faculty + 1 industry guest. The portfolio is shareable + LinkedIn-postable on graduation. Pieces: (1) An investor-grade 1-page executive summary of a business idea; (2) A 10-minute live presentation (recorded); (3) A LinkedIn 'About Me' + 3 portfolio posts; (4) A crisis-communication memo for an Indian brand; (5) A reflective essay (1,500 words) on their communication growth across the trimester. The portfolio becomes a literal hiring asset.
Difficult conversations + interviewing practice (Modules 4, 5) — Communication skill can't be learned by reading — it requires repeated practice with feedback. Role-plays simulate workplace conversations safely.
Writing rewrites, slide design, AI-assisted writing critique (Modules 2, 3, 6) — Communication improves when feedback loops are short. Workshops give students immediate peer + faculty feedback on actual outputs.
ALM-7Public Presentation with Industry PanelWeeks 11 (1 session)
Final capstone delivery (Module 3 culmination, Week 11) — Presenting to an external audience raises the stakes, simulates real-world pressure, and creates a portfolio-grade artefact.
ALM-22Reflective Journal + Peer CoachingWeekly across all 12 weeks (200-word entry per week)
Weekly 200-word reflection in a structured template (Situation → Emotional response → Reframe → Action commitment). Bi-weekly peer-coaching pairs read each other's entries and exchange reflection prompts in writing. Faculty reads 3 random samples per student across the trimester. Graded on depth, not length. 10% of internal grade.
ALM-24Structured Peer Review with Faculty CalibrationAfter each major deliverable (3 cycles in trimester)
Each student reviews 2 anonymised peer deliverables (writing assignments, presentations) using a structured rubric with 5-7 criteria. Faculty independently grades the same 2 samples per student. Peer scores within 1 point of faculty count for credit; outliers trigger a calibration conversation. Develops critical-reading muscle. 15% of internal grade.
ALM-20Role-Play (Standard)Weeks 4, 8, 11 (3 sessions, 60 min each)
Communication scenarios: 1-on-1 difficult feedback, escalation email rehearsal, presenting bad news up the chain, peer-to-peer disagreement. Triads of 3 students rotate roles (deliverer, receiver, observer). Each role-play 8 minutes + 4 minute debrief. Observer uses a structured rubric. Faculty rotates between triads. 10% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Communication models, the rhetorical triangle, audience analysis basics
Reflective essay + portfolio finalised + published
Portfolio review session
Capstone defence
END-TERM EXAM: 75 marks (covers all 6 COs) — held end of week
09 Evaluation plan
Communication is taught by DOING — 70% of marks come from output portfolio + live performances + workshops; 30% from theory checks (mid + end term). Every output gets rubric-based grading so students see exactly where they lost marks and how to improve.
Component
Weight
Marks
What it evaluates
Workshops (10 weekly outputs)
20%
100
Applied writing/speaking practice + iteration over time
Capstone Portfolio (5 pieces + reflective essay)
30%
60
Sustained communication craft across formats
Mid-term (Week 5)
15%
40
CO1, CO2, CO3 — theory + applied
End-term (Week 12)
25%
75
All 6 COs — theory + applied
Peer-review contribution (across workshops)
10%
20
Ability to give + receive feedback constructively
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
C1 is benchmarked against three peer programmes: Harvard Business School's required Communication course (within FIELD), IIM-Ahmedabad's PGP 'Written Analysis & Communication' (WAC), and Symbiosis Pune BBA's Business Communication module. C1's differentiation: full integration of AI-assisted writing + LinkedIn brand-building, explicit crisis-communication training using Indian + global cases, and a 5-piece portfolio approach that produces hireable artefacts by end of trimester.
MBA-level required communication immersion — heavy on team-based field experience.
Topics in this syllabus but NOT in KL F1:
Multi-week real client engagements as the primary deliverable
Leadership-feedback intensives in cohorts of 6
International field immersion (multi-country)
Rationale for KL omission:
HBS FIELD relies on the institutional infrastructure of a 2-year MBA + the financial capacity for international travel. KL's industry-panel reviews + alumni informational interviews achieve similar feedback intensity at BBA scale + cost. International immersion is deferred to optional T6 study-tour electives.
IIM-A WAC (Written Analysis & Communication)
80%
Graduate-level. Heavy emphasis on written case analysis — 50+ written case responses across the year.
Topics in this syllabus but NOT in KL F1:
5,000+ word long-form case analyses (legal/strategic depth)
Formal letter conventions in Indian regulatory + bureaucratic writing
Rationale for KL omission:
Long-form case analysis depth is a PGP-level expectation; BBA priorities favour tight executive-summary writing over 5,000-word responses. Formal regulatory letter conventions are covered in C2 (Business Communication II, T2) and again in F4 MCOA where the relevant audiences are introduced.
Symbiosis BBA Business Communication
88%
Comparable Indian BBA programme. Standard scope minus AI-era + LinkedIn content.
Topics in this syllabus but NOT in KL F1:
Formal salutations + closing conventions in greater depth
Rationale for KL omission:
C1 covers salutations + closings as part of email anatomy in Module 2 — at the level needed to write effectively, not as a separate topic. KL's focus is application.
▸ STRENGTH AREAS
AI-writing critique integrated as Module 6 — uniquely contemporary
LinkedIn portfolio building treated as core skill, not optional
Indian + global crisis-comm cases balanced for relevance
5-piece public portfolio creates hireable artefacts by end of T1
Industry-panel reviews on final presentation raise the stakes meaningfully
▸ FOR CONTINUOUS IMPROVEMENT
Long-form writing (5,000+ words) intentionally light — deferred to later electives
International negotiation simulation could be added in T6/T7 specialisation
Speech coaching at scale is operationally complex — current model relies on faculty + alumni
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
HBR Guide to Better Business Writing
Bryan A. Garner
Harvard Business Review Press
2013
Modules 1, 2
The Pyramid Principle: Logic in Writing and Thinking
Barbara Minto
Pearson Education
2009
Modules 1, 2, 3
Resonate: Present Visual Stories That Transform Audiences
Nancy Duarte
Wiley
2010
Module 3
Talk Like TED: The 9 Public Speaking Secrets of the World's Top Minds
Carmine Gallo
St. Martin's Press
2014
Module 3
Crucial Conversations: Tools for Talking When Stakes Are High (3rd Edition)
Joseph Grenny, Kerry Patterson, Ron McMillan, Al Switzler, Emily Gregory
McGraw-Hill
2021
Module 4
The Culture Map: Breaking Through the Invisible Boundaries of Global Business
Erin Meyer
PublicAffairs
2014
Module 5
Made to Stick: Why Some Ideas Survive and Others Die
Chip Heath, Dan Heath
Random House
2007
Modules 2, 3
Business Communication Today (15th Edition)
Courtland L. Bovée, John V. Thill
Pearson
2021
Modules 1-5 (textbook spine)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Title
Platform
Instructor / Organisation
Link
Modules
Successful Negotiation: Essential Strategies and Skills
Understand humans at work — and use HR data to make better people decisions.
E7 builds the foundation for every people-management decision students will make over a career: hiring, motivating, leading, designing teams, navigating organisational politics, building cultures. The course goes beyond classical OB textbook coverage by integrating modern people analytics — students learn to read both human behaviour AND HR data. By trimester end, students will be able to design a team structure, diagnose an organisational culture, build a predictive attrition model in Python, and lead a small change initiative.
RATIONALE
The single biggest predictor of long-term career success is the ability to work with + lead other humans. Most BBA OB courses teach theory-only — Maslow, Herzberg, Tuckman recited but rarely applied. Meanwhile, modern HR has shifted decisively toward data: engagement metrics, predictive attrition models, network analysis. E7 closes that gap by teaching classical OB theory AND practical people analytics in the same course.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY individual behaviour frameworks covering personality, values, perception, learning, and emotions to predict and influence behaviour at work.
PO1 M · PO3 M · PO4 H · PO5 M · PSO1 M · PSO2 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO3 (M): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (M): Analytical and quantitative reasoning
PSO1 (M): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
ANALYSE motivation theories from Maslow, Herzberg, Vroom, Self Determination theory, and behavioural economics, and recommend appropriate motivation interventions.
PO1 M · PO3 H · PO4 H · PO5 M · PSO1 M · PSO2 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO3 (H): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (M): Analytical and quantitative reasoning
PSO1 (M): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
ANALYSE group and team dynamics including Tuckman stages, social loafing, and decision making biases, and DESIGN effective team structures.
PO1 M · PO3 M · PO4 H · PO5 H · PSO1 M · PSO2 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO3 (M): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (M): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE organisational structure and culture, and DESIGN change interventions using the Schein, Lewin, and Kotter frameworks.
PO1 H · PO2 M · PO3 H · PO4 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO3 (H): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE leadership and power dynamics across multiple frameworks and RECOMMEND appropriate leadership development paths.
PO1 H · PO2 M · PO3 H · PO4 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO3 (H): Communication and interpersonal effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE and DESIGN people analytics interventions including engagement measurement, predictive attrition modelling, and ethical data use frameworks.
PO1 H · PO2 H · PO3 H · PO4 M · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethics and sustainability
PO3 (H): Communication and interpersonal effectiveness
PO4 (M): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 6 hr
Foundations of OB + Individual Behaviour
TOPICS
OB as a discipline — micro (individual), meso (group), macro (organisation)
Personality at work — Big Five model, Myers-Briggs critique, DISC assessment
Values + attitudes — Schwartz value circle, work-relevant values
Predictive attrition modelling — logistic regression in Python on HR data
Network analysis — who talks to whom, the informal organisation
AI in HR — resume-screening bias, video-interview ethics, algorithmic management
Ethical considerations — privacy, consent, fairness, the right NOT to be measured
Tools Python (Pandas + scikit-learn) for HR analytics · Power BI / Tableau for HR dashboards
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 4, Mod 5 · CO4, CO5
Tata Group Leadership Transition — Ratan Tata to N. Chandrasekaran
Ratan Tata's 21-year tenure (1991-2012) transformed Tata from Indian conglomerate to global. His succession to Cyrus Mistry (2012), the boardroom conflict (2016), and the handover to N. Chandrasekaran (2017) is Indian corporate history's most consequential leadership transition. Each leader brought a different style: Ratan (visionary transformational), Cyrus (analytical contrarian), Chandra (collaborative integrator). Students analyse leadership-style evolution, change management, and lessons for Indian family-controlled businesses.
DATA / SOURCES
Tata Sons annual reports: https://www.tata.com/about-us/tata-group-annual-reports
Tata-Mistry boardroom conflict coverage (Mint, ET archives)
N. Chandrasekaran's public communications: https://www.tata.com/newsroom
DELIVERABLE
5-page strategic analysis: (a) score each leader on 6 dimensions, (b) diagnose cultural factors in Tata-Mistry conflict, (c) recommend leadership-development paths, (d) draw lessons for Indian family businesses.
EVALUATION
Marked on (a) framework application [35%], (b) cultural analysis [25%], (c) recommendations [25%], (d) clarity [15%]. 30 marks.
Real-worldGlobal (US, Indian-origin CEO)Mod 4, Mod 5 · CO4, CO5
Microsoft Under Satya Nadella — Cultural Transformation Case
When Nadella took over Microsoft in 2014, the company had a 'know-it-all' culture, silos, stagnating innovation. By 2024, Microsoft is the world's most valuable company. The transformation is attributed to Nadella's cultural intervention: 'learn-it-all' framing, growth-mindset adoption (Dweck), empathy-first leadership, AI strategy execution. Widely taught at HBS, Wharton, INSEAD as the textbook example of CEO-led cultural transformation.
DATA / SOURCES
Hit Refresh by Satya Nadella (book, 2017)
Microsoft annual reports: https://www.microsoft.com/en-us/Investor/
Carol Dweck growth mindset research: https://www.mindsetworks.com/science/
DELIVERABLE
4-page analysis: (a) Schein's 3-level model pre/post-Nadella, (b) score on transformational + servant + level-5, (c) Kotter 8-step application, (d) lessons for Indian business.
EVALUATION
Marked on (a) culture-framework rigour [35%], (b) leadership-framework rigour [30%], (c) Kotter depth [20%], (d) Indian lessons [15%]. 30 marks.
Real-worldIndiaMod 4, Mod 5 · CO4, CO5
Infosys CEO Succession — Murthy → Sikka → Parekh
Infosys's CEO succession path is Indian IT's most-studied governance case. Murthy founded + ran till 2002, returned 2013-14, oversaw Vishal Sikka's 2014 hire (first non-founder CEO), saw Sikka's 2017 controversial departure amid governance disputes, supported Salil Parekh's 2018 appointment. Each transition raised founder-CEO succession + governance + culture-fit questions.
Google Project Aristotle — What Makes Effective Teams
Google's Project Aristotle (2012-2015) was a 2-year internal-data-driven study of 180+ teams to identify what predicts team effectiveness. The surprising finding: 'WHO is on the team mattered less than HOW the team interacted'. 5 key factors emerged, with PSYCHOLOGICAL SAFETY (Amy Edmondson) #1. The research has influenced thousands of companies. Students replicate the methodology on their own KLBS teams.
DATA / SOURCES
Google re:Work — Project Aristotle: https://rework.withgoogle.com/print/guides/5721312655835136/
Amy Edmondson 'The Fearless Organization' (2018)
Charles Duhigg NYT Magazine (2016): https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
Marked on (a) Aristotle understanding [25%], (b) critique [25%], (c) team diagnostic [30%], (d) recommendations [20%]. 30 marks.
Real-worldGlobal (US)Mod 4 · CO4
Netflix Culture Deck — When a Document Defined an Era
Reed Hastings's 2009 Netflix culture deck (125 slides) crystallised 'freedom and responsibility', the 'keeper test', no vacation policy, high-talent-density, candor culture. Sheryl Sandberg called it 'the most important document ever to come out of Silicon Valley'. The 2020 book 'No Rules Rules' extended it. Indian startups (Razorpay, Cred, Zerodha) have variously adopted + adapted these principles.
No Rules Rules — Reed Hastings + Erin Meyer (2020)
DELIVERABLE
5-page analysis: (a) 8 distinctive principles, (b) Indian-startup transferability (3 specific principles), (c) design a culture doc for a hypothetical Indian Series-B startup, (d) cultural risks anticipated.
EVALUATION
Marked on (a) principle analysis [30%], (b) Indian transfer [30%], (c) original design [30%], (d) risk analysis [10%]. 30 marks.
Real-worldIndiaMod 2, Mod 5, Mod 6 · CO2, CO5, CO6
HUL's Career Pipeline — India's CEO Factory
HUL has been called 'India's CEO factory'. Over 100 alumni have become CEOs of major Indian + global companies (Manish Tiwary at Amazon India, Vinita Bali at Britannia, Sanjiv Mehta, multiple global Unilever CEOs). HUL's people practices — rotation across functions, early P&L responsibility, structured feedback, formal mentor pairings, the 'HUL way' culture — are widely studied. Students analyse the talent-pipeline architecture + motivation/leadership structure.
DATA / SOURCES
HUL annual reports: https://www.hul.co.in/investors/
HUL alumni network publications + interviews
HBS case study on HUL talent management (publicly cited)
DELIVERABLE
5-page strategic analysis: (a) decompose talent-pipeline architecture, (b) OB-theory application to motivation + leadership development, (c) people-analytics dimension, (d) 10-year strategy for a mid-sized Indian company.
EVALUATION
Marked on (a) talent-architecture [30%], (b) OB application [25%], (c) people-analytics [20%], (d) recommendations [25%]. 30 marks.
Real-worldIndiaMod 4 · CO4
Indian Railways Change Management — Mission Raftaar
Indian Railways (1.4M employees, 67,000+ km) has attempted many reforms. Mission Raftaar (2016) aimed to: increase freight speed 25 → 50 km/h, modernise stations, introduce dedicated freight corridors. Implementation has been mixed — some successes (Vande Bharat, electrification), some delays. Change-management challenges: bureaucracy, political constraints, 1.4M employee culture, capital intensity. Students apply Kotter + recommend next-phase reform.
DATA / SOURCES
Indian Railways annual reports: https://railways.gov.in/
Vivek Debroy Committee reports + recommendations
PRS Legislative Research Railway reports: https://prsindia.org/
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
The People Analytics Pilot — Real HR Data + Real Recommendations
Each team of 4 partners with a real Indian SME or startup (sourced from KLBS alumni network) to conduct a people-analytics pilot. The team will: (1) interview 4-6 employees, (2) design + administer an engagement survey, (3) collect anonymised HR data (attrition, tenure, performance ratings, compensation), (4) build a predictive attrition model in Python, (5) write a 10-page recommendations report to company leadership. The team applies OB theory throughout. Output: a real recommendations report the company can use, plus a portfolio-quality artefact for students.
WEEKLY MILESTONES
Week 2: Industry partner matched + scoping call done
All 7 case studies — leadership, culture, motivation analysis — OB is best learned through structured discussion of complex real cases where multiple frameworks apply.
Team-dynamics simulation (Week 5), change-management simulation (Week 8) — Team + change dynamics emerge only in active simulation; students experience the dynamics they're learning to manage.
People analytics in Python (Module 6, Week 10) + capstone — Modern HR practice requires data fluency; Python practicals on real HR data build the skill.
ALM-1Cold Call & Socratic Case DialogueWeeks 4, 8, 11 (3 sessions, 60 min each)
60 students in horseshoe. Pre-circulated OB cases on real Indian workplace situations (e.g., manager-employee conflict at Infosys, layoffs at Byju's, Wipro 360-feedback rollout). Faculty cold-calls 4-5 students per session asking them to diagnose using a specific framework (motivation theories, organisational justice, group dynamics). 75 minutes per case. Tracker ensures every student is called across the 3 sessions.
ALM-22Reflective Journal + Peer CoachingWeekly across all 12 weeks
Weekly OB reflection: pick one workplace observation from the student's prior internship or current group project. 200 words using a specific OB framework (motivation, group dynamics, leadership styles). Peer-coaching pairs rotate Week 4, 8, 12. 10% of internal grade.
ALM-20Role-Play (Standard)Weeks 3, 7, 11 (3 sessions, 75 min each)
OB conversation role-plays. Scenarios drawn from real Indian workplace situations: performance-improvement conversation, conflict mediation between two reports, escalating a manager-employee dispute, layoff conversation, return-from-leave reintegration. Triads (manager, employee, HR observer) rotate. Each role-play 10 min + 5 min debrief. Faculty calibrates with a global rubric.
ALM-19Field Research with Structured ProtocolWeeks 5-10 (6-week workplace observation)
Workplace observation studies in partnered firms. Teams of 3 shadow 4 employees across 2 functions for 1 day each. Structured protocol: meeting attendance, decision points, informal interactions, manager-employee dynamics. 8-page report applying OB frameworks (motivation theories, group dynamics) to real observations.
ALM-10Multimedia Branching Case SimulationWeeks 7 and 11 (2 sessions, 75 min each)
OB decision branching. Scenarios: managing a poor performer (5 decision points across 3 months), handling a public conflict on the team, navigating a politically charged promotion decision. Each path has measurable team-health outcomes captured by the software. Debrief surfaces how small decisions compound into culture.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — OB discipline, Big Five personality, values at work
Pre-read: HUL career pipeline backgrounder
Team formation + industry-partner matching kickoff
Microsoft/Nadella case introduced (read for next week)
Initial attrition-model EDA in Python
Practical 9: Leadership self-assessment + 360
—
Leadership self-assessment (15 marks)
Week 10
Module 5-6 — Transformational + servant leadership + intro to people analytics
Microsoft/Nadella case discussion (ALM-3)
Predictive attrition model trained + evaluated
Practical 10: People-analytics lab in Python
ALM-3 Case: Microsoft + ALM-12 Lab
Microsoft case + Python lab submission (30 marks)
Week 11
Module 6 — Engagement metrics, network analysis, AI in HR, ethical frameworks
Infosys succession case discussion (ALM-3)
Recommendations report draft
Capstone polish day
ALM-3 Case: Infosys + ALM-12 Capstone
Infosys case (25 marks)
Week 12
Module 6 — Synthesis: OB + people analytics integrated; future of work
Final case wrap-ups + integration
Capstone presentations to company leadership + faculty panel
Capstone delivery
ALM-12 Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs) — end of week
09 Evaluation plan
OB is learned through DOING — diagnosing real cases, designing real interventions, analysing real HR data. ~60% of marks come from applied work (capstone + cases + practicals); ~40% from theory checks (mid + end term).
Hands-on diagnostic + analytical skill development
Mid-term (Week 5)
15%
40
CO1, CO2, CO3 — theory + applied
End-term (Week 12)
25%
75
All 6 COs — theory + applied
Third-party AI adaptive assessment
5%
25
Continuous AI-evaluated competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
E7 is benchmarked against three peer programmes: IIM-Bangalore's PGP 'Organisational Behaviour' core, Wharton's MGMT 691 'Managing the Established Enterprise' core, and Symbiosis Pune BBA's OB module. E7's differentiation: integration of classical OB theory AND modern people analytics in the same course, capstone with real HR data, Indian + global case mix, Python fluency for HR analytics.
Galbraith Star Model is referenced in Module 4 but not deepened — BBA students rarely design large-org structures in early careers. Negotiation depth is covered in C1 Module 4 + later electives. Cross-cultural depth is covered in C1's Module 5.
Wharton MGMT 691
78%
MBA core. Heavy on leadership + change at senior-executive level.
Topics in this syllabus but NOT in KL F1:
Multi-stakeholder negotiation simulations
Board-level governance + agency theory
Strategic change at Fortune-500 scale
Rationale for KL omission:
Board-level governance is appropriately deferred to T6+ executive electives. Fortune-500-scale change content assumes MBA-career stage relevance; BBA students first apply at SME/startup scale (capstone). Multi-stakeholder negotiation is covered in C1.
Symbiosis BBA OB
90%
Comparable Indian BBA programme. Standard scope minus people-analytics.
Topics in this syllabus but NOT in KL F1:
More extensive treatment of Indian management thought (Kautilya, etc.)
Rationale for KL omission:
Indian management thought is briefly referenced in Module 1 (values) but KL prioritises modern practice — Big Five, Schwartz values — over historical-thought tour, given BBA students' time constraint.
▸ STRENGTH AREAS
Python-based predictive attrition modelling — uniquely contemporary at BBA level
Real HR data + real Indian SME partnerships for capstone
Ethics-in-HR-data treated as core, not optional
Balanced Indian + global cases (Tata, HUL, Infosys, Microsoft, Netflix, Google)
Direct linkage to placement readiness (Indian HR analytics is a fast-growing function)
▸ FOR CONTINUOUS IMPROVEMENT
Network analysis treated lightly — could go deeper with ONA tools
Cross-cultural OB integration with C1 communication course could be tighter
Compensation deep-dive deferred to E1 + later electives
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Organizational Behavior (18th Edition)
Stephen P. Robbins, Timothy A. Judge
Pearson
2022
Modules 1-5 (textbook spine)
The Fearless Organization: Creating Psychological Safety in the Workplace
Amy C. Edmondson
Wiley
2018
Module 3
Hit Refresh
Satya Nadella, Greg Shaw, Jill Tracie Nichols
HarperBusiness
2017
Modules 4, 5
No Rules Rules: Netflix and the Culture of Reinvention
Reed Hastings, Erin Meyer
Penguin
2020
Module 4
Drive: The Surprising Truth About What Motivates Us
Daniel H. Pink
Riverhead Books
2009
Module 2
Predictably Irrational: Behavioral Economics in Decision Making
Dan Ariely
HarperCollins
2008
Modules 1, 2
Good to Great: Why Some Companies Make the Leap... and Others Don't
Jim Collins
HarperBusiness
2001
Module 5 (Level-5 leadership)
Mindset: The New Psychology of Success
Carol S. Dweck
Random House
2006
Module 1
People Analytics: How Social Sensing Technology Will Transform Business
Ben Waber
FT Press
2013
Module 6
Work Rules! Insights from Inside Google
Laszlo Bock
Twelve
2015
Modules 3, 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Title
Platform
Instructor / Organisation
Link
Modules
Inspiring Leadership through Emotional Intelligence
Read any annual report. Decode any footnote. Build the analyst's view.
F3 is the gateway to finance literacy at KLBS. By trimester end, students will be able to: (a) read + interpret financial statements of any Indian listed company, (b) prepare basic journal entries through the trial balance + final accounts cycle, (c) apply Ind AS / IFRS fundamentals for revenue recognition + leases + financial instruments, (d) compute and interpret 20+ financial ratios, (e) identify common earnings-quality red flags, and (f) build a basic 3-statement model in Excel. The course is decisively analyst-track-oriented.
RATIONALE
Financial statements are the language of business. Every recruiter at Goldman, McKinsey, Bain, HUL, P&G, Reliance, Tata expects entry-level analysts to read a 10-K, build a 3-statement model, compute basic ratios, and understand revenue recognition. F3 teaches accounting not as bookkeeping but as the foundation of business analysis — students leave able to read any company's annual report, decode footnotes, and ask the right questions about earnings quality.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY the accounting cycle from journal to ledger to trial balance to final accounts, using Indian Companies Act 2013 and Schedule III formats.
PO1 H · PO5 M · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (M): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
CO2BTL 4 · Analyse
ANALYSE the balance sheet, profit and loss statement, and cash flow statement of real Indian companies, and identify earnings quality signals.
PO1 H · PO4 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
APPLY Ind AS and IFRS standards covering revenue, leases, financial instruments, and consolidation, to real corporate scenarios.
PO1 H · PO4 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
COMPUTE and INTERPRET more than 20 financial ratios spanning liquidity, leverage, profitability, efficiency, and market valuation.
PO5 H · PO1 H · PSO1 H · PSO2 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO1 (H): Apply business and management knowledge
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE earnings quality and identify accounting red flags including Satyam style fraud signals, off balance sheet items, and aggressive revenue recognition.
PO2 H · PO4 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
BUILD a basic three statement Excel model linking revenue projection to profit and loss, balance sheet, and cash flow for a small Indian listed company.
PO1 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 5 hr
Accounting Foundations + The Cycle
TOPICS
Double-entry bookkeeping; the accounting equation; debit-credit rules
Tools Excel (advanced) · CFI/Wall Street Prep model templates
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 2, Mod 5 · CO2, CO5
Satyam Computers — India's Enron Moment
Satyam Computer Services' 2009 collapse — Chairman B. Ramalinga Raju confessed to inflating revenues + cash balances by ~Rs 7,000 crore over years. The fraud is the textbook Indian case of financial-statement manipulation: fictitious bank balances, inflated invoices, fake employees. Auditor PWC was implicated; SEBI + SFIO investigations followed. Students audit publicly-available pre-confession financials + identify what should have been visible.
SEBI investigation order: https://www.sebi.gov.in/
SFIO report on Satyam (Govt of India)
DELIVERABLE
5-page forensic audit: (a) pre-confession red flags visible in published financials, (b) ratio anomalies vs Indian IT peers, (c) auditor failures, (d) parallels with Wirecard 2020.
EVALUATION
Marked on (a) ratio analysis [30%], (b) red flag identification [30%], (c) auditor critique [20%], (d) Wirecard comparison [20%]. 30 marks.
Real-worldIndiaMod 2, Mod 3, Mod 4 · CO2, CO3, CO4
Reliance Industries — Decoding a Conglomerate Balance Sheet
RIL's FY24 annual report is among the most complex Indian corporate filings — Jio + Retail + O2C + petrochemicals as separate business segments, ~Rs 9.7 lakh crore balance sheet, complex subsidiary structure, Ind AS 116 lease impacts, RIL-Jio demerger accounting. Students decompose the segment financials + compute segment-level returns.
6-page decomposition: (a) segment P&L view, (b) per-segment capital allocation, (c) ROCE per segment, (d) consolidation adjustments, (e) recommendations on disclosure improvements.
EVALUATION
Marked on (a) segment decomposition [30%], (b) ratio analysis [25%], (c) capital allocation insight [25%], (d) recommendations [20%]. 30 marks.
Real-worldIndiaMod 4, Mod 5 · CO4, CO5
Infosys vs TCS — A Decade of Earnings Quality
Indian IT services majors Infosys + TCS have followed visibly different earnings-quality trajectories over 2015-2024. Operating margin trends, cash conversion, accrual quality, DSO patterns, and buyback policies tell distinct stories. Students compare side-by-side + identify which company has higher-quality earnings using Beneish M-Score + standard earnings-quality metrics.
5-page comparative analysis: (a) 10-year ratio scorecard for both, (b) Beneish M-Score computation, (c) margin trend explanation, (d) earnings-quality verdict.
EVALUATION
Marked on (a) ratio rigour [30%], (b) M-Score computation [25%], (c) interpretation [25%], (d) verdict [20%]. 30 marks.
Real-worldGlobal (US)Mod 3 · CO3
Tesla's Revenue Recognition Saga
Tesla's revenue recognition has been one of the most-debated topics in US accounting circles. Issues span: regulatory credit sales (zero-cost revenue), FSD (Full Self-Driving) deferred revenue, vehicle leasing vs sales classification, Autopilot software updates as performance obligations. SEC has issued multiple inquiries. Students apply IFRS 15 / ASC 606 framework.
DATA / SOURCES
Tesla 10-K filings: https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001318605
FASB ASC 606 + IFRS 15 standards
Financial press analysis (FT, Bloomberg)
DELIVERABLE
4-page analysis: (a) Tesla's 4 revenue streams + recognition methodology, (b) IFRS 15 application to each, (c) areas of accounting discretion, (d) implications for analysts.
Yes Bank Collapse — When the Numbers Told the Story
Yes Bank's 2020 collapse — RBI moratorium + SBI-led recapitalisation — was preceded by visible deterioration in published financials over 2017-2019: gross NPAs rising, provisioning gaps, AT1 bond issuance, weakening capital adequacy. The case is the textbook Indian example of how a careful financial-statement reader would have spotted the failure early.
DATA / SOURCES
Yes Bank annual reports 2017-2020: https://www.yesbank.in/
RBI inspection reports + moratorium order
Press coverage of AT1 bond write-down
DELIVERABLE
5-page failure analysis: (a) financial-statement trajectory 2017-2020, (b) NPA + provisioning quality, (c) capital adequacy signals, (d) lessons for bank-financial-analysis.
EVALUATION
Marked on (a) trajectory analysis [35%], (b) NPA rigour [25%], (c) capital adequacy [20%], (d) lessons [20%]. 30 marks.
Real-worldGlobal (US)Mod 3, Mod 5 · CO3, CO5
WeWork S-1 — IPO That Wasn't
WeWork's August 2019 S-1 filing for IPO triggered one of the most consequential rejections of modern capital markets. Issues: 'Community Adjusted EBITDA' (non-GAAP red flag), related-party transactions, Ind AS 116-equivalent lease liability of $47B, governance issues. The IPO was withdrawn; Adam Neumann was forced out. Students review the S-1 + identify the disqualifying accounting issues.
Real-worldIndiaMod 2, Mod 3, Mod 4 · CO2, CO3, CO4
HDFC Bank — Reading the Modern Indian Bank Balance Sheet
HDFC Bank is the most-studied Indian banking balance sheet — consistently profitable, low-NPA, well-capitalised. The 2023 HDFC-HDFC Bank merger created additional complexity. Students decompose the modern Indian bank balance sheet: deposits, loans, investments, NIM analysis, asset-quality metrics. Compares with peer Kotak Mahindra Bank.
DATA / SOURCES
HDFC Bank annual reports: https://www.hdfcbank.com/personal/about-us/investor-relations
RBI sectoral data on bank performance
Merger schemes + investor presentations
DELIVERABLE
5-page banking analysis: (a) HDFC Bank balance sheet decomposition, (b) NIM + asset-quality analysis, (c) merger impact assessment, (d) comparison with Kotak.
EVALUATION
Marked on (a) balance sheet [30%], (b) NIM rigour [25%], (c) merger analysis [25%], (d) comparison [20%]. 30 marks.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every accounting policy choice — revenue recognition under Ind AS 115, lease classification under Ind AS 116, fair-value vs amortised cost under Ind AS 109 — is a strategic disclosure decision. It moves reported EPS, debt-equity ratios, covenant compliance, and analyst perception. F3 trains students to read accounting choices as strategic signals: why did the CFO opt for one treatment over another, what does it communicate to investors, and where are the soft spots a sharp analyst would probe?
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO2, CO5
BRSR (Business Responsibility and Sustainability Report) is mandatory for the top 1000 Indian listed companies from FY 2022-23 onward. CO2 (reading three statements) is extended to read the BRSR alongside financial statements. CO5 (earnings quality + red flags) is extended to greenwashing detection in BRSR filings — checking whether claimed sustainability metrics are supported by audited evidence.
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO5
Earnings-quality red-flag detection trains students to surface accounting fraud and governance failures — institutional integrity is the core of SDG 16. Case anchors: Satyam (2009), IL&FS (2018), DHFL (2019), Coffee Day Enterprises (2019). Students learn to spot the early signals an alert auditor or analyst could have caught.
🌱ESG integration · extends Module 3: Ind AS / IFRS — The Modern Framework
BRSR Core (mandatory FY 2024-25 onward for top 150 listed; expanding to top 500 by FY 2026-27) requires reasonable assurance on 9 attributes covering GHG emissions, water, energy, gender pay-gap, and supply-chain disclosures.
IFRS S1 (general sustainability) and IFRS S2 (climate-related disclosures) from ISSB — effective globally Jan 2024. ICAI exposure drafts in progress; Indian transition path expected FY 2026-28.
TCFD (Task Force on Climate-related Financial Disclosures) — being subsumed into IFRS S2 but still referenced by Indian banks (RBI 2023 guidance).
Integrated Reporting (IR) framework — value creation across 6 capitals (financial, manufactured, intellectual, human, social-relationship, natural).
Additional hours: 3 hours added to Module 3 lecture; 2 hours added to Module 6 practical (BRSR filing comparison exercise)
Rationale: Indian regulatory reality has moved BRSR into the same audit-attention bracket as financial reporting. A graduate joining a Big-4 audit team in 2026 will work on BRSR assurance engagements from day one. This is no longer optional content.
Case extensionMini-case: Compare BRSR Core filings of Reliance Industries, HUL, Infosys (FY 2023-24) — identify gaps between narrative claims and assured KPIs
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two AI tools — one specialised for audit anomaly-detection, one general-purpose for statement reading. The cap of 2 specialised tools ensures students master the workflow rather than survey the AI tooling market. Claude / ChatGPT are assumed as the always-on general-purpose research assistant on top of these.
Workflow:Ingest a 200-page Indian listed-company annual report into Hebbia (or paste sections into Claude). Run targeted queries: 'extract all related-party transactions and value', 'list all auditor qualifications and emphasis-of-matter paragraphs', 'identify accounting-policy changes vs prior year'. Compare AI output against manual reading.
Skill built:Translating annual-report complexity into structured insight in minutes, not hours
Deliverable:1-page synthesis of accounting policies + RPTs + auditor concerns per company, for 3 Indian listed companies
Mindbridge AIAudit anomaly detectionModule 5
Workflow:Run Mindbridge against a synthetic dataset of 10,000 journal entries to identify anomalies via 30+ control points (round amounts, weekend entries, year-end reversals, unusual user IDs). Manually triage top-20 flagged items; write a 1-page audit memo classifying each as legitimate, low-risk, or requiring deeper investigation.
Skill built:AI-assisted audit triage — Big-4 standard since 2023
Deliverable:Audit triage memo for 20 flagged transactions
⟶Indian + global frontier 2025-26 · what to track
BRSR Core assurance expansion: top 150 (FY 2024-25), top 250 (FY 2025-26), top 500 (FY 2026-27). Big-4 are scaling BRSR-assurance practices; new audit-trainee roles dedicated to this.
ISSB IFRS S1 / S2 rollout: 30+ jurisdictions adopting. ICAI exposure drafts issued. Indian transition likely voluntary from FY 2025-26, mandatory phased from FY 2027-28.
AI in audit (Big-4 India practice norms): Mindbridge, DataSnipper, Caseware Analytics now used on majority of large engagements. 2026 audit-trainees expected tool-fluent on day one.
MCA21 v3 + XBRL granularity: full rollout FY 2024-25. New e-adjudication module, expanded tagging requirements for large filers.
RBI 2023 Climate Risk Guidelines for banks: TCFD-aligned stress-testing of bank loan books; F3 graduates entering bank-finance roles must understand.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
The 3-Statement Model — Real Indian Listed Company
Each team of 3 picks an Indian listed company (preferably small-cap or mid-cap for tractable complexity) and builds a complete 3-statement Excel model: revenue projection → P&L → balance sheet → cash flow → ratio dashboard. Team submits the model + a 10-page analyst report applying earnings-quality lens. Top 3 teams present to a panel including a sitting equity research analyst from a top broker (HDFC Sec / Kotak / Motilal Oswal — alumni connection).
WEEKLY MILESTONES
Week 2: Company picked + initial financial data extracted
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Journal entries + ledger posting in Tally Prime
Worked through 25 transactions of a small Indian MSME (a Vijayawada-based food-processing unit). Hands-on Tally Prime: voucher entry, ledger creation, GST setup, day-book review.
Tally Prime · Excel
Posted ledgers + trial balance
W2
Final accounts in Tally Prime + Excel cross-check
Closing entries, auto-generated P&L and Balance Sheet from Tally Prime for the MSME case; reconcile against an Excel-built version to verify both methods agree.
Tally Prime · Excel
Schedule III-format final accounts
W3
Read a real annual report — Reliance / TCS / HDFC Bank
Decoding actual filings + identifying key disclosures
Annual reports, NSE filings
1-page summary per company
W4
Cash flow statement — direct + indirect methods
Converting between methods using a real case
Excel
Both-method CFS for a chosen company
W5
Ind AS 115 revenue recognition workshop
Apply 5-step model to telecom / SaaS / construction contracts
60-student class splits into 6 teams of 10 in a horseshoe layout. Pre-class: case + financials assigned. In-class: faculty cold-calls students to walk through specific ratios, decisions, red-flags. Faculty builds the narrative on whiteboard. Teams vote on the recommendation. Closing 10 min: faculty synthesises lessons. ~75 minutes for one major case discussion.
ALM-12Computational Lab (Excel-based)Weeks 7, 8, 9, 10, 11, 12 (capstone weeks — building the 3-statement model)
60 students in a computer lab, 1:1 workstation. Each session: starter file with partial model. Students complete specific exercises (ratio computation, revenue projection, BS projection). Faculty + 3 TAs circulate, debug, push thinking. Final 20 min: 3-4 student-built solutions are projected + critiqued.
Mid-trimester: live earnings-call simulation. Each 6-person team plays the CFO + IR head of a hypothetical mid-cap Indian company. Faculty + sitting analysts (alumni) play the analyst panel. Teams present quarterly results + face Q&A. 90-minute simulation.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Module 5 — Indian + global fraud cases (Satyam, Wirecard, Enron)
HDFC Bank case introduced
Capstone: Full 3-statement projection
P10: Complete 3-statement model (ALM-12)
ALM-12
WeWork case submission (25 marks)
Week 11
Module 6 — Sensitivity analysis, scenarios, model audit
Yes Bank case (ALM-3) + HDFC Bank case (ALM-3)
Capstone: Sensitivity analysis + report draft
Capstone polish lab (ALM-12)
ALM-3 Yes Bank + HDFC
Yes Bank + HDFC case submissions (50 marks)
Week 12
Module 6 — Final synthesis; analyst report writing; presentation craft
Final case wrap-ups
Capstone presentations + industry panel
Capstone delivery
ALM-12 Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs) — end of week
09 Evaluation plan
Financial accounting is a tool, not a body of trivia. ~60% of marks come from applied work (capstone, cases, practicals); ~40% from theory + computation checks (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
20%
195
Applied analysis of real Indian + global accounting cases
Capstone 3-Statement Model
25%
60
End-to-end model build + analyst report
Practicals (10 weekly)
10%
100
Hands-on accounting + Excel modelling skill
Mid-term (Week 5)
15%
40
CO1-CO3 — accounting cycle + statement reading + Ind AS basics
End-term (Week 12)
25%
75
All 6 COs — theory + applied + modelling
Third-party AI adaptive assessment
5%
25
Continuous AI-evaluated competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
F3 is benchmarked against IIM-A's Financial Accounting course (PGP core), Wharton ACCT 611 (MBA core), and Symbiosis Pune BBA's Financial Accounting paper. F3's differentiation: Ind AS rigour combined with strong Indian case mix (Satyam, Yes Bank, HDFC Bank), a real 3-statement modelling capstone (not commonly attempted at BBA level), earnings-quality forensic depth, and hands-on Tally Prime fluency (vouchers, ledgers, GST setup, Schedule-III final accounts) — the accounting software the vast majority of Indian SMBs and audit-firm clients actually use, but rarely taught well at BBA level.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 F3
100%
Reference baseline. 6 modules from accounting cycle through 3-statement modelling.
IIM-A Fin Acc (PGP Core)
88%
Graduate-level. Deeper consolidation treatment, less Indian focus.
Topics in this syllabus but NOT in KL F1:
Advanced consolidation (step acquisitions, common control)
Hyperinflation accounting (Ind AS 29)
Long-form audit assertions framework
Rationale for KL omission:
Advanced consolidation appropriately deferred to T6 (M&A elective). Hyperinflation accounting is rarely relevant for Indian-focused analysts. Audit assertions treated at overview level given F3 is analyst-track, not audit-track.
Wharton ACCT 611
75%
MBA core. US GAAP / IFRS focus with less Indian context.
Topics in this syllabus but NOT in KL F1:
Detailed US GAAP vs IFRS reconciliation
US-style segment reporting (ASC 280)
SEC filing requirements (10-K, 10-Q, 8-K detail)
Rationale for KL omission:
US-specific content is appropriately treated at overview level in F3 — BBA students career outcomes are India-first. Students who target US careers can use the Wharton ACCT 611 reading list as supplement.
Symbiosis BBA Fin Acc
95%
Comparable Indian BBA syllabus, slightly less modelling depth.
Topics in this syllabus but NOT in KL F1:
More extensive treatment of partnership accounts
Hire-purchase + installment accounting
Rationale for KL omission:
Partnership accounts + hire-purchase have limited contemporary relevance — KLBS prioritises modern modelling skills and Ind AS instead, aligned with analyst-track placement focus.
▸ STRENGTH AREAS
3-statement modelling capstone unique at BBA level globally
Strong forensic-accounting treatment with Indian + global cases
Real-data Indian company analysis from Day 1
Ind AS coverage matches PG-level rigour
Direct placement linkage (every analyst-track recruiter expects these skills)
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Financial Reporting under IndAS — A Practitioner's Field Guide
M.P. Vijay Kumar
Snow White Publications
2024
Modules 1-3
Financial Statement Analysis & Security Valuation
Stephen H. Penman
McGraw-Hill
2013
Modules 4-6 (analyst spine)
Quality of Earnings
Thornton L. O'Glove
Free Press
1987
Module 5 (still definitive on earnings quality)
Financial Shenanigans
Howard Schilit, Jeremiah Bolyer, Yoni Engelhart
McGraw-Hill
2018
Module 5
Indian Financial System
Bharati V. Pathak
Pearson
2023
Module 2 (Indian context)
The Interpretation of Financial Statements
Benjamin Graham, Spencer Meredith
HarperBusiness
1937 (reprint 1998)
Modules 2, 4
Damodaran on Valuation
Aswath Damodaran
Wiley
2006
Modules 4, 6 (preview of valuation)
Tally Prime Book — Advanced Hands-on Learning
Asok K. Nadhani
BPB Publications
2024
Modules 1, 6 (Tally Prime workflow + GST + payroll)
Ind AS Compendium (latest edition)
ICAI
ICAI
2024
Module 3 (reference)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 questions × 3 marks): 1a, 1b — CO1 (accounting cycle) 2a, 2b — CO2 (statement reading) 3a, 3b — CO3 (Ind AS application)
PART B — Case Study (22 marks, 1 detailed problem): Case may be from Module 1-3 covered cases (Satyam / Reliance / Tesla) OR unseen related real-world Indian case. ~3 sub-questions, covering CO1 (8 marks), CO2 (7 marks), CO3 (7 marks).
Notable: Former Associate Professor at Central University of South Bihar. 20+ years teaching experience; 190+ research papers; PI on UGC/ICSSR/NCW/DST projects.
Think probabilistically. Estimate honestly. Test rigorously.
M2 takes students from descriptive statistics through inferential rigour. By trimester end, students will be able to: (a) summarise + visualise real Indian business data in Python, (b) apply 8+ probability distributions to business decisions, (c) construct confidence intervals + test hypotheses with correct interpretation, (d) build + diagnose simple + multiple regression models, (e) design + analyse A/B tests at a level matching consulting + tech-company practice, and (f) recognise + avoid the 10 most-common statistical fallacies in business reasoning.
RATIONALE
Statistics is the analytical operating system of modern business. Every consulting case, every investment memo, every A/B test relies on statistical reasoning. M2 trains students to think probabilistically — to estimate, infer, and quantify uncertainty — using real Indian business data and Python as the workbench. By trimester end students will sample, test hypotheses, build regression models, and design experiments at the level that matches an entry analyst at McKinsey, Bain, BCG, or any data-driven Indian unicorn.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY descriptive statistics and visualisation to real Indian business datasets using Python.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge to business decisions
CO2BTL 3 · Apply
APPLY probability theory and standard distributions including binomial, Poisson, normal, and exponential to business decision scenarios.
PO5 H · PO1 M · PSO1 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO1 (M): Apply business and management knowledge
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
CONSTRUCT confidence intervals and APPLY hypothesis tests including t test, chi square, and ANOVA with correct interpretation.
PO5 H · PO4 H · PSO1 H · PSO2 M
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (M): Industry and real world fluency
CO4BTL 4 · Analyse
BUILD and DIAGNOSE simple and multiple regression models in Python, interpreting coefficients and checking model assumptions.
PO5 H · PO1 H · PO4 H · PSO1 H · PSO2 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
DESIGN and EVALUATE A B tests and experiments with rigorous attention to sample size, statistical power, effect size, and interpretation.
PO5 H · PO4 H · PO2 M · PSO1 H · PSO2 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO4 (H): Critical thinking and decision making
PO2 (M): Ethics and sustainability
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
RECOGNISE and COMMUNICATE statistical fallacies including Simpson's paradox, p hacking, selection bias, and base rate neglect in business contexts.
PO4 H · PO2 H · PO6 M · PSO2 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO2 (H): Ethics and sustainability
PO6 (M): Communication
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
P-hacking + multiple-comparisons problem (HARKing)
Selection bias + survivorship bias in business data
Base-rate neglect + Bayesian reasoning failures
Correlation vs causation; confounders; mediation
How to communicate uncertainty: confidence intervals vs point estimates in reports
Tools Python · Real-world examples from Indian business + global press
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 3 · CO1, CO2, CO3
Flipkart Big Billion Days — Statistical Anatomy of a Sale
Flipkart's annual Big Billion Days sale (typically September–October) generates 10x normal daily order volume + reveals fascinating statistical patterns: arrival distributions, category mix shifts, regional variance, repeat-purchase patterns. Students analyse anonymized historical order data + identify what statistical methods are essential for ops + marketing teams during such events.
DATA / SOURCES
Flipkart Big Billion Days press releases + investor commentary
Anonymized aggregate data (instructor-provided sample dataset)
5-page statistical analysis: (a) descriptive stats of order volume + value, (b) arrival distribution fit (Poisson/exponential), (c) category-wise hypothesis tests for share-of-wallet, (d) recommendation memo to ops VP.
EVALUATION
Descriptives [25%], distribution fit [25%], hypothesis tests [25%], memo quality [25%]. 30 marks.
Real-worldIndiaMod 3, Mod 6 · CO3, CO6
Zomato Restaurant Ratings — Inference + Bias
Zomato's restaurant rating system has been studied for systematic biases: rating inflation, selection bias (only motivated customers rate), regional variation, category effects. Students analyse a public Zomato ratings dataset + identify the statistical issues + recommend methodological improvements.
PhonePe Payment Fraud Detection — Probability + Distributions
PhonePe processes ~100M+ UPI transactions/day. Fraud detection relies on probability models: what's the probability that a given transaction is fraudulent given its features? Students study the public UPI fraud landscape + apply Bayes' theorem + distribution-fitting to design a fraud-screening model.
Swiggy's delivery-time prediction is a regression problem at scale: distance, traffic, weather, time-of-day, restaurant-prep-time, rider-load — all affect actual delivery time. Students build a regression model on a sample dataset + diagnose its assumptions + propose improvements.
Feature design [20%], model rigour [30%], diagnostics [25%], production analysis [25%]. 30 marks.
Real-worldGlobal (US)Mod 5 · CO5
Google's Famous A/B Test — 41 Shades of Blue
Google's infamous 2009 A/B test of 41 shades of blue for ad links — a study in obsessive experimentation that generated $200M+ in annual revenue. The case is a touchstone for A/B testing rigour + ethics: when does experimentation cross the line? The Marissa Mayer vs Doug Bowman tension is famous in design circles.
DATA / SOURCES
Doug Bowman's resignation blog post (2009)
Academic analyses of Google's experimentation culture
Press coverage of the Marissa Mayer experiment philosophy
DELIVERABLE
4-page case analysis: (a) statistical design rigour, (b) ethics critique, (c) lessons for Indian tech companies, (d) recommended A/B testing principles.
Indian COVID-19 Data — Statistical Fallacies in Pandemic Reporting
India's COVID-19 data + reporting (2020-2022) is a rich case for statistical fallacies: Simpson's paradox in state-vs-national mortality rates, selection bias in testing data, base-rate neglect in vaccine-efficacy interpretation, confounders in lockdown analyses. Students review the available data + identify specific fallacies in mainstream + social-media commentary.
DATA / SOURCES
Indian government COVID-19 portal: https://www.mohfw.gov.in/
Academic + WHO reviews of Indian COVID-19 data
Independent data trackers: covid19india.org (archived)
DELIVERABLE
5-page fallacy review: (a) 4 specific fallacies identified, (b) statistical correction for each, (c) communication recommendations, (d) lessons for media + government.
The 2011 Census of India is the most-comprehensive demographic dataset for India. Its successor (2021 Census, delayed) creates ongoing analytical challenges. NSSO + NFHS + private surveys (CMIE, Lok Foundation) fill the gap with varying selection-bias profiles. Students analyse the methodology + reliability of different Indian demographic data sources.
DATA / SOURCES
Census of India: https://censusindia.gov.in/
NSSO survey reports
CMIE Consumer Pyramids methodology documentation
DELIVERABLE
5-page methodology review: (a) sampling-design comparison, (b) selection-bias quantification, (c) confidence intervals on key metrics, (d) recommendations for data users.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End Statistical Analysis — Real Indian Business Question
Each team of 3 picks a real Indian business question (e.g., 'Does Swiggy charge more in South Mumbai than North Mumbai for the same restaurant?', 'Do BSE Sensex stocks have different rally days based on RBI policy days?', 'Is GreenLine LED bulb life-claim verified by data?'). Team picks a public dataset, designs the analysis, executes it in Python, writes up the findings, presents to a panel including a data-science alumnus. End-to-end statistical workflow.
WEEKLY MILESTONES
Week 3: Team forms; question + dataset chosen + data acquisition plan documented
60 students in a computer lab, 1:1 workstation. Each session: starter Jupyter notebook with skeleton code. Students complete specific statistical analyses (descriptive, distribution-fit, hypothesis test, regression). Faculty + 3 TAs circulate. Final 20 min: 3-4 student solutions projected + critiqued. Strong emphasis on plot-quality + interpretation, not just computation.
60-student class divided into 6 teams of 10 in horseshoe layout. Each session opens with a real dataset (Indian e-commerce, NSSO, IPL, Indian stock data). Faculty poses 2-3 statistical questions. Teams work for 60 min, present findings. Faculty synthesises. Strong emphasis on Indian business context + judgment calls.
Mid-trimester guest session: a data scientist from Indian tech company (Zomato/Swiggy/PhonePe/Flipkart alumnus) presents 'A day in the life of data science at company X'. Real A/B test examples. 30-min talk + 60-min Q&A. Strong placement-pipeline value.
Statistics-focused competition: students must use only the statistical methods covered in M2 (no black-box ML). Public leaderboard via Kaggle Classrooms. Required: each submission must justify the chosen statistical test or estimator and report a confidence interval. Encourages thoughtful use of statistics rather than the "throw XGBoost at it" reflex.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Measurement, central tendency, spread, skewness
—
Capstone team formation; question shortlist
P1: Descriptive stats workshop (ALM-12)
ALM-12
Diagnostic quiz (formative)
Week 2
Module 1 + Module 2 — Visualization; probability axioms; Bayes
—
Capstone: dataset acquired
P2: Distributions workshop (ALM-12)
ALM-12
Descriptives assignment (10 marks)
Week 3
Module 2 — Binomial, Poisson, normal distributions
Statistics is learned by doing. ~65% of marks come from applied work (capstone, cases, practicals); ~35% from theory + computation checks (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
20%
200
Applied statistical analysis on real Indian business cases
Capstone (end-to-end analysis project)
25%
60
Full statistical workflow on student-chosen question
Practicals (10 weekly)
10%
100
Python + statsmodels + scipy fluency
Mid-term (Week 5)
15%
40
CO1-CO3 — descriptive + inferential statistics
End-term (Week 12)
25%
75
All 6 COs — theory + applied
Third-party AI adaptive assessment
5%
25
Continuous AI-evaluated competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
M2 is benchmarked against ISI Bangalore's PG-level Business Statistics, Wharton STAT 101, Harvard BUS 232, and IIM-A's Statistics for Management. M2's differentiation: heavy Indian business case mix (Flipkart, Zomato, Swiggy, PhonePe), strong Python-first execution, A/B testing depth that matches industry practice at Indian tech companies.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 M2
100%
Reference baseline. 6 modules from descriptive stats through fallacies.
ISI Bangalore Bus Stats (PG)
92%
Graduate-level with deeper measure-theoretic foundations.
Topics in this syllabus but NOT in KL F1:
Measure-theoretic probability
Stochastic processes treatment
Bayesian inference (full coverage)
Rationale for KL omission:
Measure theory + stochastic processes are graduate-level depth not required at BBA level. Bayesian inference treated at preview level in M2; deeper coverage in T3 D3 + Quantitative Methods PE.
Wharton STAT 101
88%
MBA core. Less Python-fluency emphasis.
Topics in this syllabus but NOT in KL F1:
Quality control statistics (SPC charts)
More detailed treatment of nonparametric tests
Rationale for KL omission:
Quality control charts deferred to Operations electives in later years. Nonparametric tests covered at overview level; deeper coverage if students take the PE 'Causal Inference & D2C Strategy'.
IIM-A Statistics for Management
90%
PG MBA core with strong applied orientation.
Topics in this syllabus but NOT in KL F1:
Decision analysis under uncertainty (EVPI, EVPI etc)
Forecasting methods (deeper time series treatment)
Rationale for KL omission:
Decision analysis covered in T3 D3 ML + later strategy electives. Forecasting deferred to T3 analytics + Operations Research PE.
▸ STRENGTH AREAS
A/B testing depth uncommon at undergraduate level globally
Python-first execution from week 1
Indian business case mix (Flipkart, Zomato, Swiggy, PhonePe)
Statistical fallacy + communication focus
Direct linkage to placement skills at Indian unicorns + consulting firms
▸ FOR CONTINUOUS IMPROVEMENT
Bayesian inference treated at preview level — deeper in T3 D3 ML course
Time series statistics deferred to T3 + later analytics electives
Causal inference (DAGs, IV, RDD) only previewed — deeper in PE 'Causal Inference & D2C Strategy'
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
OpenIntro Statistics (4th ed.)
David Diez, Mine Çetinkaya-Rundel, Christopher Barr
OpenIntro (free)
2019
Modules 1-4 (free open-access textbook)
Statistics for Business and Economics
Anderson, Sweeney, Williams
Cengage
2024
Modules 1-4
Introduction to Statistical Learning (with applications in Python)
James, Witten, Hastie, Tibshirani, Taylor
Springer (free PDF)
2023
Modules 4, 5 (regression spine; preview of CO4 next-trim)
Trustworthy Online Controlled Experiments
Ron Kohavi, Diane Tang, Ya Xu
Cambridge UP
2020
Module 5 (definitive A/B testing reference)
Naked Statistics
Charles Wheelan
W. W. Norton
2013
Module 6 (intuitive companion + great for fallacies)
Statistics Done Wrong
Alex Reinhart
No Starch Press
2015
Module 6 (statistical fallacies in research practice)
Python for Data Analysis (3rd ed.)
Wes McKinney
O'Reilly
2022
Modules 1-6 (Python + pandas reference)
Business Statistics
J.K. Sharma
Vikas
2023
Modules 1-4 (Indian textbook reference)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 questions × 3 marks): 1a, 1b — CO1 (descriptives) 2a, 2b — CO2 (probability) 3a, 3b — CO3 (inference)
PART B — Applied Problem (22 marks, 1 detailed problem): Real dataset summary provided. Sub-questions cover CO1 (8 marks — descriptives + visualization choice), CO2 (7 marks — distribution-fit + interpretation), CO3 (7 marks — hypothesis test design + interpretation).
PART B — Applied Problem 1 (24 marks): Regression problem covering CO4 — data summary given, students design + interpret + diagnose a regression model.
PART C — Applied Problem 2 (24 marks): A/B test design + analysis covering CO5 + CO6.
Write production SQL. Design clean warehouses. Build trustworthy pipelines.
D2 makes students fluent in SQL — not just syntax, but the engineering thinking behind warehouse-scale analytics. By trimester end students will: (a) write complex SQL queries across joins, window functions, CTEs, and analytical patterns, (b) design star-schema warehouses for business problems, (c) build ETL pipelines that ingest, transform, and load data reliably, (d) understand modern cloud warehouses (Snowflake, BigQuery, Redshift) at the user level, (e) connect warehouses to BI tools (Tableau, Power BI, Looker), and (f) operate data with quality + freshness disciplines.
RATIONALE
Every modern business analyst, product manager, and consultant works with SQL. Every Indian unicorn (Zomato, Swiggy, Flipkart, PhonePe, Razorpay, Meesho) hires entry-level analysts who can write production SQL on day 1. D2 takes BBA students from raw SQL syntax through warehouse design, ETL pipelines, and BI-tool integration — at the depth that matches an entry data analyst at any Indian tech company. The course is hands-on from week 1 with real datasets from Indian e-commerce, fintech, and operations contexts.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY core SQL operations including SELECT, JOIN, GROUP BY, HAVING, and subqueries to real Indian business datasets.
PO1 H · PO5 H · PO3 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PO3 (H): Use of modern tools
PSO1 (H): Apply functional knowledge to business decisions
CO2BTL 4 · Analyse
APPLY advanced SQL patterns including window functions, common table expressions, recursive queries, and analytical functions.
PO5 H · PO3 H · PSO1 H · PSO2 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO3 (H): Use of modern tools
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
DESIGN star schema and dimensional models for business analytics use cases.
PO1 H · PO5 H · PO3 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PO3 (H): Use of modern tools
PSO1 (H): Apply functional knowledge
CO4BTL 5 · Evaluate
BUILD ETL pipelines that perform extract, transform, and load operations using Python and SQL for end to end data ingestion.
PO3 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO3 (H): Use of modern tools
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
OPERATE modern cloud warehouses such as Snowflake and BigQuery, and CONNECT them to BI tools including Tableau and Power BI.
PO3 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO3 (H): Use of modern tools
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE data quality, freshness, and lineage by applying observability and governance frameworks.
PO2 H · PO4 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 6 hr
SQL Foundations — SELECT through Subqueries
TOPICS
Relational data model; tables, rows, columns; primary + foreign keys
SELECT, WHERE, ORDER BY, LIMIT — the daily SQL bread + butter
JOIN types: INNER, LEFT, RIGHT, FULL OUTER — when to use each
GROUP BY + aggregate functions (COUNT, SUM, AVG, MIN, MAX); HAVING
Subqueries: scalar, IN, EXISTS, correlated; UNION + INTERSECT + EXCEPT
Data types + NULL handling; CASE WHEN; basic string + date functions
Tools PostgreSQL (open-source, free) · DBeaver / VS Code DB extension
Indian regulatory context: Digital Personal Data Protection Act 2023
Tools dbt (overview) · Great Expectations (overview) · Python tests
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 3 · CO1, CO2, CO3
Zomato Order Analytics Warehouse
Zomato's analytics teams query order data billions-of-rows scale. Students design a simplified warehouse for Zomato-like data: orders, restaurants, customers, riders, geographies, time. Build queries for: top restaurants by city, repeat-purchase analysis, rider efficiency metrics, customer cohort retention.
PhonePe processes ~100M+ UPI transactions/day. Their analytics teams use SQL + Python for: fraud detection support, merchant analytics, geo expansion analysis. Students build a mini-ETL pipeline that ingests transaction data, transforms (deduplication, categorization, geo enrichment), loads, and runs window-function analyses on the warehouse.
Real-worldIndiaMod 1, Mod 2, Mod 6 · CO1, CO2, CO6
Indian Banking — RBI Sectoral Lending Analytics
RBI publishes sectoral deployment of bank credit + deposit data monthly. Students design a warehouse + queries for: sector-wise credit growth, deposit-credit ratio analysis, regional patterns, credit-cycle indicators. Also: data quality testing for RBI-published data (missing periods, methodology changes).
Real-worldGlobal (with Indian customer mapping)Mod 5 · CO5
Snowflake at Scale — Indian Listed Company Case
Snowflake is one of the most-adopted modern cloud warehouses among Indian tech + fintech companies. Students explore Snowflake architecture: micro-partitions, compute-storage separation, role-based access, time travel. Compare with BigQuery + Redshift for an Indian fintech context.
Indian Data Protection Act 2023 — Engineering for Compliance
India's Digital Personal Data Protection Act (DPDP Act) 2023 introduced stringent obligations for handling personal data. Engineering teams at Indian fintechs + e-commerce companies have had to implement: consent management, data-subject rights (access, deletion), PII masking, breach notification, cross-border-transfer controls. Students design the engineering response.
DATA / SOURCES
DPDP Act 2023 official text: https://www.meity.gov.in/data-protection-framework
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End Data Pipeline — Indian Business Question
Each team of 3 picks a real Indian business question requiring data engineering (e.g., 'Build a Zomato-style analytics warehouse for restaurant + delivery data', 'Build a fintech analytics pipeline ingesting RBI data + transaction logs', 'Build an AMFI SIP-analytics warehouse for retail-investor BI'). End-to-end workflow: data acquisition, warehouse design, ETL pipeline, BI dashboard, quality testing.
WEEKLY MILESTONES
Week 3: Business question + data sources identified; warehouse schema sketched
Week 10: BI dashboard built + connected to warehouse
Week 11: Data quality + observability tests added; documentation written
Week 12: Final presentation to industry panel (data engineer alumnus)
FINAL DELIVERABLE
(a) Git repo with all SQL + Python code, (b) warehouse schema diagram, (c) Tableau / Power BI dashboard, (d) 5-page technical writeup, (e) data quality test suite.
Faculty live-codes SQL on a real Indian business problem (e.g., 'Top 5 restaurants by city by month from Zomato-style data'). 60 students follow along + try variants. Strong emphasis on style + readability, not just correctness.
Mid-trimester guest session: a data engineer from Indian tech company (Zomato/Swiggy/Flipkart/PhonePe alumnus) presents 'How we engineered our analytics warehouse'. Real architecture + decisions. 30-min talk + 60-min Q&A.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Relational model, SELECT, WHERE, ORDER BY
Module 6 — Governance, DPDP compliance, modern data stack overview
Final case wrap-ups
Capstone presentations + panel
Capstone delivery
Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs) — end of week
09 Evaluation plan
Data engineering is learned by building. ~65% of marks come from applied work (capstone, cases, practicals); ~35% from theory + computation checks (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
22%
215
Applied SQL + warehouse + ETL on real Indian business cases
All 6 COs — SQL + warehouse design + ETL + governance
Third-party AI adaptive assessment
5%
25
Continuous AI-evaluated SQL competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
D2 is benchmarked against CMU's Database Applications, Berkeley's CS186, Google's Career Certificate Data Analytics, and Indian institutional offerings (IIIT Hyderabad's Data Engineering, IIM-B's Business Analytics MS). D2's differentiation: comprehensive coverage for BBA-level (not just SQL syntax), strong Indian business case mix, and direct linkage to entry-data-analyst placements at Indian unicorns.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 D2
100%
Reference baseline. 6 modules covering SQL through governance.
Google Data Analytics Cert
70%
Online cert — strong on tools but lighter on warehouse + ETL.
Topics in this syllabus but NOT in KL F1:
Spreadsheet-specific operations (Sheets)
Light statistics treatment
Career-prep modules (resume, interview)
Rationale for KL omission:
Spreadsheet content is appropriately covered in F-suite financial courses. Career prep is in Section G placement training. KLBS's D2 goes deeper on engineering.
CMU Database Applications (15-415)
85%
CS-school course — deeper systems knowledge, less business focus.
Topics in this syllabus but NOT in KL F1:
Storage engines + indexes deep dive
Query optimisation internals
Concurrency control + transactions deep dive
Distributed databases theory
Rationale for KL omission:
DB-systems internals appropriate for CS undergraduates; BBA students need user-level fluency. Coverage is provided at overview level in D2.
IIIT-H Data Engineering
92%
Indian institutional Data Engineering programme — strong overlap.
Topics in this syllabus but NOT in KL F1:
Streaming + Kafka deep dive
Spark + Databricks at production level
Distributed pipeline engineering
Rationale for KL omission:
Streaming + distributed compute appropriately deferred to T3+ analytics PE 'Business Intelligence, Visualization & Executive Dashboards'.
▸ STRENGTH AREAS
Indian unicorn-grade SQL + ETL skills by trimester end
Star schema design at BBA level (uncommon at undergraduate level)
Strong Indian business case mix (Zomato, PhonePe, Flipkart, AMFI, RBI)
BI tool integration: warehouses connect to Tableau / Power BI from day 10
DPDP Act 2023 compliance treatment is unique to Indian data engineering syllabi
▸ FOR CONTINUOUS IMPROVEMENT
Streaming + real-time data (Kafka, Spark Streaming) deferred to T3+ analytics electives
Distributed compute (Spark, Databricks) at overview level only
Data modelling for ML feature stores is preview only
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
PART B — SQL Problems (27 marks, 4 problems): Covering CO1-CO2 with greater rigour. Window functions + CTEs heavy.
PART C — Design Problem (27 marks): Indian business scenario described. Students design (a) star schema [10 marks — CO3], (b) ETL pipeline architecture [10 marks — CO4], (c) data quality framework [7 marks — CO6].
Total: 21 + 27 + 27 = 75 marks.
Where this course leads
D3 Machine Learning for Business Analytics (T3)
E13 Business Analytics (T3)
E10 Business Intelligence, Visualization & Executive Dashboards (T6 PE)
Read the Indian business environment. Apply structured frameworks. Communicate insights.
F6 is workshop-driven (P=0). By trimester end, students will: (a) apply PESTEL analysis to Indian companies + industries, (b) apply Porter's Five Forces to Indian competitive landscapes, (c) understand the Indian regulatory architecture (RBI, SEBI, IRDAI, CCI, MCA, NCLT), (d) think through stakeholder theory in Indian context, (e) navigate ESG + sustainability frameworks for Indian companies, and (f) develop board-meeting-grade communication on business-environment topics.
RATIONALE
Indian business operates within a uniquely complex environment: federal + state governance, regulatory bodies (SEBI, RBI, IRDAI, CCI), industry associations (CII, FICCI, Assocham), geopolitical context (Indo-Pacific, China relations, Russia-Ukraine implications). Indian business leaders need a structured framework to think about this environment. F6 teaches PESTEL, Porter's Five Forces, stakeholder theory, and Indian-specific frameworks — not as abstract academic content but as the analytical toolkit Indian business professionals use in strategy meetings, board discussions, and consulting engagements every day.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY PESTEL analysis to real Indian companies and industries.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
APPLY Porter's Five Forces to Indian industry analysis.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
ANALYSE the Indian regulatory architecture and its impact on business decisions.
PO1 H · PO2 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
APPLY stakeholder theory and corporate social responsibility frameworks in the Indian context.
PO2 H · PO4 H · PO6 M · PSO2 H
Mapping rationale
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PO6 (M): Communication
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE ESG and sustainability strategies and their fit with Indian companies.
PO2 H · PO4 H · PSO2 H
Mapping rationale
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
COMMUNICATE business environment analysis at board meeting grade across both written and spoken forms.
PO6 H · PO4 H · PSO2 H
Mapping rationale
PO6 (H): Communication
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2 · CO1, CO2
Telecom Sector Disruption — PESTEL + Five Forces of Jio's Entry
Reliance Jio's 2016 entry transformed Indian telecom. From a Five Forces lens, all 5 changed: rivalry intensified, buyer power surged (free voice + cheap data), suppliers (spectrum auctions, towers) restructured, new entrants priced out, substitutes (OTT, internet voice) accelerated. Pre-Jio incumbents (Airtel, Vodafone Idea, BSNL) struggled. PESTEL view: government spectrum policy + digital push enabled Jio. Students analyse the trajectory through both lenses + draw lessons for other sectors.
Indian IT Sector — Global Geopolitics + Sectoral Impact
Indian IT services majors (TCS, Infosys, Wipro, HCL, Tech Mahindra) earn 60-80% revenue from the US. Recent disruptions: COVID-19, US visa regime tightening, US recession risk, AI disruption to staff augmentation, near-shoring trends (Mexico, Poland), India-US strategic convergence. Industry has navigated multiple cycles. Students apply PESTEL + Five Forces to the current moment.
Tata Group CSR + the Tata Trusts — Stakeholder Theory in Action
Tata Group's century-long CSR record (Tata Trusts hold ~66% of Tata Sons) is the textbook Indian stakeholder-theory example. From Jamshedpur township to TISS, TIFR, TMC + JNTBGRI, Tata Trusts have shaped Indian education, healthcare, science. The Cyrus Mistry chairmanship exit (2016) tested the stakeholder model. Tata Sons' governance evolution + the Tata Trusts balance has been a continuous debate. Students apply stakeholder theory + analyse governance.
ESG at Indian Cement Majors — Decarbonisation Pressure
Cement is among India's highest-emission sectors (~8% of national CO2). Major players (UltraTech, Shree Cement, Ambuja-ACC under Adani, Dalmia Bharat) face: SEBI BRSR disclosure, customer ESG demands, sustainable-finance access, India Net Zero 2070 trajectory. Dalmia Bharat has been an ESG leader; Adani-cement integration changes the dynamic. Students evaluate ESG strategies + recommend approaches.
Real-worldIndiaMod 3, Mod 4, Mod 6 · CO3, CO4, CO6
Adani Group Governance — Hindenburg Aftermath + Stakeholder Implications
January 2023 Hindenburg report on Adani Group triggered the largest market-cap loss in Indian corporate history (~$150B). Specific allegations: stock manipulation, accounting fraud, related-party transactions. SEBI investigation, Supreme Court oversight, multiple expert committees followed. Stakeholders affected: minority shareholders, lenders, employees, communities. Students apply stakeholder + regulatory lenses + draft board-grade communication.
DATA / SOURCES
Hindenburg Research report (Jan 2023)
Adani Group response + filings
SEBI + Supreme Court orders
Financial press coverage (FT, NYT, Mint, ET)
DELIVERABLE
Mock board pack: stakeholder + regulatory implications + crisis-communication plan for a fictional Adani-group-like situation.
EVALUATION
Stakeholder analysis [25%], regulatory understanding [25%], communication plan [30%], board-pack quality [20%]. 30 marks.
Real-worldIndiaMod 1, Mod 3 · CO1, CO3
Indian Pharma + USFDA Compliance — Regulatory Environment Mastery
Indian pharma generic-export majors (Sun Pharma, Dr. Reddy's, Cipla, Lupin, Aurobindo, Biocon) depend on US revenues (~30-50% of total). USFDA inspections regularly result in 483 observations, warning letters, import alerts — sometimes shutting down manufacturing sites. Indian companies have built sophisticated FDA-readiness operations. CDSCO (India's domestic regulator) is also evolving. Students analyse the dual-regulator environment.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Live Indian Business Environment Brief — Board Pack + Presentation
Each team of 3 is assigned (in week 3) a current Indian business-environment issue: a real regulatory change (new RBI norm / SEBI policy / Budget proposal), an industry disruption (new entrant / tech shift), or an ESG / governance event. Team prepares a board-grade pack + delivers a 15-minute mock board presentation in Week 11. Industry-panel includes a senior consultant / CXO alumnus. The capstone trains both analytical + communication skills together.
WEEKLY MILESTONES
Week 3: Issue assigned + team begins environment scan
One experiment per week (weeks 1–0) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
07 Active Learning Methods used
Balanced mix — 4 ALMs across the trimester covering discussion, building, and reflection modes.
ALM-3Case-Based DiscussionWeeks 2, 4, 5, 6, 7, 9, 10 — 7 sessions, one per case study
60-student class in horseshoe layout. Case + reading pre-assigned. Faculty opens with 2-3 framing questions. Cold-call discussion for first 30 min. Team breakouts (6 teams of 10) for 30 min to develop positions. Team-spokesperson presentations + cross-questioning for 30 min. Faculty synthesises lessons + frameworks.
Faculty + 2-3 alumni play board members. Each team of 3 presents their environment analysis + recommendation to the 'board'. Board interrogates, challenges assumptions, asks follow-up. 12-min presentation + 8-min Q&A per team. The setting is deliberately professional — boardroom dress, formal address, position defence.
ALM-10Industry Panel + Live Q&AWeek 6 — one session
Mid-trimester guest session: a senior consultant (McKinsey/Bain/BCG alumnus), corporate-strategy CXO, or regulatory-policy expert. 30-min talk on 'Reading the Indian business environment in 2026' + 60-min Q&A. Students prepare questions in advance.
ALM-19Field Research with Structured ProtocolWeeks 5-9 (5-week business environment field study)
Field-mapping the AP business ecosystem. Teams of 3 interview managers from 4 sectors (manufacturing, IT, agriculture, services) at partnered firms using a structured policy-impact protocol. 8-page report on how Indian business environment factors (policy, infrastructure, talent, capital) actually shape firm behaviour.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — PESTEL framework + Indian context
—
Team formation; issue shortlist briefed
—
—
Diagnostic discussion (formative)
Week 2
Module 1 — Political + Economic + Social dimensions
Module 6 — Crisis communication + verbal Q&A practice
—
Final presentations + panel
—
ALM-9 Mock board (round 2)
END-TERM EXAM: 75 marks + Final capstone reflection (30 marks)
09 Evaluation plan
F6 is a workshop course — assessment heavily weights applied analysis + communication. P=0 (no separate practicals), so cases + capstone carry the applied load. ~65% from applied work; ~35% from theory + framework exams.
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
28%
210
Applied PESTEL + Five Forces + regulatory + stakeholder analyses
Capstone (board pack + presentation)
25%
60
Full board-grade environment brief
Module assignments (5)
8%
60
Targeted framework + concept assessment
Mid-term (Week 5)
14%
40
CO1-CO3 — frameworks + regulatory architecture
End-term (Week 12)
20%
75
All 6 COs — theory + applied
Third-party AI adaptive assessment
5%
25
Continuous AI-evaluated competency
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
F6 is benchmarked against IIM-A's Business Government Society course (PGP), Harvard BUS 245 (Business, Government and the International Economy), and Indian BBA comparables (Symbiosis, Christ, Loyola). F6's differentiation: deep Indian regulatory architecture coverage (uniquely useful for India-focused careers), workshop-driven format, and board-pack communication training as a first-class outcome.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 F6
100%
Reference baseline. 6 modules covering PESTEL through board communication.
IIM-A BGS (PGP)
90%
Graduate-level. Deeper political economy + international relations.
Topics in this syllabus but NOT in KL F1:
Detailed international political economy
Industrial policy debates (e.g., PLI deep-dive)
Rationale for KL omission:
Industrial policy + IPE appropriately covered at overview level in F6; deeper in T5 E11 International Business.
Harvard BUS 245
70%
MBA core. US-centric with comparative international.
Topics in this syllabus but NOT in KL F1:
US regulatory architecture (SEC, FTC, DOJ, FDA)
EU competition law deep-dive
Rationale for KL omission:
US + EU specifics not relevant to India-first BBA curriculum. Comparative treatment in T5 E11 International Business.
Symbiosis BBA equivalent
88%
Comparable Indian BBA syllabus.
Topics in this syllabus but NOT in KL F1:
More extensive treatment of WTO + trade law
Detailed Indian foreign trade policy
Rationale for KL omission:
WTO + foreign trade appropriately covered in T5 E11 International Business + PE Trade & Policy electives.
▸ STRENGTH AREAS
Indian regulatory architecture (RBI, SEBI, IRDAI, CCI, MCA) treated comprehensively at BBA level
Board-pack communication training as a first-class outcome
Strong Indian case mix (telecom, banking, IT, Tata, cement, Adani, pharma)
ESG + BRSR coverage aligned with SEBI mandate
Capstone with mock board + industry panel — uncommon at BBA level
▸ FOR CONTINUOUS IMPROVEMENT
International macro + currency dynamics treated at overview level — deeper in T5 E11 International Business
Detailed M&A regulatory mechanics deferred to T6 PE Mergers, Acquisitions & Leveraged Buyouts
Sector-deep regulation (banking, insurance, pharma) at overview level — deeper in Sectoral Specialisation tracks
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Strategic Management of Indian Companies
P.M. Bala Subrahmanya
Sage
2023
Modules 1, 2
Competitive Strategy
Michael E. Porter
Free Press
1980 (reprint 2008)
Module 2 (foundational)
Strategic Management: An Indian Perspective
S. Hariharan, M.A. Vivekanand
Sage
2022
Modules 1, 2
Indian Financial System
Bharati V. Pathak
Pearson
2023
Module 3 (Indian regulatory)
Strategic Management & Business Policy
Azhar Kazmi
McGraw-Hill
2024
Modules 1, 2, 4
Strategic Management: Concepts and Cases
Fred R. David
Pearson
2023
Modules 1, 2
ESG Investing for Dummies
Brendan Bradley
Wiley
2021
Module 5
Stakeholder Theory: The State of the Art
R. Edward Freeman, Jeffrey S. Harrison, Andrew C. Wicks
Cambridge UP
2010
Module 4 (foundational)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 questions × 3 marks): 1a, 1b — CO1 (PESTEL); 2a, 2b — CO2 (Five Forces); 3a — CO3 (Regulatory)
PART B — Applied Analysis (25 marks): A current Indian business issue is described. Sub-questions cover CO1 (8 marks — PESTEL applied), CO2 (8 marks — Five Forces applied), CO3 (9 marks — regulatory implications).
PART B — Applied Analysis (27 marks): Indian business case described. Students apply frameworks across CO1-CO3 + write a section of a board pack.
PART C — Board Communication (27 marks): Students draft a 1-page executive summary + recommendation memo on a given Indian business-environment scenario. Marked on CO4 (stakeholder lens, 8 marks), CO5 (ESG lens, 8 marks), CO6 (communication quality, 11 marks).
E3 is the comprehensive foundation of marketing thinking + practice. By trimester end, students will: (a) apply STP (Segmentation, Targeting, Positioning) to real Indian markets, (b) design the marketing mix (4Ps) for Indian + global products, (c) understand consumer behaviour through the Indian consumer lens, (d) build brand strategies aligned with India's cultural + economic context, (e) navigate digital + traditional marketing channels with quantitative rigour, and (f) measure marketing ROI through analytics.
RATIONALE
Marketing Management is the analytical + creative spine of any consumer-facing business. Every Indian unicorn (Zomato, Swiggy, Flipkart, Meesho, Mamaearth, Boat, CarTrade, PhonePe, Nykaa) won through superior marketing — segmentation, positioning, channel design, brand building, growth marketing. E3 builds the foundational toolkit: 4Ps, STP, customer-journey mapping, brand architecture, digital marketing fluency, and marketing analytics. Real Indian cases throughout — from HUL's century-long FMCG dominance to BharatPe's rise + fall.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY the Segmentation, Targeting, and Positioning framework to Indian market scenarios.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO2BTL 3 · Apply
DESIGN the marketing mix covering product, price, place, and promotion for Indian and global products.
PO1 H · PO4 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
ANALYSE consumer behaviour through the Indian consumer lens including cultural, economic, and digital factors.
PO1 H · PO4 H · PO5 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (M): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
BUILD brand strategies including positioning, architecture, and equity, aligned with the Indian context.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
NAVIGATE digital and traditional marketing channels with quantitative rigour.
PO3 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO3 (H): Use of modern tools
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
MEASURE marketing ROI and Customer Lifetime Value using analytics frameworks.
PO5 H · PO4 H · PSO1 H · PSO2 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Real-worldIndiaMod 2, Mod 3, Mod 5 · CO2, CO3, CO5
Zomato vs Swiggy — Two-Sided Marketplace Marketing
Indian food-delivery duopoly. Zomato's IPO Jul 2021 + Swiggy's Nov 2024 IPO have showcased different marketing approaches: Zomato's content-first + brand-led, Swiggy's performance-marketing + Instamart-first. Different customer segments, different LTVs, different unit economics. Marketing mix differs materially. Students compare + evaluate.
DATA / SOURCES
Zomato + Swiggy annual reports + investor decks
Industry analyst reports (Bernstein, Goldman, Morgan Stanley)
Branding-trade press coverage
DELIVERABLE
Comparative case analysis: 4P + digital marketing + consumer behaviour lens across both platforms.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4 · CO1, CO2, CO3, CO4
HUL — A Century of Indian FMCG Marketing
Hindustan Unilever (formerly Hindustan Lever, originally Lever Brothers India 1933) is India's most-studied FMCG marketing story. From Sunlight soap to 50+ brands, HUL has navigated every Indian marketing transformation: TV, satellite, modern trade, e-commerce, D2C. The Project Shakti rural distribution + the Wheel detergent positioning are textbook. Students study the long arc + draw enduring lessons.
DATA / SOURCES
HUL annual reports + investor presentations
'Lifebuoy: A Century of Marketing' + similar HUL brand histories
India's FMCG sector evolution data
DELIVERABLE
10-page essay: 'Three biggest HUL marketing decisions of the last 50 years + the lessons for current Indian brands.'
Real-worldIndia / GlobalMod 1, Mod 2, Mod 4 · CO1, CO2, CO4
Apple's India Entry — Premium Positioning in a Price-Sensitive Market
Apple's India strategy evolution 2017-2026: from negligible market share to ~7% in premium smartphone segment. The 2023 Mumbai BKC + Delhi Saket Apple Stores marked a milestone. Marketing approach: premium positioning maintained, financing flexibility (EMIs), trade-in programs, retail experience focus. Apple has avoided 'India pricing' while growing share. Students analyse positioning + 4P design.
Real-worldIndiaMod 1, Mod 3, Mod 5 · CO1, CO3, CO5
Meesho — Social Commerce + Tier 2-3-4 Marketing
Meesho (founded 2015) pioneered social commerce in India — WhatsApp + Facebook-driven reselling for women + Tier 2-3-4 segments. Different customer + supplier base from Flipkart/Amazon. The 2022-23 funding winter forced restructuring. By 2024-25, Meesho's differentiated marketing approach is being copied + tested. Students analyse STP for the under-served Indian segments + the marketing approach.
DATA / SOURCES
Meesho funding press + scaling data
Indian social commerce industry reports
Bain + BCG India consumer reports
DELIVERABLE
10-page analysis: STP for next-half-billion consumers + Meesho's 4P design + digital marketing + lessons.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Marketing Plan — Real Indian D2C Brand
Each team of 3 picks a real (preferably small/medium) Indian D2C brand and builds a complete 6-month marketing plan: STP + positioning, 4P design, brand strategy review, digital + traditional channel plan, marketing analytics + ROI framework, budget proposal. Top 3 teams present to a panel including a CMO / VP-Marketing alumnus from a top Indian consumer brand. The capstone is the integration of every module.
WEEKLY MILESTONES
Week 2: Brand chosen + business + competitive context documented
60 students in horseshoe layout. Case + readings pre-assigned. Faculty cold-calls + facilitates discussion. Teams of 10 develop positions in breakouts, present, cross-question. Faculty synthesises.
60 students in computer lab. Excel + Google Ads + Tableau / Power BI. Each session: a marketing analytics exercise tied to that week's practical. Faculty + 3 TAs circulate.
Mid-trimester: a senior marketing leader (CMO / VP Marketing from Indian consumer brand). 30-min talk + 60-min Q&A. Students prepare questions in advance.
Teams of 4 build their own marketing-decision framework. Faculty provides 3 prompts (e.g., "When should a D2C brand expand to marketplaces?", "Pricing under price-led market entry", "Channel choice for tier-2 expansion"). Each team picks one prompt, reviews 3+ existing frameworks, then constructs and defends an original framework. 1-page canvas + 5-min Week 10 defense.
In teams of 4, students design one marketing hypothesis, one measurable outcome, one experiment plan. Run a real test using GA4 / Meta Ads experimentation or a faculty-provided dataset from a partner D2C brand. 4-week sprint: Week 6 design, Week 7 launch, Week 8 mid-results, Week 9 final report with effect size + confidence interval + recommendation. Score 15% of internal grade.
ALM-17Case Study Analysis (Industry-Grade)Weeks 4 and 9 (two marketing cases)
Mid-trimester: B2C marketing case (e.g., Tata Tea Premium, Mamaearth scale-up). End-trimester: B2B or platform marketing case (e.g., Razorpay positioning, Zoho vs Salesforce in India). 2-page brief + 90-min dialogue + closing 1-page recommendation. Required to use frameworks from the trimester. 25% of internal grade.
ALM-20Role-Play (Standard)Weeks 5 and 9 (2 sessions, 90 min each)
B2B sales conversation role-plays. Students role-play as account executive, customer, and observer. Scenarios: discovery call with a sceptical CXO, handling pricing objections, navigating a multi-stakeholder buying committee, recovering a stalled deal. 30-min prep + 30-min play + 30-min debrief. Tied to marketing strategy frameworks covered in the trimester.
ALM-19Field Research with Structured ProtocolWeeks 4-10 (7-week field study)
Each team of 3 conducts 12 structured consumer interviews (≥4 per market segment) using a faculty-approved interview protocol. Protocol covers screening criteria, recording consent, structured + unstructured sections, and a transcription template. Mid-trimester (Week 7): pilot 4 interviews, refine protocol. Final (Week 10): 8 main interviews + thematic analysis report. Output: 8-page primary research report. 25% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — STP framework intro
—
Team formation; brand shortlist
P1: Perceptual mapping (ALM-12)
ALM-12
Diagnostic STP exercise (formative)
Week 2
Module 1 — Indian segmentation + targeting strategies
—
Brand chosen + context documented
P2: STP workshop
—
STP assignment (15 marks)
Week 3
Module 2 — Product + Price
Mamaearth case (ALM-3)
STP draft
P3: 4P design workshop
ALM-3 Mamaearth
Mamaearth case submission (30 marks)
Week 4
Module 2 — Place + Promotion + IMC
—
STP finalised
P4: Consumer persona design
—
4P assignment (15 marks)
Week 5
Module 3 — Indian consumer behaviour + cultural factors
Zomato-vs-Swiggy case (ALM-3)
4P design begins
P5: Brand audit workshop
ALM-3 Zomato-Swiggy
MID-TERM EXAM: 40 marks (CO1-CO3) — held Sat
Week 6
Module 3 + Module 4 — Indian persona + brand architecture
Marketing is learned by applying. ~65% of marks from applied work (capstone, cases, practicals); ~35% from theory + framework exams.
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
24%
205
Applied marketing analysis on real Indian brands
Capstone (marketing plan)
22%
60
Comprehensive marketing plan + pitch
Practicals (10 weekly)
10%
100
Hands-on marketing fluency
Module assignments (3)
6%
45
Targeted framework + concept assessment
Mid-term (Week 5)
13%
40
CO1-CO3 — STP + 4P + consumer behaviour
End-term (Week 12)
20%
75
All 6 COs — theory + applied
Third-party AI adaptive assessment
5%
25
Continuous AI-evaluated competency
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
E3 is benchmarked against Kellogg's Marketing Strategy, IIM-A's Marketing Management (PGP core), Wharton MKTG 611, and Indian BBA comparables. E3's differentiation: heavy Indian D2C case mix (Mamaearth, BoAt, Meesho), strong digital + analytics integration, and direct linkage to placement skills at Indian consumer companies + agencies.
US-specific content less relevant to India-first BBA. Strategy frameworks at PG level — KLBS T5 E10 covers in depth.
IIM-A Marketing Management
95%
PG core. Strong overlap.
Topics in this syllabus but NOT in KL F1:
Industrial marketing depth
Detailed channel-relationship economics
Rationale for KL omission:
Industrial marketing covered in T4 PE 'Account-Based Marketing'. Channel economics at appropriate BBA depth in E3.
Wharton MKTG 611
88%
MBA core. Strong analytical orientation.
Topics in this syllabus but NOT in KL F1:
Conjoint analysis (covered in T5 E5 instead)
Pricing experiments depth
Rationale for KL omission:
Conjoint + advanced research methods covered in T5 E5 Marketing Research & Consumer Insights.
▸ STRENGTH AREAS
Strong Indian D2C case mix (Mamaearth, BoAt, Meesho, Nykaa) — uncommon at BBA level
Digital marketing + MarTech integration as a first-class outcome
Marketing analytics (CAC, LTV, attribution) with quantitative depth
Capstone with industry panel — real CMO / VP Marketing review
India-cultural-context throughout (Tier 2-3-4 segments, festive consumption, regional diversity)
▸ FOR CONTINUOUS IMPROVEMENT
B2B marketing treated lighter — deeper in T4 PE Account-Based Marketing
International marketing at overview level — deeper in T5 E11 International Business
Marketing research methods deferred to T5 E5 Marketing Research & Consumer Insights
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Marketing Management
Philip Kotler, Kevin Lane Keller
Pearson
2024
All 6 modules (foundational reference)
Marketing Management: A South Asian Perspective
Kotler, Keller, Koshy, Jha
Pearson
2024
All 6 modules (Indian context)
Strategic Brand Management
Kevin Lane Keller
Pearson
2024
Module 4
Positioning: The Battle for Your Mind
Al Ries, Jack Trout
McGraw-Hill
2001
Module 1 (foundational)
Building Strong Brands
David A. Aaker
Free Press
1996
Module 4
The Long Tail
Chris Anderson
Hyperion
2006
Module 5 (digital marketing context)
Hooked: How to Build Habit-Forming Products
Nir Eyal
Portfolio
2014
Module 3
Marketing Metrics
Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, David J. Reibstein
Pearson
2015
Module 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 questions × 3 marks): 1a, 1b — CO1 (STP); 2a, 2b — CO2 (4P); 3a — CO3 (consumer behaviour)
PART B — Applied Case (25 marks): An Indian product/brand context described. Students do STP analysis (CO1, 8 marks), 4P design (CO2, 9 marks), consumer behaviour insight (CO3, 8 marks).
Read the macro. Track the policy. Decode the markets.
F2 develops macroeconomic + global-markets literacy. By trimester end, students will: (a) compute + interpret national-income aggregates (GDP, NNP, real vs nominal), (b) analyse inflation, unemployment, growth dynamics, (c) apply IS-LM + AD-AS frameworks to policy scenarios, (d) interpret RBI monetary policy + central-bank actions globally, (e) navigate fiscal policy, deficits, debt sustainability, and (f) analyse balance-of-payments, exchange rate dynamics, and global capital flows affecting India.
RATIONALE
Every business decision sits inside a macroeconomic context — interest rates, inflation, exchange rates, fiscal policy, monetary policy, global capital flows. Indian managers operate in a market where RBI's monetary policy moves loan portfolios overnight, where USD-INR swings cost margins, where global Fed decisions reroute FII flows. F2 builds macroeconomic literacy at the level a junior analyst at a research firm, an associate at a Big-4 consulting house, or an entry banker at HDFC / SBI / Goldman needs from day 1. The course is grounded in real Indian + global data: RBI bulletins, IMF reports, World Bank data, Bloomberg/Reuters.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY national income accounting concepts including GDP, GNP, NNP, and real versus nominal measures using Indian and global data.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
ANALYSE inflation, unemployment, and growth dynamics along with their inter relationships such as the Phillips curve and Okun's law.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
APPLY the IS LM and AD AS frameworks to monetary and fiscal policy scenarios, and ANALYSE policy transmission channels.
PO1 H · PO5 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO4BTL 4 · Analyse
INTERPRET RBI monetary policy alongside Fed and ECB actions, and ANALYSE their impact on Indian businesses and markets.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE fiscal policy, deficits, and debt sustainability with reference to Indian Union and State budgets in context.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE balance of payments, exchange rate dynamics, and capital flows, and their effect on Indian businesses.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 6 hr
National Income Accounting
TOPICS
GDP — expenditure, income, output approaches (the 3 measurement methods)
GNP, NNP, NNI, personal income, disposable income — the income hierarchy
Real vs nominal GDP; GDP deflator; chain-linking; constant prices
Indian rupee history: devaluations, depreciations, the road to 2025
Tools RBI Weekly Statistical Supplement · IMF BoP data · Excel + Python for FX analysis
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1 · CO1
India's GDP Methodology Revision (2015) — What Changed + Why It Mattered
In 2015, CSO revised India's GDP methodology — shifting to MCA21 data, GVA at basic prices, new base year (2011-12). Headline GDP growth jumped 1-2 percentage points; debate erupted about whether the new series understated or overstated reality. Former CEA Arvind Subramanian published influential critiques. Students decode the methodology change + its investment implications.
DATA / SOURCES
MOSPI methodology documents: https://mospi.gov.in
Arvind Subramanian's Brookings papers on India GDP
RBI working papers on the new series
DELIVERABLE
5-page methodology critique: (a) what changed in 2015, (b) impact on stated growth, (c) Subramanian critique summary, (d) implications for cross-time comparisons, (e) recommendations for users of Indian GDP data.
In 2016, India adopted Flexible Inflation Targeting with a 4% (±2%) CPI target. The MPC structure was created. Students analyse: did FIT work? What's the inflation trajectory vs target? How has RBI handled COVID-era inflation surge? What's the verdict 8+ years in?
DATA / SOURCES
RBI MPC minutes archive
RBI Annual Reports + Monetary Policy Reports
Academic analyses of FIT in India
DELIVERABLE
5-page FIT review: (a) inflation vs target trajectory 2016-2024, (b) MPC decisions analysis, (c) COVID-era exception handling, (d) verdict + recommendations for next FIT period.
5-page macroeconomic assessment: (a) macro indicators pre + post, (b) stated objectives vs achieved, (c) RBI + government coordination, (d) lessons for future policy shocks.
March 2020 lockdown; GDP contracted 23.9% in Q1 FY21. Government responded: Atmanirbhar Bharat (Rs 27 lakh crore package), GST + tax measures; RBI cut rates aggressively, expanded balance sheet, special liquidity windows. By FY22, India was growing again. Students analyse the coordinated fiscal-monetary response.
From near-zero in early 2022, the US Fed raised rates to 5.25-5.50% by mid-2023, then began cutting in late 2024. Each move rippled through emerging markets including India: FII flows, USD-INR, Indian yields. Students analyse the linkage + RBI's response.
1991: India approached IMF with a 18-tonne gold pledge to avoid sovereign default. The conditionality reshaped India's economy — LPG (Liberalisation, Privatisation, Globalisation) reforms. Students analyse the macroeconomic foundations of the 1991 crisis + the subsequent transformation. India hasn't returned to IMF program since.
DATA / SOURCES
Manmohan Singh's 1991 Budget speech
Montek Singh Ahluwalia's memoirs
IMF Article IV consultation reports
DELIVERABLE
5-page macro history analysis: (a) 1991 crisis precursors, (b) IMF program terms, (c) reforms launched + impact, (d) lessons for current emerging markets in distress.
Real-worldGlobal (South Asia)Mod 5, Mod 6 · CO5, CO6
Sri Lanka Default (2022) — When the BoP Breaks
April 2022: Sri Lanka declared sovereign default, the first South Asian country since Pakistan's 1998 partial default. FX reserves collapsed, IMF program, political crisis, Aragalaya protests. India provided $4B+ lifeline. Students analyse the macro precursors + Indian government's regional response.
DATA / SOURCES
Sri Lanka Central Bank reports
IMF EFF program documents for Sri Lanka
Indian Ministry of External Affairs press releases
DELIVERABLE
5-page sovereign-distress analysis: (a) Sri Lankan macro pre-crisis, (b) trigger events, (c) IMF program, (d) Indian role, (e) lessons for India + South Asian neighbours.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Macro Outlook + Investment Implications — Real Indian Sector
Each team of 3 picks an Indian sector (auto, banking, IT services, pharma, retail, real estate, consumer durables, etc.) and produces a 'macro outlook' document a buy-side analyst could actually use: GDP + inflation trajectory, monetary + fiscal scenarios, sector-specific macro sensitivities, investment recommendation. Top 3 teams present to a panel including a sitting macro economist from a research firm (alumni-connection).
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
RBI DBIE + MOSPI data extraction + GDP decomposition
Build 10-year GDP table for India + compare with US/China/Brazil
DBIE, MOSPI, Excel
Comparative GDP workbook
W2
Inflation data analysis — CPI vs WPI vs core
India inflation decomposition 2015-2025
RBI, MOSPI, Excel
Inflation dashboard
W3
Phillips curve + Okun's law estimation for India
Regression-based estimation using PLFS data
Python (statsmodels), Excel
Estimated curves with interpretation
W4
IS-LM simulation workbook
Policy shock simulations for India FY24
Excel + Python
Working IS-LM model
W5
RBI MPC analysis workshop
Decode last 10 MPC minutes + map decisions to outcomes
RBI website, Excel
MPC decision-impact matrix
W6
Fed FOMC analysis + dot plot interpretation
Compare Fed + RBI policy stances 2022-2025
Fed website, Bloomberg/Reuters, Excel
Comparative central-bank stance memo
W7
Union Budget decomposition
Latest Union Budget — revenue, capital, deficit decomposition
indiabudget.gov.in, Excel
Budget decomposition + sustainability assessment
W8
Debt sustainability analysis (DSA)
India + 4 EM peers — debt path projections
IMF DSA framework, Excel
DSA workbook + memo
W9
BoP decomposition + FX reserves analysis
India BoP 2015-2025 + reserves adequacy
RBI WSS, IMF BoP, Excel
BoP analytical memo
W10
INR + FX analysis workshop
USD-INR drivers + REER + NEER analysis
RBI data, Python, Excel
INR drivers analysis
07 Active Learning Methods used
Balanced mix — 4 ALMs across the trimester covering discussion, building, and reflection modes.
ALM-3Case-Based DiscussionWeeks 3, 5, 7, 9, 11 — 5 sessions for major cases
60 students horseshoe layout. Pre-class: case + RBI/MOSPI data assigned. In-class: faculty cold-calls students through the macro analysis. Faculty builds the data narrative on whiteboard. Teams vote on policy assessment. Closing: faculty synthesises. ~75 min/case.
Mid-trimester guest session: a sitting economist from RBI / research firm / brokerage. Discusses real macro analysis as part of investment decisions. 30-min talk + 60-min Q&A.
ALM-2Structured Debate with Cross-Perspective ReflectionWeeks 6 and 11 (2 sessions, 90 min each)
Two teams of 15 debate macroeconomic policy motions (e.g., "RBI should prioritise inflation over growth" / "India should pursue capital-account convertibility now"). 90 minutes: opening, rebuttal, cross-questioning, closing, judging-team scoring, faculty synthesis. Reflection essay due 1 week later — required to explicitly engage the opposing side's strongest argument.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — GDP measurement (3 approaches); GNP/NNP/NDP
—
Capstone team formation; sector shortlist
P1: GDP data extraction (ALM-12)
ALM-12
Diagnostic quiz (formative)
Week 2
Module 1 — Real vs nominal; GVA; India methodology
Macroeconomics is a habit of seeing data + frameworks together. ~60% applied (capstone, cases, practicals); ~40% theory + computation (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
22%
210
Applied macro analysis on real Indian + global cases
Capstone (macro outlook + sector report)
22%
60
End-to-end macro-sector analysis
Practicals (10 weekly)
11%
100
Data + framework + tool fluency
Mid-term (Week 5)
15%
40
CO1-CO3 — national income + inflation + IS-LM
End-term (Week 12)
25%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
F2 is benchmarked against IIM-A's Macroeconomic Environment of Business, MIT 14.02 (Macro Principles), and ISI's Macroeconomic Theory I. F2's differentiation: India-first data + cases (Demonetisation, FIT, COVID response, Fed-India linkage), contemporary policy treatment, capstone with real-sector investment implications.
Macro-sector capstone bridges theory + practical investment work
Strong placement signal for research / consulting / banking roles
▸ FOR CONTINUOUS IMPROVEMENT
Modern theoretical macro (NK models, DSGE) at preview level only
Behavioral macroeconomics deferred to PE / Strategy electives
Macroeconometric methods deeper in T3 D3 ML + later quant electives
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Macroeconomics (12th ed.)
N. Gregory Mankiw
Worth Publishers
2024
Modules 1-4 (the standard textbook globally)
Indian Economy
Ramesh Singh
McGraw-Hill India
2024
Modules 1-5 (Indian context spine)
India's Long Road
Vijay Joshi
OUP
2017
Modules 5, 6
The Indian Financial System
Bharati V. Pathak
Pearson
2023
Module 4
Economic Survey of India (current year)
Ministry of Finance, GoI
Government of India
2024
Modules 1, 5
International Economics (15th ed.)
Robert J. Carbaugh
Cengage
2023
Module 6
Backstage: The Story Behind India's High Growth Years
Montek Singh Ahluwalia
Rupa
2020
All modules (Indian policy memoir)
World Economic Outlook (latest)
IMF
IMF
2024
Modules 1, 6 (current reference)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a, 3b — CO3.
PART B — Applied Problem (22 marks): Indian macro situation given. Sub-questions cover CO1 (8 marks — data computation), CO2 (7 marks — inflation/growth interpretation), CO3 (7 marks — IS-LM application).
Compute the real cost. Make the right decision. Track the variance.
F4 develops cost-accounting + management-accounting literacy. By trimester end, students will: (a) classify + analyse costs (fixed, variable, mixed, semi-variable), (b) apply costing methods (job, process, ABC, lifecycle), (c) prepare + interpret budgets + variance analyses, (d) make short-term decisions (make-vs-buy, drop-vs-continue, special order, product-mix), (e) apply capital-budgeting basics (NPV, IRR, payback), and (f) analyse transfer pricing + responsibility accounting in Indian corporate contexts.
RATIONALE
Where F3 trained students to read external financial statements, F4 trains them to read + use internal cost information for business decisions. Every product-pricing decision, every outsource-vs-make decision, every plant-shutdown decision, every customer-profitability discussion rests on cost accounting fundamentals. F4 takes students from cost classification + behaviour through ABC, variance analysis, transfer pricing, capital budgeting basics, and decision-relevant costing — at the depth a junior FP&A analyst at Tata / HUL / Maruti / Infosys needs from day 1. Strongly applied: every week has an Excel + decision-memo exercise.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY cost classification and cost behaviour analysis covering fixed, variable, and mixed costs to real business scenarios.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
APPLY costing methods including job, process, activity based, and lifecycle costing to manufacturing and services scenarios.
PO1 H · PO5 H · PSO1 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (M): Industry and real world fluency
CO3BTL 4 · Analyse
PREPARE budgets and APPLY variance analysis across material, labour, overhead, and sales dimensions for performance assessment.
PO5 H · PO4 H · PSO1 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO4BTL 5 · Evaluate
MAKE short term decisions including make or buy, drop or continue, special order, and product mix, using relevant cost analysis.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
APPLY capital budgeting techniques including NPV, IRR, payback, and profitability index to investment decisions.
PO5 H · PO1 H · PSO1 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO1 (H): Apply business and management knowledge
PSO1 (H): Apply functional knowledge
CO6BTL 5 · Evaluate
ANALYSE transfer pricing and responsibility accounting in Indian and multinational contexts.
PO2 H · PO4 H · PSO2 H
Mapping rationale
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
International transfer pricing: tax + transfer-pricing regulation (CBDT rules)
Indian context: TCS-Tata Sons, Reliance Jio-RIL, multinational subsidiary structures
Balanced Scorecard preview
Tools Excel · Indian transfer-pricing case studies
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2 · CO1, CO2
Maruti Suzuki Cost Structure — India's Largest Carmaker
Maruti's gross margin has been a topic of intense investor interest. With ~40% market share in Indian PV, Maruti's cost structure (steel + electronics + labour + overheads + marketing) reveals decisions about localisation, supplier relationships, plant economics. Students decompose Maruti's reported financials + estimate cost structure.
Indian IT services majors use sophisticated project costing — fixed-bid, time-and-materials, outcome-based pricing. Margin = revenue – cost of delivery (people, infra, travel). Pyramid structure (junior:senior ratio) drives unit economics. Students model the project-costing approach + analyse its implications.
Tata Steel has historically been one of the most integrated steel companies — captive iron-ore + coal mines, captive power, integrated logistics. Recent debates: should Tata Steel sell some of its captive mines to focus capital on EU operations? The make-vs-buy decision is at multi-billion-rupee scale. Students analyse using relevant-cost framework.
DATA / SOURCES
Tata Steel annual reports
Investor day presentations
Industry analyst reports
DELIVERABLE
5-page make-vs-buy memo: (a) captive vs market iron-ore cost analysis, (b) strategic value of captive mines, (c) capital reallocation analysis, (d) recommendation to the Tata Steel board.
Indian pharma majors (Sun, Dr. Reddy's, Cipla, Biocon, Lupin) spend 7-12% of revenue on R&D. Each new molecule + each new ANDA filing is a capital decision. NPV analysis: clinical-trial costs, USFDA approval probability, market exclusivity, generic competition. Students model an ANDA development decision.
When Reliance Jio was a wholly-owned subsidiary of RIL, transfer pricing between Jio + other RIL businesses (oil-to-chemicals, retail) was scrutinised. CBDT transfer-pricing rules apply; specific transactions reviewed. Students analyse the transfer-pricing framework + the specific Reliance case.
Indian D2C brands (Mamaearth, BoAt, Nykaa, Lenskart) increasingly use customer-profitability analysis to decide segmentation + marketing spend. Customer LTV varies 10x across cohorts. ABC + relevant-cost framework essential. Students model a real Indian D2C customer-profitability case.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Cost-accounting choices ARE strategic positioning. Activity-Based Costing vs traditional absorption costing changes which products look profitable. Standard costing with tight variances signals operational discipline. Transfer pricing decisions are war-rooms for MNCs. F4 frames every costing choice as a deliberate decision about how the firm wants to see itself — and how it wants tax authorities, regulators, and competitors to see it.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO4
Environmental costing and carbon costing are extensions of the relevant-costing logic taught in CO4. Students learn to price internal carbon (notional charge per tonne of CO2-equivalent) into project NPVs and product margins — the same approach Tata Steel and Mahindra now use for capex decisions.
Environmental costing: lifecycle costing (LCC) and total cost of ownership (TCO) with environmental externalities priced in.
Internal carbon pricing: how Indian conglomerates (Tata Steel ~$25/tCO2e, Mahindra ~$10/tCO2e) apply shadow carbon prices to capex evaluation.
India's Carbon Credit Trading Scheme (CCTS) — operational from 2025 for energy-intensive sectors. Linkages to cost structure.
Avoided-cost analysis for sustainability investments (energy-efficiency capex, water recycling).
Additional hours: 2 hours added to Module 4; 1 hour added to Module 5 practical
Rationale: India's CCTS rolled out 2025; large industrial firms are now pricing carbon internally. A management-accountant graduate must be able to model this.
Case extensionMini-case: Tata Steel's internal carbon price applied to a Kalinganagar capex decision — does the NPV reverse?
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — one for anomaly detection in cost data (catches transfer-pricing errors, duplicate allocations), one general-purpose for variance-narrative writing.
Anomalo (or Claude with structured prompts)Cost-data anomaly detectionModule 3
Workflow:Apply Anomalo's automated anomaly detection to a 12-month cost-allocation dataset. Surface unusual cost-centre charges, duplicate allocations, or miscoded entries. Recommend allocation-system improvements based on the patterns.
Claude / ChatGPTVariance-narrative draftingModule 3
Workflow:Given a variance-analysis table (price variance, quantity variance, mix variance), draft three executive-narrative versions: (a) operations head's view, (b) CFO's view, (c) board view. Critique each for what it emphasises and conceals.
Skill built:Stakeholder-tailored variance communication
Deliverable:Three-narrative variance memo with side-by-side critique
Internal carbon pricing adoption — Tata Steel, Mahindra, Reliance, ITC publicly disclose shadow carbon prices in their BRSR filings.
Scope 3 emissions accounting — under IFRS S2, large Indian buyers will demand Scope 3 disclosures from suppliers; small suppliers will need new cost-data systems.
AI-augmented FP&A: Anaplan, Pigment, Cube Software now offer AI-assisted forecast variance explanation. Indian FP&A teams adopting through 2026.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
FP&A Pack — Real Indian Listed Company
Each team of 3 picks a real Indian listed company + builds the FP&A pack a finance leader would actually present to the CEO: cost-structure analysis, budgeting + variance, decision-relevant analysis (one major decision case), capital-budget proposal, segment transfer-pricing review. Final presentation to a panel including a sitting CFO (alumnus).
WEEKLY MILESTONES
Week 2: Company chosen + data extraction plan
Week 4: Cost-structure analysis complete
Week 6: Budget + variance analysis complete
Week 8: Decision case (make-vs-buy / drop-vs-continue) analyzed
Week 10: Capital-budgeting proposal drafted
Week 11: Transfer-pricing review
Week 12: Final FP&A pack + presentation to panel
FINAL DELIVERABLE
FP&A pack (15-20 pages) with Excel models + 12-min presentation.
EVALUATION
Cost analysis [20%], budgeting + variance [20%], decision case [20%], capital budgeting [15%], transfer pricing [10%], presentation [15%]. 60 marks.
06 10 weekly practical experiments
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Cost classification + behaviour
Vijayawada-based MSME cost decomposition
Excel
Cost classification workbook
W2
CVP analysis + break-even
Indian D2C brand CVP model
Excel
CVP + sensitivity workbook
W3
Job costing workshop in Tally Prime
Indian construction company project costing — set up cost-categories per project in Tally Prime, allocate direct + indirect costs, generate per-project P&L
Tally Prime · Excel
Job-cost sheet for a real project
W4
Process costing workshop
Indian cement/FMCG process costing
Excel
Process-costing report
W5
ABC implementation
Indian manufacturing ABC analysis
Excel
ABC vs traditional costing comparison
W6
Master budget preparation
Indian SBU annual budget
Excel
Complete master budget workbook
W7
Variance analysis workshop
Indian SBU month-end variance pack
Excel
Variance analysis report
W8
Make-vs-buy decision modeling
Indian pharma make-vs-buy case
Excel
Decision memo + model
W9
Capital budgeting workshop
Indian factory expansion NPV
Excel
NPV + IRR + sensitivity workbook
W10
Transfer pricing modeling
Indian conglomerate inter-segment transfer pricing
Excel
Transfer-pricing analysis memo
07 Active Learning Methods used
Diverse pedagogy — 5 ALMs spanning discussion, building, data work, simulation, and reflection.
ALM-12Computational Lab (Excel)Weeks 1-10 — 10 sessions, every practical week
60 students in computer lab, 1:1 workstations. Starter Excel models with partial data. Students complete cost analyses, budgets, variance computations, NPV calculations. Faculty + 3 TAs circulate. Final 20 min: 3-4 student solutions critiqued.
ALM-3Case-Based DiscussionWeeks 3, 5, 7, 9, 11 — 5 sessions for major cases
60 students horseshoe. Pre-class: case + Excel data. In-class: cold-call walkthrough of cost analyses + decisions. Teams vote on decisions. Faculty synthesises lessons. ~75 min/case.
60 students write a finance-leader-grade memo on a decision scenario in 45 min. Faculty + TAs critique. Final 30 min: 3-4 memos projected + critiqued for analysis + decision framing.
Teams of 3 build a cost-decision framework: when do allocation decisions matter, when do they not? Students review traditional absorption costing, ABC, and contribution-margin frameworks, then construct a decision tree or matrix that helps a manager pick the right one for their situation. Defends at end of Week 9.
ALM-17Case Study Analysis (Industry-Grade)Weeks 5 and 10 (two cost-accounting cases)
Mid-trimester: ABC adoption case (e.g., Indian bank fee allocation, hospital service costing). End-trimester: pricing decision case (e.g., airline ancillary pricing, B2B services pricing). Required: each student submits both a quantitative spreadsheet model and a 2-page memo. 20% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Industry-specific costing covered in Sectoral electives in Y2+.
▸ STRENGTH AREAS
Indian decision case mix unique at BBA level
FP&A pack capstone bridges to real industry work
Excel modelling discipline from week 1
Direct placement signal to FP&A + analyst roles
Capital budgeting + transfer pricing previewed at BBA level
▸ FOR CONTINUOUS IMPROVEMENT
Advanced strategic-cost-management deeper in T4 F7
Behavioral aspects of budgeting deferred to OB-Strategy electives
Quantitative product-mix optimization at preview level (deeper in OR PE)
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Cost Accounting: A Managerial Emphasis (16th ed.)
Horngren, Datar, Rajan
Pearson
2024
Modules 1-6 (standard global textbook)
Management and Cost Accounting (11th ed.)
Colin Drury
Cengage
2024
Modules 1-6
Cost Accounting
Jain & Narang
Kalyani Publishers
2024
Modules 1-3 (Indian context)
Managerial Accounting (16th ed.)
Garrison, Noreen, Brewer
McGraw-Hill
2023
Modules 3-4
Strategic Cost Management
John K. Shank, Vijay Govindarajan
Free Press
1993
Module 6 (preview of T4 F7)
The Balanced Scorecard
Robert S. Kaplan, David P. Norton
HBR Press
1996
Module 6 (preview)
Activity-Based Costing
Robert S. Kaplan, Robin Cooper
HBR Press
1998
Module 2
Cost Accounting Standards (CAS)
Institute of Cost Accountants of India
ICAI-CMA
2024
Modules 1-6 (Indian regulatory reference)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Title
Platform
Instructor / Organisation
Link
Modules
Managerial Accounting: Cost Behaviors, Systems and Analysis
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2
PART A — Short Answer (18 marks, 6 × 3): 1a, 1b, 1c — CO1; 2a, 2b, 2c — CO2.
PART B — Costing Problem (22 marks): Indian company scenario. Compute: (a) cost structure + break-even (CO1, 10 marks), (b) ABC-vs-traditional comparison (CO2, 12 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (21 marks, 7 × 3): 1a — CO1; 2a — CO2; 3a, 3b — CO3; 4a — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — Decision Problem 1 (24 marks): Make-vs-buy or product-mix scenario covering CO3, CO4.
PART C — Decision Problem 2 (30 marks): Capital-budgeting + transfer-pricing scenario covering CO5, CO6.
Train the model. Test the prediction. Question the result.
D3 develops applied ML literacy. By trimester end, students will: (a) apply the ML workflow (problem framing → data → train → evaluate → deploy), (b) apply supervised learning algorithms (linear/logistic regression, decision trees, random forest, gradient boosting), (c) apply unsupervised learning (clustering, dimensionality reduction), (d) evaluate models using appropriate metrics + cross-validation, (e) interpret model predictions + identify bias / fairness concerns, and (f) build end-to-end ML solutions for real Indian business problems.
RATIONALE
Machine Learning has moved from 'nice-to-have' to 'baseline-fluency' for any business analyst. Every Indian unicorn (Zomato, PhonePe, CRED, Razorpay, Meesho) uses ML for fraud detection, recommendation, churn prediction, demand forecasting, credit scoring. Every entry analyst at Big-4 consulting, every business-intelligence engineer at HDFC/ICICI/Kotak, every product-data associate at Indian D2C is expected to read ML output, understand model choices, evaluate predictions. D3 takes BBA students from supervised/unsupervised learning fundamentals through model evaluation + interpretability + ethical considerations — at the depth that matches an entry data analyst, not a research ML engineer. Strongly hands-on: every week has Python + scikit-learn exercises on real Indian datasets.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY the machine learning workflow covering problem framing, data preparation, feature engineering, and the train and test split.
PO1 H · PO3 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Technology and data fluency
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 3 · Apply
APPLY supervised regression algorithms including linear, regularised, and tree based methods to real Indian business datasets.
PO3 H · PO5 H · PSO1 H
Mapping rationale
PO3 (H): Technology and data fluency
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 3 · Apply
APPLY supervised classification algorithms including logistic regression, decision trees, random forests, and gradient boosting for business decisions.
PO3 H · PO4 H · PO5 H · PSO1 H
Mapping rationale
PO3 (H): Technology and data fluency
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO4BTL 4 · Analyse
APPLY unsupervised learning methods including k means, hierarchical clustering, and PCA for customer segmentation and dimensionality reduction.
PO3 H · PO5 H · PSO1 H · PSO2 M
Mapping rationale
PO3 (H): Technology and data fluency
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (M): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE machine learning models using cross validation, appropriate metrics such as RMSE, MAE, accuracy, precision, recall, F1, and AUC ROC, and diagnose issues such as overfitting, underfitting, leakage, and drift.
PO4 H · PO5 H · PO3 H · PSO1 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PO3 (H): Technology and data fluency
PSO1 (H): Apply functional knowledge
CO6BTL 5 · Evaluate
INTERPRET machine learning predictions and ANALYSE bias, fairness, and interpretability considerations in business deployment.
PO2 H · PO4 H · PO6 H · PSO2 H
Mapping rationale
PO2 (H): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PO6 (H): Communication
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
ML Workflow + Data Preparation
TOPICS
ML problem framing: supervised vs unsupervised; regression vs classification
Data preparation: cleaning, missing-value handling, outliers, normalisation, encoding
Fairness in ML: group + individual fairness, demographic parity, equalized odds
Indian context: credit-scoring fairness (NBFC), hiring-algorithm bias, healthcare-ML ethics
ML deployment basics: model serialisation, monitoring, A/B testing preview
Tools SHAP · scikit-learn permutation importance
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 5 · CO1, CO2, CO5
Zomato/Swiggy Demand Forecasting — Restaurant Order Prediction
Indian food-delivery platforms must forecast restaurant-level demand at 30-min granularity for: inventory prep, delivery-fleet allocation, surge-pricing, restaurant capacity messaging. ML models combine: historical orders, weather, day-of-week, holiday, promotions, local events. Students build a regression model on simulated restaurant data.
Indian Telecom Customer Churn Prediction — Jio / Airtel
Indian telecom churn is intense — porting rules, plan competition, network-quality drive monthly attrition. Operators run sophisticated churn ML: 30-day-ahead probability, intervention recommendations, ROI per retention spend. Students build classification models on synthetic telecom customer data.
Data prep + imbalance [20%], features [20%], modeling [25%], evaluation [20%], memo [15%]. 30 marks.
Real-worldIndiaMod 3, Mod 5, Mod 6 · CO3, CO5, CO6
Indian Fintech Credit Scoring — Lending Decisions
Indian fintech lenders (CRED, PhonePe credit, Slice, KreditBee, Niyo) score borrowers using ML models: traditional credit-bureau data + alternative data (SMS, app-usage, device, social). Decisions affect millions of borrowers monthly. RBI Digital Lending Guidelines 2022 mandate fair-lending + explainability. Students build a credit model + test for fairness.
Indian E-commerce Customer Segmentation — Meesho / Myntra
Indian e-commerce platforms have millions of customers with diverse purchasing patterns. RFM (Recency-Frequency-Monetary) segmentation + behavioural clustering drives personalisation, CRM, retention, win-back. Students apply k-means + hierarchical clustering to a simulated Indian e-commerce dataset.
Real-worldIndiaMod 3, Mod 5, Mod 6 · CO3, CO5, CO6
Indian Healthcare ML — Apollo / Manipal Diagnostic Prediction
Indian hospital chains increasingly use ML for: disease prediction, no-show forecasting, length-of-stay prediction, readmission risk. Apollo Hospitals has partnered with Tech majors for AI projects. Patient-privacy + DPDP Act + medical-grade-explainability obligations make healthcare ML particularly challenging.
DATA / SOURCES
Public healthcare datasets (UCI, Kaggle)
Apollo + Manipal press on AI initiatives
DELIVERABLE
End-to-end notebook: (a) data preparation, (b) classification modeling, (c) evaluation (ROC, sensitivity, specificity), (d) interpretability for clinicians, (e) DPDP-compliance memo to CMO.
Indian payment + credit-card platforms run real-time fraud-detection ML at NPCI-scale: 13B+ UPI transactions/month, ms-latency decisions. Class-imbalance is extreme (fraud is <0.1%). Models combine: transaction features, customer history, device, geo, velocity. The cost of false-negative (missed fraud) vs false-positive (legit txn blocked) drives metric design.
Real-worldIndiaMod 2, Mod 4, Mod 5 · CO2, CO4, CO5
Indian Retail Recommendation Systems — Flipkart / Nykaa
Indian e-commerce + content platforms run recommendation systems: 'You might also like', 'Customers who bought X bought Y', personalised feed ordering. ML methods range from collaborative filtering (matrix factorisation) to deep-learning recommenders. The tradeoff between accuracy, diversity, novelty, latency matters. Students build a simple recommendation system.
DATA / SOURCES
MovieLens-style public datasets
Indian e-commerce case studies
DELIVERABLE
End-to-end notebook: (a) data preparation, (b) collaborative filtering implementation, (c) similarity-based recommender, (d) evaluation, (e) memo on production challenges + 2-page recommendation to platform CPO.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End ML Solution — Real Indian Business Problem
Each team of 3 chooses a real Indian business problem solvable with ML (churn, fraud, demand forecasting, customer segmentation, credit scoring, recommendation, NPS-driver analysis). Team finds a public dataset + builds an end-to-end ML solution: problem framing, EDA, feature engineering, multiple models, evaluation, interpretability, fairness check, deployment-readiness memo, presentation. Top 3 teams present to a panel including a Bangalore/Hyderabad-based senior data scientist (alumni connection).
WEEKLY MILESTONES
Week 3: Problem chosen + data sourced + EDA complete
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
ML workflow + scikit-learn setup
Iris + Boston housing baselines
Python, scikit-learn, Jupyter
End-to-end baseline notebook
W2
Data prep + feature engineering
Indian e-commerce dataset cleaning
pandas, scikit-learn
Cleaned + feature-engineered dataset
W3
Linear + regularised regression
Indian used-car price prediction
scikit-learn, Jupyter
Regression model + diagnostics
W4
Tree-based regression + ensembles
Indian real-estate price prediction
scikit-learn, XGBoost
RF + XGBoost models + comparison
W5
Logistic regression + classification basics
Indian telecom churn baseline
scikit-learn
Logistic classifier + evaluation
W6
Tree-based classifiers + boosting
Indian fintech credit scoring
scikit-learn, XGBoost
RF + XGB classifiers + comparison
W7
K-means clustering
Indian D2C customer segmentation
scikit-learn
Customer segments + profiling
W8
PCA + dimensionality reduction
Indian retail SKU clustering
scikit-learn
PCA-reduced + clustered SKU map
W9
Cross-validation + hyperparameter tuning
Indian healthcare classification (model selection)
scikit-learn (GridSearchCV)
Tuned model with CV report
W10
Interpretability + fairness
Indian credit-scoring fairness analysis
SHAP, scikit-learn
SHAP + fairness report
07 Active Learning Methods used
Balanced mix — 4 ALMs across the trimester covering discussion, building, and reflection modes.
ALM-12Computational Lab (Python)Weeks 1-10 — 10 sessions paired with practicals
60 students in computer lab. Starter Jupyter notebooks with partial ML code. Students complete: data prep, model fitting, evaluation, interpretation. Faculty + 3 TAs circulate. Final 20 min: 2-3 student solutions projected + critiqued.
ALM-3Case-Based DiscussionWeeks 3, 5, 7, 9, 11 — 5 sessions for major cases
60 students horseshoe. Pre-class: case + model results provided. In-class: students walk through ML decisions, evaluate alternatives. Faculty synthesises modeling + business lessons. ~75 min/case.
Mid-trimester guest: a Bangalore/Hyderabad senior data scientist or ML engineer (alumni). Discusses real ML projects + how academic ML differs from production ML. 30-min talk + 60-min Q&A.
Week 1: dataset release + EDA + train/test split protocol. Week 2: modelling sprint with daily leaderboard updates (RMSE, F1, or AUC depending on problem). Week 3: final submission window closes Friday noon; top 3 teams present their approach for 10 minutes each. Scoring: leaderboard position (60%) + writeup quality (40%). Required: report should include error analysis, not just metrics.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — ML workflow; supervised vs unsupervised
—
Capstone team formation
P1: scikit-learn setup (ALM-12)
ALM-12
Diagnostic quiz (formative)
Week 2
Module 1 — Data prep + feature engineering + leakage
Direct placement signal to data-analyst + ML-junior roles
Python + scikit-learn discipline from week 1
▸ FOR CONTINUOUS IMPROVEMENT
Deep learning at preview level only; deeper in Y2 PE if offered
MLOps + production deployment deeper in advanced electives
NLP + computer vision at preview; full coverage in specialised electives
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Hands-On Machine Learning with Scikit-Learn, Keras, and TensorFlow (3rd ed.)
Aurélien Géron
O'Reilly
2022
All modules (the standard practical ML book)
An Introduction to Statistical Learning (2nd ed.)
James, Witten, Hastie, Tibshirani
Springer
2021
Modules 1-5 (free PDF available)
Python Data Science Handbook
Jake VanderPlas
O'Reilly
2022
Modules 1-4
Interpretable Machine Learning
Christoph Molnar
Lulu (open book)
2024
Module 6
Fairness and Machine Learning
Barocas, Hardt, Narayanan
fairmlbook.org (open)
2023
Module 6
The Hundred-Page Machine Learning Book
Andriy Burkov
Self-published
2019
Modules 1-5 (concise reference)
Practical Statistics for Data Scientists
Bruce, Bruce, Gedeck
O'Reilly
2020
Modules 2, 3, 5
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a, 3b — CO3.
PART B — Applied Problem (22 marks): Indian business scenario with data summary. Sub-questions: (a) ML workflow design — CO1 (8 marks), (b) regression-model choice + rationale — CO2 (7 marks), (c) classification-model choice + rationale — CO3 (7 marks).
Take any business question. Find the data. Build the dashboard. Tell the story.
E13 develops production-grade business-analyst fluency. By trimester end, students will: (a) translate business questions into data requirements, (b) execute SQL + Python extractions on real Indian datasets, (c) design + build executive dashboards in Tableau + Power BI, (d) communicate insights to non-technical executive audiences, (e) apply business KPIs across functions (finance, marketing, ops, HR), and (f) deliver an end-to-end analyst project a CEO would actually use.
RATIONALE
E13 is unusual at BBA level: a 100% lab-driven course (0 lectures, 6 lab hours/week). The premise: students have learned the theory in D1 (Python), D2 (SQL), M2 (Statistics), D3 (ML). E13 takes them to the BI / Business-Analytics analyst role at an Indian unicorn, Indian bank's analytics team, or Big-4 consulting analytics group. Each week is a complete mini-analytics project: requirements → data → analysis → dashboard → recommendation. Tools: Tableau, Power BI, SQL, Excel, Python. The capstone is a full executive dashboard + insights deck for a real Indian listed company that an analyst could actually present in a CEO/CFO 1:1.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY business question translation by moving from a CEO question to data requirements and then to a clear analysis plan.
PO1 H · PO4 H · PO6 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO6 (H): Communication
PSO2 (H): Industry and real world fluency
CO2BTL 3 · Apply
APPLY SQL and Python for data extraction and analysis on real Indian datasets.
PO3 H · PO5 H · PSO1 H
Mapping rationale
PO3 (H): Technology and data fluency
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
APPLY Tableau and Power BI for executive grade dashboard design and interactivity.
PO3 H · PO6 H · PSO1 H
Mapping rationale
PO3 (H): Technology and data fluency
PO6 (H): Communication
PSO1 (H): Apply functional knowledge
CO4BTL 4 · Analyse
APPLY functional KPIs across finance, marketing, operations, and HR in Indian business contexts.
PO1 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
DESIGN data storytelling that is narrative first, executive grade in insight, and clear in recommendation framing.
PO4 H · PO6 H · PSO2 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO6 (H): Communication
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
DELIVER end to end analyst projects covering Indian listed company executive use cases.
PO1 H · PO4 H · PO6 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO6 (H): Communication
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 0 hr · P: 12 hr
Lab Track 1 — Business Question Decomposition
TOPICS
Translating CEO-grade questions to analytics deliverables (Lab Weeks 1-2)
Question framing: 'What does the data say?' vs 'What should we do?'
Executive-presentation simulation: 12-min CEO presentation + Q&A
Peer + faculty + alumni-CFO critique
Iteration based on feedback
Production-grade documentation
Reflection: what does an analyst job actually require?
Tools Tableau + Power BI · Capstone-presentation panel format
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4, Mod 5 · CO1, CO2, CO3, CO4, CO5
Indian Listed-Company Financial Dashboard — Build the CFO's Quarterly Pack
Pick any Indian listed company (Maruti, Infosys, HDFC Bank, Reliance, Tata Steel, etc.). Extract 8-quarter financial data from annual reports + investor presentations. Build a Tableau dashboard the CFO would actually use: revenue trends + segments, margin decomposition, working-capital metrics, capital allocation. Final 2-page insights memo for the CEO.
Real-worldIndia + GlobalMod 1, Mod 2, Mod 3, Mod 5 · CO1, CO2, CO3, CO5
Indian Pharma USFDA-Status Dashboard — Sun / Dr Reddy's / Cipla
USFDA publishes inspection + Warning Letter + Import Alert data. Indian pharma companies disclose status in annual reports. Build a comparative dashboard: USFDA inspection outcomes, Warning Letter status, ANDA pipeline, market-exclusivity. Identify the company with strongest regulatory position. Memo to a hypothetical Indian pharma investor.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4, Mod 5 · CO1, CO2, CO3, CO4, CO5
Indian Q-Commerce Unit Economics — Zepto / Blinkit / Instamart
Indian Q-commerce companies disclose unit-economics in DRHPs + investor presentations (Zomato/Blinkit, Swiggy/Instamart). Compute + visualise: contribution margin per order, GOV growth, dark-store economics, customer-cohort behaviour. Build dashboard. Memo to a Q-commerce CEO on path-to-profitability.
DATA / SOURCES
DRHPs
Investor presentations
Industry analyst reports
DELIVERABLE
(a) Unit-economics dashboard, (b) Path-to-profitability memo, (c) 3 specific actions.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4 · CO1, CO2, CO3, CO4
Indian IT Services Talent + Margin Dashboard — TCS / Infosys / Wipro
Indian IT majors disclose: headcount, utilisation, attrition, fresher-hire pattern, revenue/employee, EBIT margin, geo-mix. Build a talent + margin dashboard across the top 3. Identify the company with best operational momentum. Memo to a hypothetical analyst.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Analytics is not 'building dashboards' — it is decision-support craft. Every dashboard, every KPI, every model serves a strategic question a business leader must answer. E13 frames the analyst's role explicitly: you are not a producer of charts, you are a translator of data into a decision the head-of-function can act on at Monday's review.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO5
Data storytelling for productivity, retention, and decent-work KPIs is woven into CO5. Students build dashboards that surface trends in operational efficiency, employee productivity, and customer outcomes — the same dashboards Indian CHROs use in monthly executive reviews.
Rationale: Indian listed companies will need internal dashboards to track and report BRSR Core attributes. Analytics graduates are the natural builders.
Case extensionLab: Build a 1-page BRSR Core dashboard for an Indian listed company in Power BI
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude / ChatGPT for natural-language data storytelling, Power BI Copilot for AI-assisted dashboarding. Both align with what 2026 entry-level analysts will actually use.
Claude / ChatGPTData-narrative draftingModule 5
Workflow:Given an analytics output (variance table, retention curve, funnel conversion), ask Claude to draft three narratives: (a) for the CEO (one paragraph), (b) for the head-of-function (one page), (c) for an internal Slack channel (three lines). Critique each for what it emphasises and conceals.
Skill built:Stakeholder-tailored data storytelling
Deliverable:Three-narrative analyst memo with side-by-side critique
Power BI CopilotAI-assisted dashboardingModule 3
Workflow:Use Power BI Copilot's natural-language queries to build a sales dashboard. Compare the Copilot-built dashboard against a manually-built one — what did Copilot miss, what did it do well, where did it hallucinate KPIs?
Skill built:Working with AI co-pilots while preserving analytical rigour
Tableau Pulse (launched 2024): AI-augmented executive insights from dashboards.
Power BI Copilot: natural-language dashboard building, generally available 2024.
BRSR Core dashboarding: new internal-tooling demand in top 500 Indian listed companies.
Reverse ETL (Hightouch, Census) — operational analytics moving data back into operational tools (CRM, email).
Data observability tools (Anomalo, Monte Carlo, Datafold) — anomaly detection in analytics pipelines.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End Analyst Project — Real Indian Listed Company
Each student (individual, not team) picks one Indian listed company + builds the full analyst-deliverable a Big-4 analyst or buy-side analyst would actually produce: data extraction from primary sources, multi-functional dashboard (finance + marketing + ops + strategic positioning), insights deck (5-7 slides), 2-page executive memo, 10-min presentation. Final delivery to a panel including an alumni working as senior analyst at a major Indian firm.
WEEKLY MILESTONES
Week 3: Company chosen + data-source identification complete
Week 5: SQL + Python data extraction notebooks complete
One experiment per week (weeks 1–12) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Business-question decomposition workshop
3 different Indian CEO scenarios; question → analysis plan
Whiteboard, Q-decomposition templates
3 analysis plans
W2
Stakeholder-interview + framing
Role-play CFO/CMO/COO interviews
Interview templates
3 framing memos
W3
Production SQL workshop
Complex queries on Indian e-commerce schema
PostgreSQL, DBeaver
10 production queries with output
W4
Python + pandas workshop
Indian listed-company financial-data manipulation
Jupyter, pandas
End-to-end Python notebook
W5
Tableau fundamentals + sales dashboard
Indian D2C sales data → executive dashboard
Tableau Desktop
Tableau workbook (.twbx)
W6
Tableau advanced + interactivity
Indian banking branch-performance interactive dashboard
Tableau Desktop
Interactive Tableau workbook
W7
Power BI workshop
Indian telecom KPI dashboard in Power BI
Power BI Desktop
Power BI report (.pbix)
W8
Finance + Marketing KPI dashboards
Indian listed-company KPI integration
Tableau/PBI
Multi-functional dashboard
W9
Operations + HR KPI dashboards
Indian manufacturer Ops + HR dashboard
Tableau/PBI
Multi-functional dashboard
W10
Insights deck workshop
Translate dashboard → 5-slide insights deck
PowerPoint/Slides, Deck templates
Insights deck
W11
Executive memo workshop
Translate insights → 2-page CEO memo
Memo templates
Executive memo
W12
Capstone presentation rehearsal + delivery
Capstone delivery to panel
Presentation rubric
Capstone delivery
07 Active Learning Methods used
Diverse pedagogy — 5 ALMs spanning discussion, building, data work, simulation, and reflection.
ALM-12Computational Lab (BI Tools)All 12 weeks — every session is computational lab
60 students in BI-tool lab (Tableau + Power BI installed). Each week: starter workbook with partial dashboards. Students complete dashboards on Indian datasets. Faculty + 4 TAs circulate (E13 needs more TAs due to tool-debugging support). Final 30 min: 3-4 student dashboards projected + critiqued.
ALM-3Case-Based DiscussionWeeks 1, 4, 7, 10 — 4 sessions with case framing
Some lab weeks include 30-min case discussion at start: faculty walks students through how a real Indian analyst tackled a problem (anonymised). Then students recreate similar dashboards on the day's dataset. ~30 min case + 5 hr lab work.
60 students write executive insights + memos in 45 min on the day's dashboard. Faculty + TAs critique. Final 30 min: 3-4 student memos projected + critiqued for narrative clarity, decision-readiness.
Business-decision Kaggle: dataset comes with a business question, not just a target variable (e.g., "Predict churn AND propose a retention action"). Teams of 3. Leaderboard runs Tuesday-Friday for 2 weeks. Final report must include (a) model evaluation, (b) business recommendation grounded in feature importance, (c) implementation cost estimate.
ALM-10Multimedia Branching Case SimulationWeeks 8 and 11 (2 sessions, 75 min each)
Analytics-decision branching. Scenarios: A/B test sequencing under noisy data (when to stop, when to continue), churn-prediction action selection (offer A vs B vs C vs hold), marketing-mix reallocation across 4 quarters. Each branch surfaces a real analytics dilemma: how much data is enough, what to optimise for, when to override the model.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Track 1 — Business-question decomposition; framing CEO questions
Indian Listed-Company case framing (ALM-3)
Capstone individual selection brief
P1: Decomposition workshop (ALM-12)
ALM-12 + ALM-3
3 analysis plans (15 marks)
Week 2
Track 1 — Stakeholder-interview; framing memos
—
Capstone: company chosen
P2: Interview + framing (ALM-12)
ALM-12
3 framing memos (15 marks)
Week 3
Track 2 — Production SQL
—
Capstone: data sources identified
P3: SQL workshop (ALM-12)
ALM-12
10 production queries (15 marks)
Week 4
Track 2 — Python + pandas
Indian D2C case (ALM-3)
Capstone: SQL extracts started
P4: Python pandas (ALM-12)
ALM-12 + ALM-3
Indian D2C funnel case (30 marks)
Week 5
Track 3 — Tableau fundamentals
—
Capstone: data extraction complete
P5: Tableau workshop (ALM-12)
ALM-12 + ALM-11 Memo
MID-TERM PRACTICAL EXAM: 40 marks (CO1-CO3) — extended Tableau task
Week 6
Track 3 — Tableau advanced + interactivity
—
Capstone: dashboard draft 1
P6: Tableau advanced (ALM-12)
ALM-12
Interactive Tableau workbook (15 marks)
Week 7
Track 3 — Power BI
Banking dashboard case (ALM-3)
Capstone: 2nd-tool dashboard
P7: Power BI workshop (ALM-12)
ALM-12 + ALM-3
Banking dashboard case (35 marks)
Week 8
Track 4 — Finance + Marketing KPIs
—
Capstone: functional KPI integration
P8: Fin+Mktg KPI dashboards (ALM-12)
ALM-12 + ALM-11 Memo
Q-Commerce + Pharma cases (60 marks)
Week 9
Track 4 — Operations + HR KPIs
—
Capstone: full dashboard draft
P9: Ops+HR KPI dashboards (ALM-12)
ALM-12
Telecom KPI case (30 marks)
Week 10
Track 5 — Insights deck workshop
IT Services case (ALM-3)
Capstone: insights deck draft
P10: Insights deck workshop (ALM-12)
ALM-3 + ALM-11 Memo
IT Services case (30 marks)
Week 11
Track 5 — Executive memo workshop
—
Capstone: memo + final iteration
P11: Memo workshop (ALM-12)
ALM-12 + ALM-11 Memo
Capstone draft submission (35 marks formative)
Week 12
Track 6 — Capstone delivery + reflection
—
Capstone presentations + panel
Capstone delivery
ALM-11 + Capstone presentations
END-TERM PRACTICAL EXAM: 75 marks (capstone delivery + panel Q&A)
09 Evaluation plan
E13 is 100% applied. There is no theory exam in the traditional sense — both mid-term + end-term are practical tasks in the lab. ~75% applied work; ~25% in-class practical exams. Memo + storytelling weighed heavily as a unique BBA-analyst differentiator.
Component
Weight
Marks
What it evaluates
Weekly practical submissions (10 weeks)
30%
200
Each week: complete a different mini-analytics project on Indian dataset
Major case-study deliverables (7 cases)
25%
220
Full executive-grade analyst project per case
Capstone (end-to-end analyst project)
25%
60
Full analyst deliverable for one Indian listed company
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
E13 is unique in the BBA syllabus: a 100% practical analytics lab course. Benchmarked against Coursera's Google Data Analytics Professional Certificate, IIM-B's Business Analytics for Decision Making, and Wharton's Business Analytics Specialization. E13's differentiation: India-specific datasets + cases throughout, executive-memo + storytelling craft as central to course (not afterthought), capstone with full Indian-listed-company deliverable.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 E13
100%
Reference baseline. 100% lab, 6 lab tracks.
Google Data Analytics Professional Certificate
80%
Industry-grade analyst certificate. Strong overlap on basics.
Topics in this syllabus but NOT in KL F1:
More R-based analytics
Tableau Public-specific tutorials
Rationale for KL omission:
R covered in M2 + advanced electives. Tableau Desktop preferred over Public.
IIM-B Business Analytics for Decision Making
95%
Indian counterpart at PG level. Slightly more theoretical.
Topics in this syllabus but NOT in KL F1:
Optimization + LP solving
Advanced econometrics
Rationale for KL omission:
Optimization in M2 + future PE. Econometrics in advanced electives.
Wharton Business Analytics Specialization
88%
Coursera specialization. Strong overlap, less Indian context.
Topics in this syllabus but NOT in KL F1:
US-specific examples
More on customer-analytics theory
Rationale for KL omission:
US-specific replaced with India-specific. Customer-analytics depth in PE electives.
▸ STRENGTH AREAS
Pure-lab architecture matches how analysts actually work
India-first case mix + datasets unique vs global MOOCs
Both Tableau + Power BI fluency (vs typical 1-tool focus)
Memo + storytelling integrated from week 1
Capstone delivery to alumni panel mirrors real analyst presentations
Direct placement signal to Big-4 + Indian-unicorn analyst roles
▸ FOR CONTINUOUS IMPROVEMENT
Advanced statistical analytics deferred to D3 ML + future PE electives
Cloud BI (Looker, Mode, Metabase) at preview level only
Custom-coded dashboards (React, D3) deferred to advanced electives
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Big Book of Dashboards
Wexler, Shaffer, Cotgreave
Wiley
2017
Module 3 (Tableau dashboard examples)
Storytelling with Data
Cole Nussbaumer Knaflic
Wiley
2015
Module 5 (the canonical reference)
Information Dashboard Design (2nd ed.)
Stephen Few
Analytics Press
2013
Module 3
Practical Tableau
Ryan Sleeper
O'Reilly
2018
Module 3
Mastering Power BI
Reza Rad, et al
Packt
2024
Module 3
SQL Queries for Mere Mortals (4th ed.)
Viescas, Hernandez
Pearson
2018
Module 2
Resonate: Present Visual Stories that Transform Audiences
Nancy Duarte
Wiley
2010
Module 5
Indian Listed Company Annual Reports (ongoing reading)
Various
BSE/NSE filings
2024
All modules (primary data source)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
PART A — Business Question Decomposition (10 marks): Given a CEO question on an Indian listed company, write the analysis plan + data requirements. CO1.
PART B — SQL + Data Extraction (10 marks): Write SQL queries against a provided Indian e-commerce schema to extract specified business metrics. CO2.
PART C — Tableau Dashboard Build (20 marks): Given a cleaned Indian-listed-company dataset, build a multi-sheet executive dashboard with interactivity. CO3.
Conducted in proctored lab. Each student delivers all 3 parts as separate files.
END-TERM EXAM
Capstone delivery + 30-min panel Q&A · 75 marks · covers All 6 COs
Read the room. Frame the position. Land the agreement.
C2 develops integrated negotiation + executive-communication craft. By trimester end, students will: (a) diagnose negotiation situations using the 7-elements framework and craft BATNA-aware strategies, (b) execute principled negotiation across distributive and integrative contexts, (c) communicate with executive presence in high-stakes meetings, presentations, and crisis scenarios, (d) write persuasive executive memos, board briefs, and follow-up agreements, (e) navigate cross-cultural and Indian-context negotiation realities, and (f) apply ethical frames to negotiate fair outcomes under power asymmetries.
RATIONALE
Every meaningful business outcome — a deal, a hire, a partnership, a salary, a board decision — is decided in a conversation. Negotiation and executive communication are therefore the highest-leverage skills a BBA graduate carries into the workforce. In India's relationship-heavy business context, the difference between a fresh recruit and a fast-tracked one is rarely technical depth — it is the ability to read a room, frame a position credibly, push back without burning bridges, and write the follow-up email that locks the agreement. C2 builds these skills on the Harvard Program-on-Negotiation foundation (Fisher-Ury principled negotiation, Mnookin's beyond-yes-or-no, Sebenius/Lax's 3D negotiation), grounded in Indian deal-making realities — family-business succession, founder-investor term sheets, supplier-buyer pricing, cross-cultural M&A negotiations, and the recurring stakeholder politics inside large Indian conglomerates.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY the 7-elements framework (interests, options, alternatives, legitimacy, communication, relationship, commitment) and BATNA analysis to diagnose and prepare for negotiation situations.
PO3 H · PO4 H · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PSO2 (M): Industry and real world fluency
CO2BTL 4 · Analyse
ANALYSE distributive vs integrative negotiation dynamics including value claiming, value creation, anchoring, concession patterns, and dirty tactics, applied to Indian commercial deal contexts.
PO3 H · PO4 H · PO7 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO7 (M): Ethical and responsible conduct
CO3BTL 5 · Evaluate
EVALUATE executive presence and high-stakes communication delivery in meetings, presentations, crisis briefings, and difficult conversations using structured feedback frameworks.
PO3 H · PO9 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO9 (H): Self management and lifelong learning
CO4BTL 5 · Create
CREATE persuasive executive-grade written deliverables — board briefs, decision memos, term sheets, follow-up emails, post-meeting recaps — that move outcomes forward and survive senior scrutiny.
PO3 H · PO4 M · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (M): Critical thinking and decision making
PSO2 (M): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE cross-cultural and India-specific negotiation contexts including family business dynamics, founder-investor power asymmetries, cross-border M&A cultural friction, and conglomerate stakeholder politics.
PO3 H · PO8 H · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO8 (H): Global perspective and cross cultural understanding
PSO2 (M): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE ethical considerations in negotiation including truthfulness, power asymmetries, fair-process standards, and the long-term reputational consequences of negotiation conduct.
PO3 M · PO7 H · PO4 H
Mapping rationale
PO3 (M): Communication and presentation effectiveness
PO7 (H): Ethical and responsible conduct
PO4 (H): Critical thinking and decision making
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 4 hr
Negotiation Foundations + Preparation
TOPICS
Why negotiation is the highest-leverage business skill: Harvard PON evidence and Indian deal-making case data
Tata Steel paid $12B for Corus — viewed initially as overpayment. The negotiation dynamics across Anglo-Dutch boards, UK political stakeholders, and Tata's relationship-first approach are case-rich.
DELIVERABLE
5-page analysis: negotiation strategy, cultural-friction points, what Tata could have done differently. Frame Tata's BATNA at the final auction step.
EVALUATION
Strategy diagnosis (30%), cultural reading (30%), counterfactual quality (40%)
Sachin Bansal's exit vs Binny Bansal's continuation — different founder negotiation outcomes from a single transaction. Term-sheet mechanics, ESOPs, non-competes.
DELIVERABLE
Compare the two founders' exit negotiations; identify what drove different outcomes; recommend what a future founder should negotiate.
Family business succession: Murugappa Group governance evolution
Murugappa's family-business succession has been a textbook case of structured, lawyer-mediated multi-generational negotiation.
DELIVERABLE
Map the negotiation phases, identify the governance instruments used (family constitution, family council), recommend a process for a hypothetical similar-scale Indian family business.
EVALUATION
Process mapping (35%), instrument analysis (30%), recommendation quality (35%)
Real-worldIndia ·
Founder vs Investor: Paytm IPO governance negotiation
Vijay Shekhar Sharma's pre-IPO governance negotiations with Alibaba/SoftBank — what changed, what stayed, how control vs economics tradeoffs were navigated.
DELIVERABLE
Map the pre-IPO governance changes, identify the negotiation leverage on each side, recommend term-sheet language a founder should fight for.
Nestlé India's negotiation with FSSAI, state regulators, distributors, and the public during the lead-contamination crisis. A case in regulatory + public-trust negotiation.
DELIVERABLE
Reconstruct Nestlé's communication strategy timeline; identify 3 things they did well, 3 they did poorly; rewrite the holding statement they should have issued on day 1.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Negotiation IS strategic decision-making in real time. Every move — the opening anchor, the concession sequence, the walk-away threat — is a decision under uncertainty about the counterparty's BATNA, interests, and constraints. C2 frames negotiation craft as the highest-leverage decision-making skill a manager carries: it converts analytical work (diagnosis, options) into action (commitments, contracts). Communication delivery is the decision instrument — what gets said, when, by whom, decides whether the right deal happens or doesn't.
🌍SDG anchors
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO6
Module 6 (Ethics + Long-Term Negotiation Reputation) explicitly trains students to negotiate fairly under power asymmetries, recognise whistleblower protection issues, and apply the 'newspaper test' to tactics. Indian whistleblower cases (Satyam, ICICI-Videocon, IL&FS) are case anchors. SDG 16 maps directly to fair-process negotiation conduct that builds institutional trust.
SDG 5Gender EqualityLinked to: CO5
Cross-cultural negotiation (Module 5) covers gendered negotiation dynamics — the documented gap in salary + raise negotiations, gendered expectations of assertiveness, and India-specific contexts. Students examine the Indian gender pay-gap research + practice strategies for negotiation contexts where gender dynamics matter.
Stakeholder-impact mapping: how negotiation choices affect employees, communities, environment beyond the immediate counterparty.
ESG-integrated negotiation: how supplier-DD now includes ESG criteria (climate, labour, governance) in M&A and procurement negotiations.
DPDP Act 2023 + negotiation: data-sharing terms in commercial contracts now governed by India's data-protection law.
Modern Slavery Act + global-supply-chain negotiation: UK + Australian + (proposed) EU legislation requires supplier negotiations to surface ESG-S risks.
Additional hours: 2 hours added to Module 6 (ethics expansion); 1 hour added to Module 5 (cross-cultural ESG considerations)
Rationale: Procurement + M&A + commercial negotiation in 2024-26 increasingly demand ESG-fluency. Big-4 + elite-consulting negotiation training now includes these dimensions; graduates must be prepared.
Case extensionAdd Tata-Corus pension negotiation as ESG-S case (workforce-impact dimension).
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude for negotiation preparation + memo drafting, Otter.ai for meeting transcription + summary. Both are accessible (free or low-cost), both directly serve the negotiation workflow. Cap of 2 specialised tools maintains depth over breadth.
Claude (or ChatGPT)Negotiation preparation + memo draftingModule 1
Workflow:Before any negotiation simulation, write a 1-page preparation memo using the 7-elements framework. Submit to Claude: 'critique as if you are the counterparty — what are my weak points'. Use the critique to improve preparation. After the negotiation, ask Claude to draft 3 versions of the post-meeting recap email (warm, neutral, firm); choose + customise.
Skill built:AI-augmented negotiation preparation + post-meeting communication
Workflow:Record (with consent) a negotiation simulation session. Use Otter.ai to transcribe. Extract: commitments made, open questions, surprising counterparty moves. Draft post-meeting recap using transcript as evidence. Compare against human-recall version — quantify how much was lost or remembered wrong.
Skill built:Transcript-based commitment tracking — eliminates 'I never said that' disputes
AI-augmented negotiation prepClaude/GPT-based BATNA analysis + counterparty research becoming standard at consulting + IB junior analyst training programs.
Async-first negotiation normsPost-pandemic shift to async negotiation (email + video) requires different skills than synchronous; written craft becoming more important.
DPDP Act 2023 + commercial contract negotiationIndia's data-protection law (effective phased through 2024-25) reshaping data-sharing terms in B2B contracts, M&A deals, partnership agreements.
ESG-led DD + negotiationClimate-risk, modern-slavery, board-diversity now standard DD line items; negotiation positions on each increasingly contested.
Negotiating with AI agentsEarly experiments (procurement bots, customer-service AI) requiring humans to negotiate via or against AI counterparties; emerging skill set.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Live Negotiation Simulation + Executive Communication Portfolio
Across the trimester, students participate in 4 live multi-issue negotiation simulations (with different counterparties — supplier, investor, employer, regulator). Each simulation produces a preparation memo, a post-negotiation recap email, and a self-critique. The capstone deliverable bundles: (a) the best two simulations with full documentation, (b) a 10-minute executive presentation defending the negotiation strategy choices, (c) a written reflection on cultural/ethical aspects encountered, and (d) a peer-evaluated feedback report on communication delivery.
Communication-focused: students use LLMs as negotiation-preparation tools. Lab 1: prompt design for stakeholder-mapping and message-framing. Lab 2: prompt design for difficult-conversation rehearsal. Each session ends with a one-page reflection on what the LLM helped with vs what it could not replace.
ALM-22Reflective Journal + Peer CoachingWeekly across all 12 weeks + 4 peer-coaching sessions
Weekly 200-word negotiation reflection (one situation per week from real interactions outside class). Quadruple peer-coaching sessions (Weeks 3, 6, 9, 12) — pairs rotate. Each session 30 min: 15 min listening to peer's reflection, 15 min asking generative questions. Faculty samples 5 entries per student. 15% of internal grade.
ALM-20Role-Play (Standard)Weekly across Weeks 3-11 (9 sessions, 90 min each)
Negotiation role-plays are the spine of C2. Pairs negotiate one scenario per week from a structured library: salary negotiation, vendor contract, partnership terms, distressed-asset purchase, M&A term sheet, multi-party dispute resolution. Each session 30 min preparation + 30 min negotiation + 30 min debrief. Faculty observes 3-4 pairs per session. Outcomes (price reached, ZOPA captured, relationship preserved) tracked across the term. 30% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Demonstrated workflow with Claude/Otter.ai for negotiation prep and post-meeting summarisation.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
C2 is benchmarked against Harvard Business School's Negotiation (MBA elective), Wharton's Negotiation and Conflict Resolution, INSEAD's Negotiation Dynamics, and others.
3D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals
David Lax, James Sebenius
Harvard Business Review Press
2006
Module 5 (strategic + tactical layers)
Beyond Winning: Negotiating to Create Value in Deals and Disputes
Robert Mnookin, Scott Peppet, Andrew Tulumello
Belknap Press of Harvard University Press
2004
Modules 2 + 6 (value creation + ethics)
The Pyramid Principle: Logic in Writing and Thinking
Barbara Minto
Pearson
2009
Modules 3-4 (executive presence + written communication)
Speak Like a CEO: Secrets for Commanding Attention and Getting Results
Suzanne Bates
McGraw-Hill Education
2018
Module 3 (executive presence)
Crucial Conversations: Tools for Talking When Stakes Are High
Patterson, Grenny, McMillan, Switzler
McGraw-Hill
2021
Modules 3 + 6 (difficult conversations + ethics)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Title
Platform
Instructor / Organisation
Link
Modules
Successful Negotiation: Essential Strategies and Skills
Design the process. Build in quality. Plan the capacity. Run with discipline.
E5 develops operational fluency. By trimester end, students will: (a) design operations processes using flowcharts, value-stream maps, and capacity calculations, (b) apply quality-management techniques (TQM, Six Sigma, Statistical Process Control) to manufacturing and service operations, (c) plan production using MRP, JIT, Lean, and Theory of Constraints, (d) measure operational performance using KPIs and OEE (Overall Equipment Effectiveness), (e) evaluate Industry 4.0 integration (IoT, predictive maintenance, digital twins) in Indian manufacturing context, and (f) make capital-investment decisions for capacity expansion under PLI-scheme economics.
RATIONALE
India's economic narrative is increasingly an operations story. The Production-Linked-Incentive (PLI) scheme has committed Rs 1.97 lakh crore across 14 sectors. Apple now assembles 14% of global iPhones in India (FY 2024). Tata Electronics is building a $11B chip-assembly facility in Jagiroad, Assam. Foxconn-Vedanta's failed JV exposed how much depends on operations execution, not just policy. E5 builds the operational competence that this moment demands — process design, capacity planning, quality systems, and the Industry 4.0 toolset that defines competitive Indian manufacturing. Recruiters at Tata Steel, Reliance, Mahindra, ITC, HUL, Maruti, and consulting firms (McKinsey Operations, BCG Operations Practice, Accenture Industry X) all test these fundamentals at entry interviews.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY process-design fundamentals including flowcharting, value-stream mapping, capacity calculations, and bottleneck identification to manufacturing and service operations.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
ANALYSE quality-management systems including TQM, Six Sigma DMAIC, Statistical Process Control, and ISO 9001 frameworks applied to Indian manufacturing realities.
PO1 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
ANALYSE production planning approaches including MRP, JIT, Lean, Theory of Constraints, and aggregate planning, with application to Indian discrete-manufacturing and process-industry contexts.
PO1 H · PO5 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (M): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO4BTL 5 · Evaluate
EVALUATE operational performance using KPIs, OEE, cost-of-quality, and balanced-scorecard metrics for Indian manufacturing + service firms.
PO1 H · PO4 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (M): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE Industry 4.0 integration including IoT-enabled monitoring, predictive maintenance, digital twins, and AI-augmented quality inspection in Indian manufacturing.
PO1 H · PO10 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO10 (H): Digital and AI fluency
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE capacity-expansion + capital-investment decisions under PLI-scheme economics and India's manufacturing-policy framework.
PO1 H · PO4 H · PO2 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO2 (M): Ethics and sustainability
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 6 hr
Process Design + Capacity Fundamentals
TOPICS
Operations as a competitive weapon: cost vs quality vs speed vs flexibility trade-offs
Process types: project, job-shop, batch, line, continuous — when to use which
Process flowcharting: symbols, swim-lanes, value-add vs non-value-add classification
Value-stream mapping (VSM): current state, future state, gap analysis
Tools Excel for capex modeling · PLI scheme documents (DPIIT) · Indian factory-economics case studies
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Maruti Suzuki Manesar plant: process design + lean implementation
Maruti's Manesar plant is a textbook study in Japanese-style lean manufacturing adapted to Indian context: kanban, supplier integration, kaizen culture, but also labour-relations challenges (2012 Manesar incident).
Process diagnosis (30%), lean assessment (30%), labour lessons (20%), recommendations (20%)
Real-worldIndia ·
Tata Steel Jamshedpur: Deming Prize journey + TQM
Tata Steel won the Deming Prize (2008) and Deming Grand Prize (2012). The 20-year TQM journey is well-documented and instructive.
DELIVERABLE
Map the Deming Prize journey, identify 5 specific TQM practices Tata Steel institutionalised, recommend the path for a mid-sized Indian manufacturer aspiring to similar recognition.
EVALUATION
Journey mapping (30%), practice identification (35%), recommendation specificity (35%)
Real-worldIndia ·
Foxconn-Vedanta JV failure: lessons in capacity-decision execution
The collapsed $19B Foxconn-Vedanta semiconductor JV (announced 2022, dissolved 2023) is a case in capacity-decision risk: policy-driven enthusiasm vs execution capability mismatch.
DELIVERABLE
Diagnose the JV failure modes (technology, finance, governance, execution), identify what India learned, recommend principles for evaluating future PLI capacity bets.
ITC's FMCG business (Bingo!, Sunfeast, Yippee!) navigates significant seasonal demand variation (festive, monsoon). The aggregate-planning approach across multiple SKUs and 50+ depots is a case in itself.
DELIVERABLE
Design an aggregate-planning approach for a hypothetical Indian FMCG with similar seasonality patterns. Justify chase/level/hybrid choice.
EVALUATION
Plan design (40%), justification quality (30%), Indian-context adaptation (30%)
Real-worldIndia ·
Apple iPhone assembly in India: capacity scale-up trajectory
Apple now assembles 14% of iPhones in India (FY24, growing). Foxconn-Sriperumbudur, Tata-Wistron Karnataka, Pegatron Chennai. A case in operational scale-up under PLI economics.
DELIVERABLE
Map the India iPhone-assembly capacity build, estimate 2025-27 trajectory, identify the operational risks + opportunities.
Tata Steel Kalinganagar: Industry 4.0 implementation
Tata Steel's Kalinganagar facility is a Davos WEF Global Lighthouse Network site. A case in real-world Industry 4.0 integration.
DELIVERABLE
Identify the specific Industry 4.0 technologies deployed, quantify the operational improvements, recommend a path for a mid-sized Indian steel manufacturer.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Operations choices are strategic positioning. Process design (job-shop vs line vs continuous) determines what products you can profitably make. Capacity decisions (incremental vs greenfield, PLI-eligible or not) determine market share. Quality philosophy (TQM vs Six Sigma vs minimum-spec) determines brand. Industry 4.0 adoption determines competitive cost. E5 frames every operational decision as strategic — the CFO + COO + plant heads own these decisions with multi-year consequences.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO5, CO6
Module 5 (Industry 4.0 + Smart Manufacturing) and Module 6 (Capital Investment + PLI Economics) directly address the industry-infrastructure agenda. Cases include Tata Steel Kalinganagar (WEF Lighthouse), Tata Electronics chip-assembly Jagiroad, Apple iPhone India ($14B in FY24). SDG 9's 'innovation' dimension covers Indian smart-manufacturing ecosystem (Detect Technologies, Flutura, DeepFlow).
SDG 12Responsible Consumption and ProductionLinked to: CO2, CO4
Quality management (Module 2) extends to sustainable manufacturing — defect reduction = waste reduction = lower environmental impact. Operational performance (Module 4) extends to environmental KPIs (energy intensity per unit, water consumption, waste-to-landfill, GHG intensity).
Additional hours: 2 hours added to Module 4; 1 hour added to Module 6 (CCTS + carbon-pricing integration)
Rationale: BRSR Core + India's Carbon Credit Trading Scheme (CCTS, operational from 2025) make environmental operational metrics mandatory disclosure for large Indian manufacturers.
Case extensionTata Steel Kalinganagar — Lighthouse certification includes sustainability KPIs alongside operational. Detailed in Module 5 case.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Minitab for statistical quality analysis (industry standard for Six Sigma + SPC), Power BI for operations dashboarding. Both directly serve plant-floor + plant-head + executive-review workflows. Industry 4.0 platforms (Siemens MindSphere, GE Predix) shown as concepts, not student-tooling — exposure not depth.
Minitab Statistical SoftwareQuality + Six Sigma analyticsModule 2
Workflow:Apply Minitab to a synthetic defect dataset (1000 observations from 4 production lines). Build X-bar + R charts, calculate Cp + Cpk, run DOE (Design of Experiments) to identify significant factors. Compare against manual Excel calculations. Critique what Minitab does better + what manual calculation builds understanding.
Deliverable:SPC analysis + DOE results + 1-page interpretation memo
Power BI (or Tableau)Operations dashboardingModule 4
Workflow:Build an operations dashboard for a hypothetical Indian manufacturer covering OEE, defect rate, cost-per-unit, energy intensity. Three views: plant-floor (real-time), plant-head (shift-summary), CEO (monthly trend). Use Power BI Copilot for AI-assisted dashboard design; review what Copilot got right + wrong.
Skill built:Multi-tier operations dashboarding with AI assistance
Deliverable:3-tier ops dashboard + 1-page critique of AI assistance
Apple iPhone India trajectory14% of global iPhone production in FY24, projected 25%+ by FY27. Foxconn-Sriperumbudur, Tata-Wistron Karnataka, Pegatron Chennai expansion.
PLI scheme execution learningsFoxconn-Vedanta JV failure (2023), Tata Electronics success, Apple India scale-up — execution dominates policy attractiveness.
AI-augmented predictive maintenance at scaleDetect Technologies (IIT Madras), Flutura, DeepFlow now deployed across 100+ Indian manufacturing sites; predictive maintenance moving from pilot to production.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Operations Excellence Diagnostic + Improvement Plan — Real Indian Manufacturer
Students form 3-4 person teams. Each team selects one mid-sized Indian manufacturer (listed or private with public information) and produces a complete operations diagnostic + improvement plan. Deliverables include: (a) value-stream map of current operations, (b) quality + lean gap analysis with quantified opportunity, (c) capacity utilization + OEE benchmarking, (d) Industry 4.0 readiness assessment, (e) capital-investment recommendation under PLI or other applicable schemes, and (f) executive presentation to industry-practitioner panel.
WEEKLY MILESTONES
Week 2: Team formation + target firm selection + initial industry research
Week 4: Current-state VSM + quality baseline
Week 6: Quality + lean gap analysis with opportunity sizing
Week 8: Industry 4.0 readiness assessment
Week 10: Capital investment recommendation drafted
Week 12: Final report + 20-minute panel presentation
FINAL DELIVERABLE
30-page diagnostic + improvement plan + 20-min presentation
Lean games, aggregate-planning simulations, and Six Sigma DMAIC role plays make abstract concepts concrete.
ALM-19Field Research with Structured ProtocolWeeks 4-10 (7-week plant/warehouse study)
Teams of 3 visit a partnered manufacturing or warehousing site (KLBS MoUs include 8 industry partners in AP). Structured observation protocol: cycle-time measurement, layout flow diagram, bottleneck identification, OEE proxy calculations, worker-interview snippets. Each team submits a 10-page operations improvement memo. 20% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Operations as competitive weapon + process design
Maruti Manesar reading
Team formation
Process flowcharting
Process flowchart submission
Week 2
VSM + capacity calculations
Maruti Manesar discussion
Target firm selection
VSM exercise
VSM submission
Week 3
Quality philosophy + TQM
Tata Steel Deming reading
Initial research
Capacity calculation lab
Capacity analysis
Week 4
Six Sigma DMAIC + SPC
Tata Steel discussion
Current-state VSM
DMAIC project structuring
Mid-term + DMAIC draft
Week 5
SPC + Cost of Quality + ISO 9001
Foxconn-Vedanta reading
Quality baseline
SPC + Minitab
SPC exercise
Week 6
Aggregate planning + MRP
Foxconn-Vedanta discussion
Quality + Lean gap analysis
Aggregate planning lab
Aggregate plan
Week 7
Lean + JIT + TOC
Sundaram-Clayton reading
Mid-checkpoint
Lean game
Lean diagnosis
Week 8
Operational KPIs + OEE + Balanced Scorecard
Sundaram-Clayton discussion
I4.0 readiness
Power BI dashboard
Dashboard submission
Week 9
Industry 4.0 architecture + IIoT
ITC FMCG reading
I4.0 readiness draft
I4.0 maturity assessment
I4.0 assessment
Week 10
Predictive maintenance + Digital twins
Apple iPhone India reading
Capital recommendation
PLI evaluation lab
PLI exercise
Week 11
Capital investment + PLI scheme economics
Tata Steel Kalinganagar reading
Final draft
Capex modeling
Capex evaluation
Week 12
Integration + future of operations
Tata Steel Kalinganagar discussion
Final presentation
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Covers Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. Covers all 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7 case-study deliverables count.
Practical experiments (10 weeks)
10%
10
Continuous lab + simulation assessment.
Capstone diagnostic + presentation
25%
25
Real Indian manufacturer diagnostic + panel presentation.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Power BI + Minitab + Claude for ops analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
E5 is benchmarked against MIT Sloan's 15.760 Operations Management, Wharton's OPIM 631 Operations Management: Quality + Productivity, INSEAD's Operations Management, and others.
Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Pearson
2022
Modules 1-4 (broad operations coverage)
The Goal: A Process of Ongoing Improvement
Eliyahu M. Goldratt, Jeff Cox
North River Press
2014
Module 3 (Theory of Constraints classic)
The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
Jeffrey K. Liker
McGraw-Hill
2020
Module 3 (Lean + JIT + TPS)
Lean Thinking: Banish Waste and Create Wealth in Your Corporation
James P. Womack, Daniel T. Jones
Free Press
2003
Module 3 (Lean philosophy + practice)
Six Sigma — The Breakthrough Management Strategy
Mikel Harry, Richard Schroeder
Doubleday
2006
Module 2 (Six Sigma DMAIC + SPC)
Industry 4.0: The Industrial Internet of Things
Alasdair Gilchrist
Apress
2016
Module 5 (Industry 4.0 + smart manufacturing)
Operations and Supply Chain Management: An Indian Perspective
F. Robert Jacobs, Richard B. Chase, Ravi Shankar
McGraw-Hill Education India
2023
All modules (Indian-context grounding)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (process, quality, planning fundamentals), Applied operations scenario (process + quality)
Section A — Short answer: 6 × 4 marks (Modules 1-3 (process, quality, planning fundamentals)) Section B — Case analysis: 1 × 16 marks (Applied operations scenario (process + quality))
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated ops scenario + I4.0/PLI capital decision
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated ops scenario + I4.0/PLI capital decision)
Decompose any business. Design a new one. Prototype, test, iterate.
E9 develops business-model thinking as a core managerial skill. By trimester end, students will: (a) decompose any business using the Business Model Canvas and identify the structural reasons for its strengths and weaknesses, (b) apply the Value Proposition Canvas to design customer-problem-solution fit, (c) use design-thinking processes (empathy → define → ideate → prototype → test) for customer-problem discovery, (d) apply Lean Startup principles to validate business hypotheses cheaply before scaling, (e) evaluate platform business models, network effects, and India-specific business-model patterns, and (f) prototype and present a complete business-model design with evidence-backed assumptions.
RATIONALE
Every successful Indian startup of the last decade — Flipkart, Zomato, PhonePe, Razorpay, Zerodha, Lenskart, Boat, Mamaearth, Nykaa, Polygon, Sarvam AI — is a business-model innovation as much as a product innovation. The same is true for incumbents: ITC's e-Choupal, Tata Neu's super-app bet, Reliance Jio's free-data play, HUL's Shakti rural network. E9 builds the analytical apparatus to (a) decompose any business into its underlying model, (b) design new business models using the Business Model Canvas + Value Proposition Canvas, (c) apply design-thinking craft to customer-problem discovery, (d) prototype + test models using Lean Startup methodology, and (e) navigate India-specific business-model dynamics — payments rails, distribution realities, regulatory constraints, and the bharat-vs-india market split. By the end of this course, a student should be able to look at any new venture (their own future startup, a strategic move by their employer, an investment opportunity) and assess its business-model integrity.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY the Business Model Canvas (9 building blocks) to decompose existing businesses and identify the structural drivers of profitability, defensibility, and scale.
PO1 H · PO4 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (M): Industry and real world fluency
CO2BTL 4 · Analyse
ANALYSE customer-problem-solution fit using the Value Proposition Canvas including jobs-to-be-done, pains, gains, and the matched value-proposition elements.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
ANALYSE customer problems and discover solution opportunities using design-thinking methodology (empathy → define → ideate → prototype → test) with India-context research approaches.
PO3 H · PO4 H · PO9 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO9 (M): Self management and lifelong learning
CO4BTL 4 · Analyse
ANALYSE Lean Startup mechanics including hypothesis-driven development, MVP construction, build-measure-learn cycles, pivot vs persevere decisions, and cohort-based validation.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE platform business models, multi-sided market dynamics, network effects, winner-takes-most economics, and the Indian platform-economy realities (UPI, ONDC, Aadhaar-backed services).
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 6 · Create
CREATE a complete business-model design for a novel venture concept including BMC, VPC, customer-validation evidence, MVP plan, financial projections, and go-to-market sequence.
PO3 H · PO4 H · PO6 H · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO6 (H): Teamwork and collaboration
PSO2 (M): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 4 hr
Business Model Canvas — 9 Building Blocks
TOPICS
Why business models matter: Christensen on the model-as-the-real-strategic-unit
Financial projections for business models: top-down vs bottom-up, India-context revenue + cost benchmarks
Risk + assumption mapping: what would falsify your model?
Pitching the business model: 10-slide template, 3-minute pitch, IC-quality 12-slide pitch
AI-augmented business-model design — Claude / ChatGPT as ideation + critique partner
Tools Business-model storytelling templates · Pitch decks (10-slide format) · Risk-assumption mapping worksheets · Claude / ChatGPT for AI-augmented ideation
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Reliance Jio (2016): the business-model bet that reshaped India
Mukesh Ambani's Rs 1.5 lakh crore Jio bet was a business-model innovation: free voice, free data initially, hardware-subsidy, build the largest user base in the world's fastest 4G rollout. The model has reshaped Indian telecom + adjacent industries.
DELIVERABLE
BMC decomposition of Jio (2016 launch model vs 2024 mature model). Identify the 3 structural choices that made the model defensible. Recommend Jio's next business-model evolution.
Zomato has pivoted business models 4 times in 15 years: directory (2008-2013), delivery (2014-2018), ad-supported (2018-2020), delivery + Hyperpure + Blinkit (2020-onward). A masterclass in business-model evolution.
DELIVERABLE
Trace the 4 BMC iterations. Identify the catalyst for each pivot. Build a 'lessons for founders' synthesis.
Lenskart: D2C eyewear with online-offline-AI integration
Peyush Bansal's Lenskart has built a multi-channel D2C model: online ordering, virtual try-on (AI), home try-on, 1500+ retail stores, in-house manufacturing in Bhiwadi. A masterclass in vertical integration.
DELIVERABLE
BMC decomposition. Identify the 4 key business-model innovations. Recommend international expansion strategy (Lenskart's recent SEA push).
Sameer Nigam's PhonePe started as UPI payments (2016), expanded to insurance, mutual funds, gold, lending. The super-app architecture is becoming the dominant Indian fintech pattern.
DELIVERABLE
BMC for PhonePe today. Analyse the super-app economics (cross-sell, customer LTV, unit economics per product). Evaluate the regulatory risks.
Boat: D2C audio brand built on Indian consumer insight
Aman Gupta and Sameer Mehta's Boat became a Rs 4000 cr brand in 7 years by understanding what Indian young consumers wanted (fashion + sound + value) and building a celebrity-led brand machine.
DELIVERABLE
BMC + VPC for Boat. Identify the 5 customer-insight bets that drove growth. Recommend Boat's response to the post-IPO underperformance.
ONDC: India's open commerce protocol — government-as-platform
ONDC (Open Network for Digital Commerce, launched 2022) is India's attempt to break the Amazon-Flipkart duopoly through an open protocol. By 2024, 80+ lakh sellers onboarded. A unique platform-business-model.
DELIVERABLE
Decompose ONDC as a platform. Compare against Amazon's closed marketplace. Identify the 3 biggest execution risks. Recommend governance changes.
Sarvam AI (founded by Pratyush Kumar + Vivek Raghavan, ex-AI4Bharat) is building Indic-language foundation models. A new-category business-model emerging in 2024.
DELIVERABLE
Design a BMC for Sarvam AI. Identify the 3 monetisation paths. Compare against US foundation-model business models. Recommend strategy.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Business-model design is the most strategic activity in a venture's life — every structural choice (who's the customer, what's the value proposition, how is value captured, what's the cost structure, who are partners) has compounding consequences. E9 frames the BMC + VPC + Lean Startup as decision-making instruments: each block of the BMC is a strategic decision that defines what the company IS. Customer-discovery research isn't just user empathy — it's decision evidence that informs which business-model hypothesis to bet on.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO6
Capstone (CO6) directly produces new business-model designs — the venture-creation engine of SDG 9's innovation agenda. Indian context cases (Sarvam AI, ONDC) anchor the innovation discussion in real Indian infrastructure-building.
SDG 8Decent Work and Economic GrowthLinked to: CO5, CO6
Platform business models (CO5) and venture creation (CO6) are core engines of decent work + economic growth in India. Cases include Urban Company (formalising professional services), gig-platform analyses (Swiggy/Zomato as platform-employment models), and tier-3 + rural-focused business models (e.g., agritech, vocational skill-building) explicitly aimed at SDG 8 outcomes.
🌱ESG integration · extends Module 6: Business Model Design — Integrated Capstone
ESG-by-design business models: incorporating ESG into BMC from inception, not retrofit.
Impact-investing-compatible business models: B Corp certification, dual bottom-line metrics, theory-of-change frameworks.
Stakeholder-capitalism vs shareholder-capitalism business-model implications.
Additional hours: 1.5 hours added to Module 6 (ESG by design)
Rationale: Indian impact-investing AUM is growing 25%+ annually (Aavishkaar, Omidyar, Lok Capital). Founders building today must design ESG into business models from inception, not retrofit later.
Case extensionMamaearth — ESG built into brand narrative from inception. Analyse as ESG-native business model.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Miro (collaborative whiteboard for BMC + VPC + customer research synthesis) + Claude (ideation + critique partner). Both are foundational for design-thinking + business-model workshops. Notion for research repositories shown as concept, not tool-mastery — students need depth in Miro + Claude.
Miro (or Mural)Collaborative whiteboard for design-thinkingModule 3
Workflow:Use Miro to build a collaborative empathy map from 10 customer interviews. Synthesize via affinity mapping (cluster sticky-notes by theme). Build JTBD diagram. Draft VPC. Run remote design-thinking sprint with team. Compare the collaborative Miro experience against paper + whiteboard alternative.
Skill built:Collaborative customer-research synthesis at remote-team scale
Deliverable:Empathy map + JTBD diagram + VPC in Miro for capstone problem
Claude (or ChatGPT)Ideation + business-model critique partnerModule 6
Workflow:Submit your draft BMC + VPC to Claude. Ask: 'critique as a Series A investor — what's missing, what's under-defended, what 3 hypotheses would I want to see validated before investing'. Iterate the design. Then ask Claude to play 'sceptical user' for the 3 customer-segment claims; refine accordingly.
Skill built:Adversarial business-model critique — Sequoia / Lightspeed standard
Deliverable:BMC + VPC v1 + 2 rounds of AI critique + v3 final
⟶Indian + global frontier 2025-26 · what to track
ONDC scale-up + open-commerce-protocol business models80+ lakh sellers onboarded by 2024-25; new buyer-side apps (Paytm, PhonePe), seller-side apps (Pluginflow, eSamudaay), logistics SPs. New BMC patterns emerging.
Indic LLM-native business models (Sarvam AI, Krutrim, IndicLLMs)$50M+ raised by India-foundation-model startups 2024-25. Open-source + enterprise hybrid BMCs unprecedented in Indian SaaS.
AI-native business modelsCursor, Perplexity, Anthropic API-built products defining new BMC categories — 'AI-powered X' becoming insufficient differentiator; native architecture matters.
Platform stack on India's digital public infrastructure (DPI)UPI + Aadhaar + ONDC + AA enabling new business models impossible elsewhere. Examples: gig-worker insurance (auto-enrollment via platform), embedded credit on UPI.
Impact + commercial blended business modelsAavishkaar Capital's $1B+ AUM signals investor appetite for blended-model businesses; B Corp certification + Indian regulator-recognised social enterprises growing.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
New Business-Model Design + Customer-Validation Project
Students form 3-4 person teams. Each team identifies a real customer problem (in India context), conducts 15+ customer interviews to validate the problem, designs a complete business-model for the solution, builds a low-fidelity MVP (smoke test, concierge, or prototype), tests one core hypothesis with real users, and presents the validated business model to an industry-practitioner panel (entrepreneurs + investors). Deliverables: BMC + VPC, customer-research synthesis, MVP, validation evidence, financial projections, pitch deck, presentation.
Design thinking cannot be taught only through theory. A 1-day intensive sprint with customer interviews + ideation + prototyping anchors the methodology.
Teams of 4 design a business-model framework specific to a chosen industry (sector picked from Sectoral Specializations). Required to review and cite at least 3 existing frameworks (Osterwalder, Strategyzer's Value Proposition canvas, Lean Canvas) before proposing the new one. Output: printable 1-page canvas with field test (interview 5 founders/operators in that sector). Week 9 defence.
Friday brief at 5 PM → Sunday demo at 6 PM. Teams of 3. Students must ship a working artefact (Figma prototype, Bubble/Webflow site, working spreadsheet model, video MVP). Faculty + 2 industry mentors evaluate on (a) speed of decision-making during the 48 hours, (b) artefact quality, (c) pitch clarity in 5-minute demo. 15% of course grade. Two sprint cycles in the trimester, second one industry-mentor-led.
ALM-24Structured Peer Review with Faculty CalibrationWeeks 6, 9, 11 (3 review cycles for the business-model canvas)
Each student reviews 2 peer business-model canvases using the structured rubric (problem-validation evidence, value-proposition specificity, channel viability, unit-economics realism, scaling logic). Faculty calibrates against the same 2 samples. Peer-faculty agreement scored. 15% of internal grade.
ALM-25Brainstorming with Structured ConvergenceWeeks 2 and 7 (2 sessions, 90 min each)
90-min structured session. Phase 1 (20 min): silent ideation around 3 "How might we" prompts, sticky-note method, no critique. Phase 2 (30 min): cluster ideas with affinity diagramming. Phase 3 (40 min): dot-voting (3 votes each) → 2x2 prioritisation (impact vs effort) → structured pitch of top 3 ideas (3 min each). Output → input for downstream business-model design.
ALM-19Field Research with Structured ProtocolWeeks 4-9 (6-week customer discovery)
Customer-discovery field research for business model validation. Teams of 3 each interview 15 prospective customers using the Mom Test protocol. Protocol forbids leading questions and pitches. Weekly check-ins with faculty. Final: hypothesis-validation matrix + go/no-go recommendation. 20% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why business models matter + BMC introduction
Reliance Jio reading
Team formation
BMC decomposition of 3 Indian cos
BMC submission
Week 2
BMC mastery + reading businesses through their BMC
Continuous lab assessment including interview rubrics, BMC critiques.
Capstone business-model design
25%
25
Team-based real customer-validation + business-model design + panel presentation.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Miro + Notion + Claude for ideation + synthesis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
E9 is benchmarked against Stanford d.school's Design Thinking Bootcamp, IDEO U's Foundations in Design Thinking, Strategyzer's Mastering Business Models, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Business Model Generation
Alexander Osterwalder, Yves Pigneur
Wiley, 2010 — the foundational BMC text
2010
All
Value Proposition Design
Alexander Osterwalder et al.
Wiley
2014
All
The Lean Startup
Eric Ries
Crown Business
2011
All
The Four Steps to the Epiphany
Steve Blank
K&S Ranch
2013
All
Running Lean
Ash Maurya
O'Reilly
2022
All
The Innovator's Dilemma
Clayton Christensen
HarperBusiness
1997
All
Platform Revolution
Geoffrey Parker, Marshall Van Alstyne, Sangeet Paul Choudary
W.W. Norton
2016
All
Change by Design
Tim Brown
HarperBusiness Revised
2019
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Section A — Short answer: 6 × 4 marks (Modules 1-3 (BMC + VPC + Design Thinking fundamentals)) Section B — Case analysis: 1 × 16 marks (Applied BMC + VPC decomposition)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated business-model design + Lean Startup + platform analysis
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated business-model design + Lean Startup + platform analysis)
Notable: Former Associate Professor at Central University of South Bihar. 20+ years teaching experience; 190+ research papers; PI on UGC/ICSSR/NCW/DST projects.
Value the project. Fund it right. Return the cash.
E1 develops corporate-finance analytical literacy. By trimester end, students will: (a) apply time-value-of-money + DCF techniques to value projects + businesses, (b) compute + interpret cost of capital (WACC + components), (c) make capital-budgeting decisions using NPV/IRR/PI/payback under uncertainty, (d) analyse capital-structure decisions (debt-vs-equity, leverage, signaling), (e) evaluate dividend + buyback policy choices, and (f) manage working capital + short-term financing for Indian listed + private companies.
RATIONALE
Corporate Finance is the analytical engine of the firm. Every CFO decision — what projects to invest in, how to fund them, how much cash to return to shareholders — sits on corporate-finance foundations. Indian capital markets have matured rapidly: ~Rs 1.4 lakh crore raised via IPOs in FY24; the corporate bond market crossed Rs 100 lakh crore outstanding; M&A activity routinely tops $80B/year; private equity deployed $50B+ in 2023-24. Recruiters at Goldman Sachs Mumbai, JM Financial, Kotak Investment Banking, Avendus, Spark Capital, Bain & Co, McKinsey, EY-Parthenon all test corporate-finance fundamentals in entry interviews. E1 develops the analytical fluency — NPV, WACC, capital structure, dividend policy, working capital management — that a first-year analyst at any of these firms is expected to bring from day 1. Every concept is anchored in a real Indian listed-company decision.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY time value of money and discounted cash flow techniques to value projects, bonds, and equity securities.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
COMPUTE and INTERPRET cost of capital including cost of debt, cost of equity through CAPM, and weighted average cost of capital for Indian companies.
PO1 H · PO5 H · PSO1 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (M): Industry and real world fluency
CO3BTL 5 · Evaluate
MAKE capital budgeting decisions using NPV, IRR, profitability index, and payback period, supported by sensitivity and scenario analysis.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE capital structure decisions including the MM theorems, tradeoff theory, pecking order, and signaling, applied to Indian firms.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE dividend and buyback policy choices through the lens of signaling, clientele, and agency considerations in the Indian regulatory context.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 4 · Analyse
MANAGE working capital and short term financing for operating efficiency and liquidity.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 6 hr
Time Value of Money + DCF Foundations
TOPICS
Time value of money: PV, FV, annuity, perpetuity, growing perpetuity
Discount-rate intuition: real vs nominal, risk-free vs risk-adjusted
Bond pricing + yield-to-maturity (YTM): zero-coupon, coupon bonds, Indian G-Sec
Equity valuation: dividend discount model (DDM), Gordon growth, two-stage DDM
FCFF + FCFE: free cash flows derivation from financial statements
Indian context: G-Sec yield curve, AAA corporate spreads, RBI bond market
Tools Excel (NPV, PV, FV, IRR functions) · Bloomberg-style data exercises · RBI bond data
Module 2
CO2
L: 6 hr · P: 6 hr
Cost of Capital — Debt, Equity, WACC
TOPICS
Cost of debt: pre-tax + after-tax, Indian credit-rating implications (AAA → AA → A)
Cost of equity: CAPM, Indian risk-free rate (10Y G-Sec), market risk premium
Beta: regression-based, levered vs unlevered, Indian industry betas
WACC: weighting, market-value vs book-value weights
Cost of capital for unlisted Indian companies: comparable + build-up approaches
Industry betas: IT services, banking, FMCG, pharma, auto, cement in India
Tools Excel + Bloomberg-style data · NSE/BSE historical price data · Indian credit-rating reports (CRISIL, ICRA)
Short-term financing: cash credit, working capital demand loans, commercial paper
Indian context: D2C working capital, FMCG distributor finance, IT-services WC patterns
Tools Indian listed-company working-capital data · RBI commercial-paper data · Excel
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4 · CO1, CO2, CO3, CO4
Reliance Jio — The Largest Capital-Budgeting Decision in Indian History
Between 2014 and 2019, Reliance Industries invested ~Rs 2 lakh crore (~$30B) building Jio's 4G network — among the largest greenfield capital decisions in global telecom history. The decision used non-public WACC assumptions, multi-decade revenue projections, scenario analysis. By 2024, Jio has 470M subscribers + ROCE has turned positive. Students decode the corporate-finance logic that justified the bet + analyse ex-post returns.
DATA / SOURCES
RIL annual reports 2014-2024
Jio investor day presentations
Sell-side analyst reports on RIL/Jio NPV models
DELIVERABLE
8-page memo: (a) capital outlay timeline, (b) revenue + cost scenarios, (c) NPV under base/upside/downside, (d) ex-post ROCE analysis, (e) lessons for large-cap Indian capex.
Tata Steel + Corus Acquisition — A Capital-Structure Stress Test
In 2007, Tata Steel acquired Corus (UK + Netherlands steel operations) for $13.7B — funded with $6.1B equity + $7.6B debt. The acquisition transformed Tata Steel into a global steel major but also created a 15-year leverage stress. By 2024, Tata Steel has largely exited UK operations + restructured the European debt. The case is the textbook study of Indian capital-structure decisions under M&A pressure.
DATA / SOURCES
Tata Steel annual reports 2007-2024
Investor day presentations
Academic studies (Indian School of Business, ISB cases)
TCS has executed 5 buybacks since 2017, returning Rs 80,000+ crore to shareholders. Each tender offer was priced at a premium (~14-20%) to market. The buybacks reflected TCS's philosophy: distribute surplus cash, manage capital base, signal confidence. Students analyse the rationale + ex-post impact + lessons for other Indian IT services.
DATA / SOURCES
TCS buyback offer documents (5 separate events)
TCS annual reports + investor day decks
SEBI buyback regulations + tax framework
DELIVERABLE
5-page memo: (a) timeline of TCS buybacks, (b) sizing + pricing rationale, (c) ex-post EPS + ROE impact, (d) tax implications for shareholders, (e) lessons for cash-rich IT firms.
Computing WACC for an Indian bank requires special handling: deposits as the dominant 'debt' funding, equity capital with regulatory minimums (Basel III), CAPM with a banking beta. Pre-merger HDFC Bank had a relatively stable WACC; post-merger with HDFC Ltd (July 2023), the WACC shifted materially. Students compute pre + post-merger WACC.
DATA / SOURCES
HDFC Bank annual reports 2022, 2023, 2024
HDFC Ltd. financials pre-merger
Basel III regulatory capital framework
DELIVERABLE
5-page memo: (a) pre-merger HDFC Bank WACC, (b) HDFC Ltd. standalone WACC, (c) post-merger WACC, (d) implications for lending economics, (e) shareholder value impact.
Reliance Rights Issue 2020 — Largest Indian Equity Raise
In May-July 2020, Reliance Industries raised Rs 53,124 crore via a rights issue — the largest in Indian history. The rights ratio (1:15), pricing (Rs 1,257), part-paid structure, debt-deleveraging rationale all became the textbook example of Indian rights issues. By Nov 2020, Reliance was net-debt-free at the standalone level. Students analyse the corporate-finance logic of rights vs alternatives (QIP, FPO, preferential).
DATA / SOURCES
Reliance rights issue prospectus
RIL FY20 + FY21 annual reports
SEBI rights issue regulations
DELIVERABLE
6-page memo: (a) pre-rights leverage + deleveraging rationale, (b) rights structure analysis, (c) comparison with QIP/FPO alternatives, (d) ex-post leverage trajectory, (e) lessons for large equity raises.
Coal India Special Dividends — Dividend Policy Under Government Control
Coal India Ltd (CIL) has been one of India's highest-dividend-paying PSUs — paying Rs 2-3 lakh crore in dividends + buybacks since 2014. Special dividends served Government of India's fiscal-receipt targets but raised questions about CIL's investment + capex needs. Recent ESG concerns about coal capex add complexity. Students analyse the unique dividend-policy dynamics of Indian PSUs.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Capital allocation is the CEO's single most important strategic decision. Every Rs 1 of free cash flow can fund (a) reinvestment in core business, (b) acquisition, (c) debt paydown, (d) dividends, or (e) buyback. The choice signals strategy. E1 teaches the analytical apparatus — NPV, WACC, capital-structure trade-off, dividend signaling — but always frames the analysis as feeding a strategic decision that the CEO + CFO own and the board reviews.
🌍SDG anchors
SDG 7Affordable and Clean EnergyLinked to: CO3
Capital budgeting for renewable-energy projects (utility-scale solar, wind, rooftop solar, EV charging infrastructure) is woven into CO3. Students value a 200 MW solar capex using India-specific assumptions: PLF (~22-24%), tariff (~Rs 2.40-2.80/unit post-2023 auctions), PPA terms, depreciation benefits.
SDG 13Climate ActionLinked to: CO2
Climate-adjusted WACC is added to CO2. Students learn to apply climate-risk haircuts (transition risk for fossil-fuel-heavy companies, physical risk for asset-intensive sectors) following the framework used by sovereign-green bond issuance (India sovereign green bonds first issued Jan 2023, FY 2023-24 budget Rs 16,000 cr).
🌱ESG integration · extends Module 2: Cost of Capital — Debt, Equity, WACC
Climate-adjusted WACC: applying transition-risk and physical-risk premia for fossil-heavy vs renewable-heavy firms.
Sovereign green bonds India: first issued January 2023 by RBI on behalf of GOI. Rs 16,000 cr in FY 2023-24, Rs 20,000 cr in FY 2024-25. Yield greenium analysis vs vanilla G-Sec.
Corporate green bonds India: REC Ltd, ReNew Power, Adani Green, Greenko issuances. Pricing relative to comparable vanilla bonds.
ESG-linked loans (sustainability-linked loans, SLLs): pricing-step-up if ESG KPIs missed.
Additional hours: 2 hours added to Module 2 lecture; 2 hours added to Module 3 practical (green capex valuation exercise)
Rationale: Indian sovereign green-bond issuance has created a price benchmark for green-financing spreads. Corporate finance graduates joining banks, IB, or treasury roles must understand this market.
Case extensionMini-case: Compute WACC for ReNew Power vs Reliance Industries, applying transition-risk premia. Defend the differential.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Excel Copilot for accelerating capital-budgeting modeling, Claude as the general-purpose strategic-framing assistant. Both are accessible to students; neither requires a paid terminal.
Excel CopilotSpreadsheet accelerationModule 3
Workflow:Build a capital-budgeting model for a Rs 1000 cr capex decision in Excel. Use Copilot to (a) generate sensitivity tables across discount-rate and growth assumptions, (b) write the formulas for NPV / IRR / PI, (c) create scenario summary tables, (d) suggest chart formats. Compare the AI-built model against a manually-built one — identify what Copilot got wrong (often: handling of mid-year vs end-year cash flows, perpetuity formulas).
Skill built:AI-augmented financial modelling with critical review
Deliverable:Capital-budgeting model + 1-page critique of AI assistance
ClaudeStrategic framing assistantModule 4
Workflow:Given a real Indian listed-company capital-structure dataset (debt-equity over 5 years, share-price reactions to issuances), ask Claude to (a) identify the signaling stance the CFO is taking, (b) compare against pecking-order theory, (c) frame the next financing decision the company faces. Critique the response.
Skill built:Translating data into strategic-narrative thinking
Deliverable:Strategic-framing memo for one Indian listed company
⟶Indian + global frontier 2025-26 · what to track
Sovereign green bond programme India: scaled to Rs 20,000 cr / year; greenium of 6-9 bps vs vanilla G-Sec; relevant for sovereign-spread analysis.
Corporate green / sustainability-linked debt: ReNew, Adani Green, Greenko issuances; pricing differentials of 15-40 bps tightening over time.
Real options as a working tool: AI-assisted Monte Carlo via Crystal Ball / @RISK now standard in large-cap capex reviews.
Buyback tax change FY 2024-25: tax shifted from company to shareholder — significantly alters Indian buyback dynamics. Update dividend-policy module.
Climate-adjusted WACC: increasingly demanded by investors; Aswath Damodaran has published India-specific updates 2024-25.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
CFO Decision Pack — Real Indian Listed Company
Each team of 3 picks a real Indian listed company (Maruti, Reliance, HDFC Bank, Infosys, Tata Steel, Sun Pharma, ITC, etc.) and produces the CFO Decision Pack a finance leader would actually present to the Board's Audit + Finance Committee: WACC computation, a live capital-budgeting recommendation, capital-structure analysis vs peers, dividend + buyback recommendation, working capital diagnostic. Final presentation to a panel including a sitting CFO or senior finance director (alumni connection).
WEEKLY MILESTONES
Week 2: Company chosen + 3-statement model from F3 baseline imported
Week 4: WACC computation complete with industry benchmarking
Week 6: Capital-budgeting case identified + analyzed
Week 11: Working capital diagnostic + financing recommendation
Week 12: Integrated CFO Pack + presentation to CFO panel
FINAL DELIVERABLE
(a) Excel CFO Pack workbook with all 5 analyses, (b) 20-page board memo, (c) 12-min presentation deck.
EVALUATION
WACC + cost of capital [15%], capital budgeting [20%], capital structure [20%], dividend + buyback [15%], working capital [10%], integration + presentation [20%]. 60 marks.
06 10 weekly practical experiments
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
TVM + DCF basics in Excel
Indian G-Sec + corporate bond pricing exercise
Excel
TVM + bond pricing workbook
W2
Equity valuation: DDM + Gordon growth
TCS / Infosys / Wipro DDM valuations
Excel
Comparative DDM valuation
W3
Cost of debt — Indian credit-rating analysis
Compare AAA / AA / A spreads in Indian corporate bond market
Excel, CRISIL / ICRA reports
Cost-of-debt model
W4
CAPM + Beta estimation
Regression-estimated beta for 5 Indian stocks vs NIFTY 50
Diverse pedagogy — 5 ALMs spanning discussion, building, data work, simulation, and reflection.
ALM-12Computational Lab (Excel)Weeks 1-10 — 10 sessions, every practical week
60 students in computer lab. Starter Excel models with partial data. Students complete TVM, DCF, WACC, NPV, capital-structure, dividend models. Faculty + 3 TAs circulate. Final 25 min: 3-4 student models critiqued for correctness + clarity.
ALM-3Case-Based DiscussionWeeks 3, 5, 7, 9, 11 — 5 sessions for major cases
60 students horseshoe. Pre-class: case + Excel data + Indian annual report extracts. In-class: cold-call walkthrough through corporate-finance decisions, alternative analyses, decision rationale. Teams vote. Faculty synthesises. ~75 min/case.
Mid-trimester guest: a sitting CFO, Treasury Head, or M&A Director from an Indian listed company (alumni). Discusses real corporate-finance decisions, the analytical + qualitative judgment behind them. 30-min talk + 60-min Q&A.
ALM-17Case Study Analysis (Industry-Grade)Weeks 4 and 9 (two HBS-style cases)
Two HBS or Ivey cases per trimester (faculty licenses the cases). Mid-trimester: a corporate-finance valuation case (e.g., M&A analysis, IPO valuation). End-trimester: capital-structure case (e.g., leveraged buyout, growth-capital decision). Students submit 2-page written brief 24 hours before discussion. 90-min Socratic dialogue in class. Score = written brief (40%) + discussion (60%). 25% of internal grade combined.
ALM-10Multimedia Branching Case SimulationWeeks 6 and 10 (2 sessions, 75 min each)
Corporate finance decision-branching simulations. Scenarios: capital budgeting with sequential project options (real options framing), distress restructuring path (6 decisions with covenant triggers), dividend vs buyback sequencing during a downturn. Each path has measurable shareholder-value outcomes.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — TVM, PV, FV, perpetuity, annuity
—
Capstone team formation + company shortlist
P1: TVM + DCF basics (ALM-12)
ALM-12
Diagnostic quiz (formative)
Week 2
Module 1 — Bond pricing + YTM; DDM equity valuation
—
Capstone: company chosen + 3-statement baseline
P2: DDM valuation (ALM-12)
ALM-12
TVM + bond pricing assignment (15 marks)
Week 3
Module 2 — Cost of debt; Indian credit-rating implications
HDFC Bank WACC case (ALM-3)
Capstone: cost of debt computed
P3: Cost of debt analysis
ALM-3 HDFC Bank
HDFC Bank case (30 marks)
Week 4
Module 2 — CAPM, beta estimation, cost of equity
—
Capstone: beta + cost of equity computed
P4: Beta + CAPM (ALM-12)
ALM-12
CAPM assignment (15 marks)
Week 5
Module 2 — WACC; weighting; industry comparison
TCS Buybacks case (ALM-3)
Capstone: WACC complete
P5: WACC computation
ALM-3 TCS Buybacks
MID-TERM EXAM: 40 marks (CO1-CO2)
Week 6
Module 3 — NPV + IRR + sensitivity
—
Capstone: capital-budgeting case identified
P6: NPV + sensitivity (ALM-12)
ALM-12
TCS Buybacks case (30 marks)
Week 7
Module 3 — Scenarios + real options preview
Reliance Jio case (ALM-3)
Capstone: capital budgeting analyzed
P7: Scenarios + real options
ALM-3 Reliance Jio
Reliance Jio case (35 marks)
Week 8
Module 4 — MM theorems, trade-off theory, pecking order
Tata Steel-Corus case (ALM-3)
Capstone: capital structure analyzed
P8: Capital structure (ALM-12)
ALM-7 Industry talk + ALM-3
Tata Steel case (30 marks)
Week 9
Module 4 — Indian capital-structure patterns; Reliance rights
Reliance Rights case (ALM-3)
Capstone: leverage recommendation
P9: Buyback impact (ALM-12)
ALM-3 Reliance Rights
Reliance Rights case (30 marks)
Week 10
Module 5 — Dividend policy; signaling; clientele
—
Capstone: dividend + buyback memo
P10: WC diagnostic (ALM-12)
ALM-12
Dividend analysis assignment (15 marks)
Week 11
Module 5 + 6 — Buybacks + Working capital
Coal India + DMart cases (ALM-3 dual)
Capstone: WC analysis
Capstone polish (ALM-12)
ALM-3 Coal India + DMart
Coal India + DMart cases (60 marks)
Week 12
Module 6 — Short-term financing; integration
Final wrap-up
Capstone presentations + CFO panel
Capstone delivery
Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs)
09 Evaluation plan
Corporate finance is learned by computing decisions. ~60% applied (capstone + cases + practicals); ~40% theory + computation (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
22%
215
Applied corporate finance analysis on real Indian cases
Capstone (CFO Decision Pack)
25%
60
End-to-end CFO decisions for a real Indian listed company
Practicals (10 weekly)
10%
100
Excel modeling + computational fluency
Mid-term (Week 5)
13%
40
CO1-CO2 — TVM, valuation, cost of capital
End-term (Week 12)
25%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
E1 is benchmarked against Wharton's FNCE 100 Corporate Finance, IIM-A's Corporate Finance, HBS Finance I, and CFA Institute's Corporate Issuers curriculum. E1's differentiation: Indian case mix throughout (Reliance Jio, Tata Steel-Corus, TCS buybacks, DMart WC, Coal India dividends, Reliance Rights), CFO Decision Pack capstone, strong Indian regulatory context (SEBI, RBI, CBDT).
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 E1
100%
Reference baseline. 6 modules covering TVM through working capital.
Wharton FNCE 100
95%
MBA core. Strong overlap with deeper US-context.
Topics in this syllabus but NOT in KL F1:
More US tax-policy treatment
US-specific LBO + M&A structures
Rationale for KL omission:
US-specific tax + M&A structures replaced with Indian equivalents (CBDT, SEBI).
IIM-A Corporate Finance
98%
PG MBA core. Closely aligned, Indian context.
Topics in this syllabus but NOT in KL F1:
More detailed mathematical proofs (MM theorems)
Deeper agency-cost analysis
Rationale for KL omission:
Math depth appropriate for PG; BBA emphasises interpretation + application.
HBS Finance I
90%
Case-method based. Strong overlap, US case mix.
Topics in this syllabus but NOT in KL F1:
US case studies replace Indian
Less coverage of WC
Rationale for KL omission:
Indian context preferred. WC depth appropriate for BBA.
CFA Corporate Issuers (Level 1+2)
88%
Professional curriculum.
Topics in this syllabus but NOT in KL F1:
More IFRS-vs-GAAP detail
Heavier emphasis on standalone metrics
Rationale for KL omission:
CFA exam-prep content beyond BBA core.
▸ STRENGTH AREAS
India-first case mix with real listed-company decisions
CFO Decision Pack capstone bridges theory to actual finance work
Strong placement signal to IB, ER, PE, consulting, corporate finance
Indian regulatory context: SEBI buyback rules, CBDT tax framework, RBI corporate bonds
Direct progression to E2 Investments + IB specialisation
▸ FOR CONTINUOUS IMPROVEMENT
Real options theory at preview level only — deeper in T7 IB elective
International capital budgeting (FX, country risk) covered in E15 International Business
Behavioral corporate finance deferred to PE Strategy/Behavioral electives
Detailed LBO mechanics in T1-PE2 specialisation course
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Principles of Corporate Finance (14th ed.)
Brealey, Myers, Allen
McGraw-Hill
2023
All 6 modules (the global standard textbook)
Corporate Finance (12th ed.)
Stephen A. Ross, Randolph Westerfield, Jeffrey Jaffe, Bradford Jordan
McGraw-Hill
2022
All 6 modules
Financial Management: Theory and Practice
Prasanna Chandra
McGraw-Hill India
2024
All 6 modules (Indian-context spine)
Investment Banking: Valuation, LBOs, M&A, and IPOs (3rd ed.)
Joshua Rosenbaum, Joshua Pearl
Wiley
2020
Modules 1, 2 (preview for T1-PE1)
Damodaran on Valuation (3rd ed.)
Aswath Damodaran
Wiley
2023
Modules 1, 2
Indian Financial System
Bharati V. Pathak
Pearson India
2023
Modules 2, 4 (Indian markets context)
Corporate Finance Workbook (Indian Edition)
I. M. Pandey
Vikas Publishing
2023
All 6 modules (Indian context)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2
PART A — Short Answer (18 marks, 6 × 3): 1a, 1b, 1c — CO1; 2a, 2b, 2c — CO2.
PART B — Applied Problem (22 marks): Indian listed-company scenario. Sub-Q: (a) Bond + DDM valuation — CO1 (8 marks), (b) WACC computation with full justification — CO2 (14 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a, 2b — CO2; 3a, 3b — CO3; 4a — CO4; 5a — CO5; 6a — CO6.
PART B — Capital Budgeting Problem (24 marks): NPV + sensitivity for an Indian capex scenario. CO3.
PART C — Capital Structure + Dividend Problem (27 marks): Indian listed-company scenario requiring CO4 capital-structure analysis + CO5 dividend recommendation + CO6 WC diagnostic.
Read the market. Build the portfolio. Manage the risk.
E2 develops investment + capital-markets fluency. By trimester end, students will: (a) analyse the structure + microstructure of Indian equity, debt, derivative + currency markets, (b) value individual securities (equity + bonds + derivatives) using multiple methods, (c) construct + analyse portfolios using modern portfolio theory (MPT) + factor models, (d) understand mutual funds, AIFs, ETFs + their roles in Indian retail + institutional investing, (e) apply basic derivative strategies (futures + options) for hedging + directional bets, and (f) navigate SEBI + RBI + exchange regulations for equity, debt, derivative markets.
RATIONALE
Investments + capital markets is where corporate finance meets markets. India's capital markets have entered an extraordinary phase: NIFTY 50 crossed 25,000 in 2024; IPO market raised Rs 1.4 lakh crore in FY24 (~$17B, 4x FY23); SIP inflows hit Rs 21,000 cr/month; mutual fund AUM at Rs 60+ lakh crore; demat accounts crossed 15+ crore; F&O turnover exceeded Rs 500 lakh crore in a single year on NSE. Recruiters at Kotak Mahindra Asset Management, HDFC AMC, ICICI Pru AMC, Nuvama Wealth, Anand Rathi, Motilal Oswal, JM Financial, Edelweiss Wealth, the entire sell-side research industry (Goldman, MS, JP Morgan, Macquarie, Jefferies, BofA, UBS) all test investments + capital-markets fundamentals as Day-1 expectations. E2 develops applied capital-markets literacy: instruments, valuation, portfolio construction, market microstructure, derivatives basics, mutual funds + AIFs. The 6-hour practical means students spend the equivalent of 72 hours/trimester on hands-on portfolio + market analysis.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the structure and microstructure of Indian equity, debt, currency, and derivative markets.
PO1 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
VALUE individual equity, debt, and derivative securities using multiple valuation methods.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 5 · Evaluate
CONSTRUCT and ANALYSE portfolios using Modern Portfolio Theory, factor models, and Indian context constraints.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
EVALUATE mutual funds, AIFs, and ETFs and their role in Indian retail and institutional investing.
PO1 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
APPLY basic derivative strategies including futures and options for hedging and directional bets in the Indian context.
PO1 H · PO5 H · PSO1 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (M): Industry and real world fluency
CO6BTL 4 · Analyse
NAVIGATE SEBI, RBI, and exchange regulations along with the investor protection framework across Indian capital markets.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
The NSE co-location scandal (2012-2015, investigated 2016-2024) involved certain brokers obtaining preferential access to NSE's tick-by-tick data feed, enabling latency arbitrage. SEBI imposed Rs 1,100 cr penalty on NSE in 2019, then Rs 25 cr more in subsequent orders. The case shows how market microstructure failure undermines investor confidence + regulatory response.
DATA / SOURCES
SEBI orders 2019, 2022, 2024 on NSE co-location
SEBI surveillance + investigation reports
Academic studies on Indian exchange architecture
DELIVERABLE
7-page memo: (a) co-location architecture, (b) abuse mechanism, (c) detection challenges, (d) SEBI response, (e) lessons for exchange governance.
Real-worldIndiaMod 1, Mod 2, Mod 6 · CO1, CO2, CO6
Zomato IPO 2021 — India's First Internet Mega-IPO
Zomato's IPO in July 2021 raised Rs 9,375 cr — India's first major internet IPO. The issue was priced at Rs 76 (top of band Rs 72-76); subscribed ~38x. The DRHP introduced Indian investors to new valuation paradigms (loss-making but high-growth). Post-IPO trajectory included drop to Rs 41 (2022) + recovery to Rs 200+ (2024). The case is the textbook Indian internet-IPO study.
Real-worldIndiaMod 2, Mod 4, Mod 6 · CO2, CO4, CO6
Franklin Templeton Debt Fund Crisis 2020 — Mutual Fund Risk
In April 2020, Franklin Templeton India suddenly wound up 6 debt mutual fund schemes with Rs 25,856 cr AUM, citing illiquidity in lower-rated corporate bonds during COVID-19. The wind-up affected 3 lakh+ investors. Court cases, SEBI investigations, eventual investor recovery through 2023-24. The case is the textbook Indian credit-MF crisis.
DATA / SOURCES
SEBI orders + FT-India press releases
Karnataka High Court + SC orders
Academic studies on Indian MF + bond market
DELIVERABLE
8-page memo: (a) FT-India fund structure, (b) underlying-bond credit deterioration, (c) wind-up decision, (d) regulatory + judicial response, (e) lessons for MF + bond investors.
Indian SIP Revolution — Retail Investment Transformation
Indian SIP inflows grew from Rs 3,122 cr/month (Jan 2017) to Rs 21,262 cr/month (Apr 2024) — a 7x growth in 7 years. SIP accounts crossed 8.7 crore. This transformed Indian capital markets: equity-MF AUM at Rs 23+ lakh crore, DII flows now rival FPI flows. The case decomposes the SIP revolution + its market implications.
DATA / SOURCES
AMFI monthly + annual data 2014-2024
SEBI mutual fund data + reports
Industry analysis from CAMS, KFin Tech
DELIVERABLE
7-page memo: (a) SIP growth decomposition, (b) demographic + product drivers, (c) market-impact analysis (DII vs FPI), (d) sustainability scenarios, (e) implications for Indian capital-market depth.
NIFTY F&O Retail Surge + SEBI Tightening (2023-2024)
Indian F&O retail participation surged 4x in 2020-2023 — driven by zero-brokerage platforms (Zerodha, Groww, Upstox), low minimum lot sizes, simple option-strategies marketing. SEBI's 2024 study found 91% of retail F&O traders lost money. SEBI's response: lot-size increase, ELM tightening, broker risk-disclosure, exposure limits. The case shows derivative-market evolution + regulatory rebalancing.
Adani Group + Hindenburg Stock Crash 2023 — Short Selling + Market Integrity
In Jan 2023, Hindenburg Research published a 100+ page report alleging fraud + price manipulation in 7 Adani group listed entities. The combined market cap dropped Rs 12 lakh crore in 30 days. SEBI investigations + Supreme Court oversight + GQG investment rebuilt confidence partly. The case shows short-seller activism, Indian market response, regulatory mechanisms, retail-investor protection.
DATA / SOURCES
Hindenburg Report (Jan 2023)
Adani Group responses + filings
SEBI orders + SC committee report
DELIVERABLE
8-page memo: (a) Hindenburg's allegations, (b) Adani's response + market reaction, (c) SEBI investigation framework, (d) market-integrity considerations, (e) lessons for Indian market governance.
Indian REIT Market — Embassy + Mindspace + Brookfield
India's first REIT (Embassy Office Parks, Mar 2019) was followed by Mindspace (2020), Brookfield India (2021), Nexus Select (2023 — first retail REIT). REIT AUM crossed Rs 1.2 lakh crore by 2024. Valuation methodology, yield characteristics, regulatory framework (SEBI REIT regulations) all matured. The case shows new asset-class development in Indian capital markets.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Portfolio construction is a continuous strategic choice — over asset classes (equity / debt / commodities / alternatives), within asset classes (large vs mid vs small cap, factor tilts), and across time horizons (tactical vs strategic asset allocation). E2 teaches Markowitz, factor models, and derivative payoffs as the analytical foundation, then frames every allocation choice as a strategic position the portfolio manager will be held accountable for at the next investment-committee review.
🌍SDG anchors
SDG 5Gender EqualityLinked to: CO3
Gender-lens investing is added to portfolio construction (CO3). India funds: Aavishkaar's gender-lens fund, SEWA Mahila Sahakari Bank investments, IIM Calcutta Women in Finance Fund. Global benchmarks: 2X Challenge, Equileap rankings.
SDG 13Climate ActionLinked to: CO3, CO4
ESG factor investing in CO3; green-bond inclusion in CO4. Students build an India ESG portfolio using MSCI India ESG Leaders index methodology, applying exclusion (coal, tobacco) and best-in-class screening.
Additional hours: 3 hours added to Module 4 lecture; 2 hours added to Module 4 practical (ESG portfolio construction exercise)
Rationale: Indian ESG-fund AUM grew from Rs 4,000 cr (2020) to Rs 12,000+ cr (2024). Smart-beta ETFs now Rs 20,000+ cr. A graduate joining a fund-management or wealth-management firm in 2026 will be asked to discuss ESG positioning in client meetings.
Case extensionMini-case: Build a India ESG factor portfolio (top 30 by MSCI India ESG Leaders score, equal-weighted). Backtest 5-year returns vs Nifty 50. Decompose factor exposures.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — AlphaSense for transcript / filing search at investment-research speed, Claude for thesis sharpening. Together they replicate what a buy-side analyst's AI stack looks like in 2026.
AlphaSenseAI-powered investment researchModule 2
Workflow:Use AlphaSense to search across 10+ Indian listed-company earnings transcripts for a single sector. Query: 'management commentary on demand environment H2 FY 2024-25'. Surface 20 cross-company quotes; identify the demand-trend consensus and the outliers. Compare against sell-side narratives.
Skill built:Multi-document cross-company AI-assisted research at buy-side speed
Deliverable:Sector demand-environment memo with 20 sourced quotes
ClaudeInvestment-thesis sharpenerModule 3
Workflow:Draft a 1-page investment thesis for an Indian mid-cap stock. Submit it to Claude with the prompt 'critique this thesis as a senior PM would: what are the unstated assumptions, what data would falsify the thesis, what are the three biggest risks'. Iterate the thesis based on the critique.
Skill built:Adversarial thesis review — a senior-PM workflow
Deliverable:v1 thesis + AI critique + v2 thesis (improved)
⟶Indian + global frontier 2025-26 · what to track
ESG factor investing India: AUM growth 3x over 2020-24. Performance has lagged vanilla by 1-2 percentage points; debate active.
Smart-beta ETFs India: Rs 20,000+ cr AUM; momentum and quality factors outperforming value 2022-24.
Crypto as an asset class: SEBI position evolving; GIFT-IFSC regulated framework live since 2023. Indian investors via FEMA LRS route. India 30% capital-gains tax on crypto.
Alternative data in Indian equity research: satellite imagery for cement / power capacity utilisation, app-store ranks for consumer-internet, hiring data via LinkedIn / Naukri.
Direct-listing reforms India: SEBI explored direct listing on foreign exchanges (GIFT-IFSC pathway). Active discussion 2024-26.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Indian Equity Portfolio — Construction, Back-Test, Live Pitch
Each team of 4 constructs an Indian equity portfolio for a defined investor mandate (e.g., HNI with Rs 50 cr corpus, retirement-focused; family office with Rs 200 cr, growth-tilt; corporate treasury with Rs 100 cr surplus, capital preservation). The portfolio must include: 15-20 large/mid/small cap Indian stocks, 3-5 G-Sec/corporate bonds, 3-5 mutual fund + ETF holdings, 2-3 derivative hedges. Live back-test for 5 years. Build investor pitch deck. Present to a panel including a sitting Portfolio Manager or HNI Wealth advisor (alumni).
WEEKLY MILESTONES
Week 2: Investor mandate chosen + research universe defined
Recommended MF + ETF basket for 3 investor personas
AMFI data, Morningstar, Excel
MF + ETF recommendation pack
W9
Option payoff diagrams + strategies
5 hedging + 5 directional strategies tested
Excel payoff diagrams, TradingView
Option strategy workbook
W10
Futures hedging — equity + currency
Hedge a Rs 10 cr equity portfolio + USD-INR exposure
Excel, NSE F&O data
Hedging strategy + cost analysis
W11
REIT + AIF + special situations
REIT valuation; AIF return profile decomposition
Excel, REIT prospectuses
REIT + AIF analysis
W12
Capstone delivery
Pitch deck + PM panel
PowerPoint / Keynote, Excel
Capstone pitch + Q&A
07 Active Learning Methods used
Balanced mix — 4 ALMs across the trimester covering discussion, building, and reflection modes.
ALM-12Computational Lab (Excel + Python)Weeks 1-12 — 12 sessions, every week (this is a 6-hr practical course)
60 students in computer lab; 9 hrs/week — 6 hrs practical + 3 hrs theory+tutorial. Heavy hands-on cadence: portfolio modeling, back-testing, option pricing, regression analysis. Faculty + 4 TAs circulate. Final 30 min: 5-6 student models critiqued.
ALM-3Case-Based DiscussionWeeks 3, 5, 7, 9, 11 — 5 sessions for major cases
60 students horseshoe. Pre-class: case + market-data extracts. In-class: walkthrough of capital-market decisions, alternative analyses, decision rationale. Teams pitch. Faculty synthesises. ~90 min/case.
Mid-trimester guest: a sitting Portfolio Manager, sell-side analyst, or sales-trading head from a Mumbai-based investment firm (alumni). Discusses real market scenarios + analytical judgment. 30-min talk + 60-min Q&A.
ALM-10Multimedia Branching Case SimulationWeeks 5 and 10 (2 sessions, 75 min each)
Investment decision branching. Scenarios: portfolio response to a tail-risk event (5 decision points across 6 months), IPO investment decision under information asymmetry, distressed-debt position over a 12-month workout. Software tracks each choice. Debrief explicitly compares student decisions to professional-investor benchmarks.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Indian capital market architecture; NSE + BSE structure
—
Capstone team formation + investor mandate selection
P1: Market exploration (ALM-12)
ALM-12
Diagnostic quiz
Week 2
Module 1 — Market participants; SEBI + RBI; Module 2 begin
Real options theory at preview level only (advanced in T7 IB course)
Detailed hedge fund + AIF strategies in T1-PE4 PE/VC course
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Investments (12th ed.)
Bodie, Kane, Marcus
McGraw-Hill
2023
All 6 modules (global standard)
Investment Analysis and Portfolio Management (11th ed.)
Reilly, Brown
Cengage
2022
Modules 2, 3, 4
Indian Financial System (12th ed.)
Bharati V. Pathak
Pearson India
2024
Modules 1, 6 (Indian markets context)
Security Analysis and Portfolio Management (2nd ed.)
Punithavathy Pandian
Vikas
2023
All 6 modules (Indian context)
Options, Futures, and Other Derivatives (11th ed.)
John C. Hull
Pearson
2023
Module 5 (canonical derivatives)
Indian Mutual Funds Handbook
Sundar Sankaran
Vision Books
2023
Module 4
The Intelligent Investor (Revised)
Benjamin Graham (with commentary by Jason Zweig)
HarperCollins
2022
Modules 2, 3 (investor mindset)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (18 marks, 6 × 3): 1a — CO1; 2a, 2b — CO2; 3a, 3b — CO3; 3c — CO3.
PART B — Applied Problem (22 marks): Multi-part problem. Sub-Q: (a) Indian market structure analysis — CO1 (6 marks), (b) Equity + bond valuation for 2 securities — CO2 (8 marks), (c) Portfolio optimization with given inputs — CO3 (8 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a, 2b — CO2; 3a, 3b — CO3; 4a — CO4; 5a — CO5; 6a — CO6.
PART B — Portfolio Problem (24 marks): Construct + analyse a 10-security portfolio with optimization, factor decomposition, performance evaluation. CO2 + CO3.
PART C — Derivatives + Regulatory Problem (27 marks): Hedging strategy design with payoff diagrams; mutual fund recommendation; SEBI regulatory analysis. CO4, CO5, CO6.
Understand the Indian consumer. Build the brand that wins them.
E4 develops integrated consumer-behaviour + brand-strategy fluency. By trimester end, students will: (a) apply consumer-psychology frameworks (motivation, perception, learning, decision-making) to Indian consumer contexts, (b) segment Indian consumers using psychographics + demographics + Bharat-vs-India splits, (c) design brand-positioning + brand-architecture using Keller's Brand Equity + Aaker's brand-identity + Kapferer's brand-prism, (d) analyse Indian D2C + heritage-brand cases to identify what makes positioning win, (e) evaluate the role of creator-economy + social-commerce in shaping brand-consumer relationships, and (f) develop a complete brand-strategy document for a new or repositioning Indian brand.
RATIONALE
India's consumer-brand story is being rewritten in real-time. D2C brands (Mamaearth, Boat, Sugar, The Souled Store, WakeFit) have built Rs 1000+ cr revenue lines in 5-7 years, often displacing incumbents who didn't understand the new Indian consumer. Established brands (Asian Paints, HUL, Marico, Britannia, Maruti) are rethinking positioning for the urban millennial + Gen Z who buy differently than their parents. Creator-economy creators (BhuvanBam, Tanmay Bhat, Ranveer Allahbadia, Kusha Kapila) now hold brand-influence equivalent to legacy celebrities. E4 builds the consumer-psychology + brand-strategy foundation that makes all this intelligible — covering psychological foundations (Maslow, Hofstede, Kahneman), Indian consumer segmentation realities (Bharat vs India, NCCS A vs E, urban-rural splits), brand architecture (Aaker, Keller, Kapferer frameworks), and the contemporary positioning craft demonstrated by India's most successful brands.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY consumer-psychology frameworks including motivation theory, perception, attention + memory, learning, and attitude formation to Indian consumer-behaviour contexts.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
ANALYSE Indian consumer decision-making including problem recognition, information search, evaluation, purchase, and post-purchase behaviour, applying Kahneman System 1 vs System 2 thinking.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
ANALYSE Indian consumer segmentation realities including NCCS classification, urban-rural splits, Bharat-vs-India dynamics, generational shifts (Gen X to Gen Z), and psychographic clustering.
PO1 H · PO5 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (M): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO4BTL 5 · Evaluate
EVALUATE brand-architecture decisions using Aaker brand-identity model, Keller's CBBE pyramid, and Kapferer's brand-prism applied to Indian brand portfolios.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO5BTL 5 · Evaluate
EVALUATE brand-building strategies including positioning, messaging, archetype-based brand-personality, content + creator strategy, and brand activism in Indian context.
PO1 H · PO3 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (M): Communication and presentation effectiveness
PSO2 (H): Industry and real world fluency
CO6BTL 6 · Create
CREATE a complete brand-strategy document for an Indian-context brand (new D2C or repositioning of incumbent) including segmentation, positioning, architecture, communication strategy, and brand-measurement framework.
PO3 H · PO4 H · PO6 M · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO6 (M): Teamwork and collaboration
PSO2 (M): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 3 hr
Consumer Psychology Foundations
TOPICS
Why consumer behaviour matters: brands are mental models, not products
Motivation theory: Maslow's hierarchy applied to Indian consumer aspirations
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Mamaearth: D2C beauty brand built on clean-ingredients positioning
Ghazal Alagh + Varun Alagh built Mamaearth (Honasa Consumer) into a Rs 1000+ cr brand in 6 years by leaning into clean-beauty positioning. The brand-strategy choices are case-rich.
DELIVERABLE
Decompose Mamaearth's brand-strategy using Keller CBBE. Identify 5 specific brand-building choices that drove growth. Recommend the next 3 years of brand evolution.
Aman Gupta + Sameer Mehta built Boat from a Rs 30K investment to Rs 4000+ cr revenue by understanding what young Indian consumers wanted (fashion + sound + value). The Shark Tank visibility amplified.
DELIVERABLE
Map Boat's brand-personality archetype + positioning. Analyse the celebrity-led content strategy. Critique the post-IPO performance vs valuation.
Asian Paints went from a 1942 garage startup to India's largest paint company through decades of brand-building, distribution mastery, and customer-experience innovation.
DELIVERABLE
Trace Asian Paints' brand-evolution across 80 years. Identify 5 brand-strategy choices that compounded into market leadership. Compare with their next competitor (Berger).
Tanishq Ekatvam (2020): brand activism + the backlash
Tata-owned Tanishq's Ekatvam ad showed inter-community marriage; faced massive social-media backlash leading to ad-withdrawal in 48 hours. A case in brand activism + crisis management.
DELIVERABLE
Analyse the brand-strategic rationale for Ekatvam. Critique the crisis response. Recommend a different approach Tanishq could have taken.
EVALUATION
Rationale analysis (30%), critique quality (30%), alternative recommendation (40%)
Real-worldIndia ·
Maggi Noodles 2015: brand-trust rebuild after recall
Nestlé India's Maggi was recalled in 2015 over lead-contamination claims. The 5-month off-shelf period + comeback brand campaign is a textbook case in brand-trust rebuild.
DELIVERABLE
Map the brand-trust erosion + recovery curve. Identify 4 specific brand-rebuild tactics Nestlé used. Recommend a 12-month brand-trust monitoring plan.
EVALUATION
Trust-curve mapping (30%), tactic identification (35%), monitoring plan (35%)
Real-worldIndia ·
Fair & Lovely → Glow & Lovely: brand renaming under social pressure
HUL renamed Fair & Lovely to Glow & Lovely in 2020 amid global Black Lives Matter conversations + India's #darkisbeautiful movement. A case in brand activism + risk management.
DELIVERABLE
Analyse the brand-equity implications of renaming. Critique the execution. Compare against L'Oréal's parallel approach. Recommend a brand-strategy for HUL going forward.
Top Indian creators have built brand-equity worth tens of crores through YouTube, Instagram, owned products. A case in creator-as-brand vs creator-collab-with-brand.
DELIVERABLE
Decompose a chosen creator's brand-equity using Keller CBBE. Analyse their monetisation portfolio. Compare creator-brand vs traditional-brand brand-building.
EVALUATION
CBBE for creator-brand (35%), monetisation analysis (30%), comparative analysis (35%)
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Brand strategy is the most consequential strategic-decision domain for consumer companies. Every brand choice — positioning architecture, segmentation, brand-personality archetype, creator-vs-celebrity media mix, brand-activism stance — is a 10-year bet that defines the company's identity in consumers' minds. E4 frames consumer behaviour + brand strategy as strategic decision-craft: every Keller CBBE block, every Aaker brand-identity dimension, every Kapferer prism facet is a deliberate choice that the founder + CMO + brand-board own with multi-year compounding consequences.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO5, CO6
Brand-strategy synthesis (CO6) and brand-building (CO5) explicitly address responsible-consumption positioning. Cases include Mamaearth (clean-beauty + no-toxin pledge), Patagonia-style activism brands entering Indian market, and the ASCI (Advertising Standards Council of India) self-regulation framework for sustainable-claims advertising. SDG 12 anchors the discussion of responsible advertising + brand activism.
SDG 10Reduced InequalitiesLinked to: CO3, CO5
Indian segmentation (CO3) explicitly covers the Bharat-vs-India divide and the brand-implications of serving tier-2/3/4 markets equitably (vernacular language, pricing tiers, distribution access). Brand-building (CO5) covers the Fair & Lovely → Glow & Lovely transformation as a case in challenging colourism + the broader #darkisbeautiful movement's brand-strategy implications.
🌱ESG integration · extends Module 5: Brand Building — Positioning to Activism
ASCI Code 2023 + responsible-advertising regulations — what brands can + cannot claim about sustainability.
Greenwashing detection + avoidance in brand communication — sustainability claims must be substantiated.
ESG-aligned brand positioning: Patagonia, Allbirds, Ben & Jerry's case studies + Indian equivalents (Mamaearth, Forest Essentials, Bhumi Coffee).
BRSR Core implications for consumer-brand communication — listed brands' sustainability claims must align with audited BRSR Core disclosures.
Additional hours: 2 hours added to Module 5 lecture (responsible advertising); 1 hour added to Module 6 (sustainability brand-measurement)
Rationale: Indian brand-activism, BRSR Core disclosure requirements, and ASCI 2023 regulations make responsible-advertising fluency essential for graduates entering brand-management + agency roles in 2026.
Case extensionAdd Mamaearth's BRSR Core (post-listing 2023) and the alignment of brand-claims with audited sustainability KPIs.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Brandwatch / AlphaSense for AI-augmented brand-listening + competitive intelligence, Claude for positioning + creative-brief craft. Both directly serve the brand-strategist workflow.
Brandwatch (or Sprinklr, both AI-social-listening)AI-augmented brand listening + sentimentModule 5
Workflow:Use Brandwatch to track 3 Indian brand conversations across X (Twitter), Instagram, Reddit. Run AI sentiment analysis + topic clustering. Identify what consumers actually say (vs what brand thinks they say). Compare 3 competitors. Build a 'voice of consumer' report in 4 hours that would take manual research 4 weeks.
Skill built:AI-augmented competitive + brand intelligence at agency speed
Deliverable:3-brand voice-of-consumer report with sentiment + topics + insights
Claude (or ChatGPT)Positioning + creative-brief craftModule 6
Workflow:Draft a positioning statement + creative brief for the capstone brand. Submit to Claude: 'critique as if you were a Wieden+Kennedy creative director — what's weak, what's missing, what's brilliantly tight'. Iterate. Then ask Claude to play 3 consumer-segment personas reacting to the positioning; refine based on the imagined reactions.
Deliverable:Positioning statement v1 + AI critique + v2 + persona-tested final
⟶Indian + global frontier 2025-26 · what to track
ASCI Code 2023 + advertising self-regulationAdvertising Standards Council of India 2023 amendments tightened rules on influencer disclosure, sustainability claims, gambling/crypto promotions. Brands face material penalty risk.
Creator-economy regulation (FY 2024-25)Disclosure norms for paid promotion across platforms; MIB + ASCI enforcement increasing. Influencer brand-collab contracts now include compliance riders.
Bharat-tier-2/3 D2C waveBrands like Slurrp Farm, The Whole Truth, Wakefit expanding into tier-2/3 with vernacular content + sachet variants + influencer ecosystems.
Vernacular brand-buildingHindi, Tamil, Telugu, Marathi creator + content economies scaling; brands that build vernacular-first (Sharechat, Josh, ShareCare) outpace English-first in Bharat.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Complete Brand-Strategy Document for an Indian D2C Brand
Students form 3-4 person teams. Each team picks one Indian D2C brand (existing — to reposition, or new — to launch). Produces complete brand-strategy document: consumer research (10+ interviews), segmentation analysis, positioning statement, brand architecture, communication strategy (including creator-economy plan), and brand-measurement framework. Final deliverable presented to industry-practitioner panel (brand managers + agency creatives).
Consumer behaviour cannot be learned only from textbooks. Field research in retail environments, malls, neighbourhood stores anchors all conceptual learning.
ALM-2Structured Debate with Cross-Perspective ReflectionWeeks 5 and 10 (2 sessions, 90 min each)
Debate motions sit at the intersection of brand strategy and consumer psychology (e.g., "Brands should never take political positions" / "Nostalgia marketing exploits older consumers"). Standard 90-min debate format with rotating judging-team duty. Required reflection essay asks: which consumer behaviour theory best explains my own reaction to the debate?
ALM-20Role-Play (Standard)Weeks 4 and 9 (2 sessions, 90 min each)
Consumer interview role-plays. Students alternate playing consumer / researcher / observer for 4 different consumer archetypes (frugal Tier-2 buyer, premium urban consumer, value-seeking working professional, brand-loyal repeat buyer). Researcher must probe motivations without leading. Observer logs leading questions. Builds the qualitative research muscle that will be exercised in ALM-19 field research.
ALM-19Field Research with Structured ProtocolWeeks 5-10 (6-week consumer ethnography)
Day-in-the-life consumer ethnographies. Teams of 3 each shadow 2 consumers across 2 days (purchase decisions, household budgeting, brand consideration). Structured field notebook with timestamps, photographs (with consent), and decision-moment annotations. Final deliverable: 12-page ethnographic report with implications for brand strategy.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Team-based Indian D2C brand-strategy + panel presentation.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Brandwatch / Claude / Notion for consumer research.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
E4 is benchmarked against Kellogg School of Management's Consumer Behavior, Wharton's Marketing Management + Brand Strategy, INSEAD's Consumer Behaviour, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Consumer Behavior: Buying, Having, and Being
Michael R. Solomon
Pearson
2020
All
Strategic Brand Management: Building, Measuring, and Managing Brand Equity
Kevin Lane Keller
Pearson
2020
All
Building Strong Brands
David A. Aaker
Free Press, 1995 — still the brand-identity classic
1995
All
The New Strategic Brand Management
Jean-Noël Kapferer
Kogan Page
2012
All
The Hero and the Outlaw: Building Extraordinary Brands Through the Power of Archetypes
Margaret Mark, Carol S. Pearson
McGraw-Hill
2001
All
Thinking, Fast and Slow
Daniel Kahneman
Farrar, Straus and Giroux
2011
All
Consumer Behaviour: A Strategic Approach in the Indian Context
S. L. Gupta, Sumitra Pal
PHI Learning India
2022
All
Indian Brand Story: Building Iconic Indian Brands
Harish Bijoor
Random House India
2019
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Design the network. Plan the flow. Run the supply chain.
E6 develops supply-chain fluency. By trimester end, students will: (a) design supply-chain strategies aligned to product type + market context, (b) analyse India's logistics + ports + freight infrastructure including GST-driven consolidation effects, (c) apply demand planning + inventory-optimization techniques (EOQ, safety stock, multi-echelon), (d) evaluate supplier-relationship strategies including sourcing decisions + supplier development, (e) analyse last-mile + Quick-commerce logistics economics in Indian context, and (f) recommend digital supply-chain transformations using SCM software, IoT tracking, and AI-augmented demand planning.
RATIONALE
India's supply-chain reality is being rebuilt at unprecedented pace. ONDC has onboarded 80+ lakh sellers and is reshaping commerce logistics. The Dedicated Freight Corridor (DFC) is operational across Western + Eastern routes. Sagarmala has expanded port-led development. GST has unified India's logistics geography for the first time since Independence. Quick-commerce (Zepto, Blinkit, Instamart) has redefined urban last-mile economics. Electric trucks (Tata Ace EV, Mahindra eAlfa) are entering city logistics. E6 builds the supply-chain analytical foundation that makes all this intelligible — covering SCM strategy (efficient vs responsive, push vs pull), India-specific logistics infrastructure (ports, freight corridors, warehousing zones, GST-driven hub-consolidation), demand-planning + inventory mechanics, supplier-relationship management, and the digital SCM toolset that defines competitive Indian supply chains in 2026.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY supply-chain strategy frameworks (efficient vs responsive, push vs pull, postponement, lean vs agile) to align supply-chain design with product + market context.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
ANALYSE India's logistics infrastructure including port-rail-road-air networks, GST-driven hub consolidation, Dedicated Freight Corridor, Sagarmala, and Bharat Mala impact on supply-chain design.
EVALUATE supplier-relationship strategies including sourcing decisions (single vs multi-sourcing, vendor-managed inventory), supplier development, and risk-management.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE last-mile + Quick-commerce logistics economics including dark-store operations, rider-utilisation, delivery-density economics, and the trade-offs between speed + cost + service.
PO1 H · PO5 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (M): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE digital supply-chain transformations including SCM software, IoT-enabled tracking, AI-augmented demand planning, ONDC-enabled commerce logistics, and supply-chain sustainability.
PO1 H · PO10 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO10 (H): Digital and AI fluency
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Maruti's 200+ tier-1 suppliers, many co-located in supplier parks. The Japanese-style integration has been case-studied globally.
DELIVERABLE
Map Maruti's supplier-ecosystem architecture. Identify 5 specific integration practices. Recommend how a new Indian manufacturer could build similar capability over 5 years.
EVALUATION
Architecture mapping (30%), practice identification (35%), recommendation quality (35%)
Real-worldIndia ·
Reliance Retail supply chain: scale + speed at India-tier-2/3
Reliance Retail operates 18,000+ stores across India, including grocery + electronics + fashion. The supply-chain architecture serves both metro + tier-2/3.
DELIVERABLE
Decompose Reliance Retail's supply-chain design. Compare against Walmart India model. Identify the 5 key infrastructure investments.
Delhivery (founded 2011) became India's first logistics unicorn + IPO'd 2022. The asset-light + tech-enabled 3PL model is a case in Indian logistics innovation.
DELIVERABLE
Decompose Delhivery's business model + operational architecture. Analyse the post-IPO performance vs valuation expectations. Recommend strategic direction.
EVALUATION
Model decomposition (35%), performance analysis (35%), strategic recommendation (30%)
Real-worldIndia ·
Amul cold chain: dairy supply chain at scale
Amul handles 35+ million litres milk daily across 18 states via a 3-tier cooperative model. The cold-chain logistics architecture is world-class.
DELIVERABLE
Map Amul's cold-chain architecture. Identify the 4 key innovations enabling scale. Recommend a similar approach for an Indian agritech start-up.
Semiconductor supply-chain shortage (2020-23): India lessons
Global semiconductor shortage disrupted automotive + electronics supply chains. India's auto industry lost ~Rs 1,00,000 cr in revenue.
DELIVERABLE
Trace the shortage's impact on Indian auto + electronics. Identify the 3 supply-chain design failures. Recommend resilience practices for Indian manufacturers.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Supply-chain choices ARE corporate strategy. Network design (hub-spoke vs distributed), sourcing strategy (single vs multi), make-vs-buy decisions, 3PL partnerships, last-mile model (own fleet vs aggregator), and digital-SCM investments all have 5-10 year compounding consequences. E6 frames every SCM decision as a strategic choice the CFO + COO + supply-chain head own — never as 'operational detail'. Reliance Retail's logistics capex, Maruti's supplier-park geography, and Amul's cooperative cold-chain are all the result of deliberate strategic-decisions across decades.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO6
Digital SCM + sustainability (CO6) explicitly covers green supply chains: carbon footprint, Scope 3 emissions, EV trucks (Tata Ace EV, Mahindra eAlfa), sustainable packaging (EPR compliance). BRSR Core requires Scope 3 disclosure for top 150 listed Indian companies — supply chain is the largest emissions source for most. Circular logistics + reverse-logistics value-recovery directly serve SDG 12.
SDG 9Industry, Innovation and InfrastructureLinked to: CO2, CO6
India's logistics infrastructure (CO2) — Sagarmala (ports), Dedicated Freight Corridor, Bharat Mala (highways), multi-modal logistics parks — is the direct build-out of SDG 9 infrastructure agenda. Digital SCM (CO6) covers the innovation layer (Locus AI, FarEye, Shiprocket) defining Indian logistics tech.
🌱ESG integration · extends Module 6: Digital SCM + Sustainability
Indian Carbon Credit Trading Scheme (CCTS, 2025) implications for logistics-intensive industries.
Carbon Border Adjustment Mechanism (CBAM, EU): impact on Indian exporters of steel, cement, aluminium, hydrogen, electricity, fertilizers.
Extended Producer Responsibility (EPR) for plastic packaging — Indian regulations + supply-chain implications.
EV truck adoption pathway: Tata Ace EV, Mahindra eAlfa, Switch Mobility — total cost of ownership comparisons.
Additional hours: 2 hours added to Module 6 lecture (sustainability deep-dive); 1 hour added to Module 4 (supplier-ESG scoring)
Rationale: BRSR Core, EU CBAM (effective 2026), India CCTS (2025), and EPR regulations make supply-chain sustainability mandatory disclosure + competitive necessity for graduates entering SCM roles in 2026.
Case extensionAdd Amul's solar-powered dairy operations as sustainability case + Maersk's net-zero shipping commitment as port-call implication.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Locus AI for route-optimization + last-mile (Indian SaaS leader), Shiprocket for D2C-logistics (Indian SaaS aggregator). Both are India-specific + directly serve the SCM-analyst workflow.
Locus AI (or NextBillion.ai, both Indian route-optimization SaaS)AI-augmented route + last-mile optimizationModule 5
Workflow:Use Locus AI sandbox / case studies to build a route-optimization scenario for a hypothetical Indian FMCG delivery: 50 stops, 5 vehicles, time windows, vehicle capacity constraints. Run Locus AI optimization vs manual route. Quantify the cost + time savings. Critique what Locus AI does better + what manual planning preserves.
Skill built:AI-augmented route optimization — Indian last-mile industry standard
Shiprocket (or Pickrr, both Indian D2C-logistics aggregators)D2C logistics + 3PL aggregationModule 5
Workflow:Use Shiprocket sandbox / case studies to design a logistics strategy for a hypothetical Indian D2C brand: tier-1 to tier-3 coverage, COD requirements, reverse logistics, returns rate. Compare Shiprocket's AI-courier-selection across 17 carriers vs single-courier strategy. Quantify cost + speed + service-level impact.
Skill built:D2C logistics tech stack for fast-growing Indian e-commerce
EU CBAM effective 2026Carbon Border Adjustment Mechanism on Indian steel, cement, aluminium, fertilizer exports. Indian exporters need carbon-pricing readiness.
ONDC logistics layer maturingOpen commerce protocol's logistics integration with Delhivery, Loadshare, Shadowfax + others. New SP categories + competitive dynamics.
India CCTS operationalCarbon Credit Trading Scheme operational from 2025 for 9 energy-intensive sectors. Implications for steel, cement, chemicals, aluminium supply chains.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Supply-Chain Diagnostic + Transformation Plan for a Real Indian Company
Students form 3-4 person teams. Each team selects one mid-to-large Indian company (listed or private with public information) and produces a complete supply-chain diagnostic + transformation plan. Deliverables include: (a) current supply-chain mapping, (b) demand planning + inventory analysis, (c) supplier-relationship assessment, (d) last-mile + distribution evaluation, (e) digital + sustainability roadmap, and (f) executive presentation to industry-practitioner panel (SCM heads + 3PL leaders).
WEEKLY MILESTONES
Week 2: Team formation + target company selection + initial research
Week 4: Current supply-chain mapping + SCOR decomposition
Week 6: Demand + inventory diagnostic
Week 8: Supplier-relationship + risk assessment
Week 10: Digital + sustainability roadmap drafted
Week 12: Final transformation plan + panel presentation
FINAL DELIVERABLE
25-page diagnostic + transformation plan + 20-min presentation
Beer-game simulation makes bullwhip + multi-echelon dynamics viscerally clear.
ALM-19Field Research with Structured ProtocolWeeks 5-10 (6-week supply chain study)
Last-mile / first-mile field study. Each team rides along with delivery partners (Dunzo, Blinkit, Swiggy Instamart) for 8 hours each day across 2 days. Structured protocol captures touchpoints, exceptions, NDR causes, customer behaviour at delivery. Final deliverable: 8-page operations report with cost-improvement recommendations.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why supply chains matter + SCM strategy
Maruti supplier reading
Team formation
SCOR decomposition
SCOR submission
Week 2
Push vs pull + lean vs agile + Indian context
Maruti discussion
Target selection
Logistics infra map
Strategy-fit submission
Week 3
India logistics infrastructure deep-dive
Reliance Retail reading
Current SC mapping
Demand forecasting
Forecasting exercise
Week 4
GST + ports + DFC + warehousing
Reliance Retail discussion
SCOR decomposition
EOQ + safety stock
Mid-term + EOQ exercise
Week 5
Demand forecasting + inventory mechanics
Zepto reading
Demand + inventory diagnostic
Bullwhip simulation
Bullwhip insights
Week 6
ABC-XYZ + multi-echelon + bullwhip
Zepto discussion
Inventory analysis
Kraljic matrix
Kraljic exercise
Week 7
Sourcing strategy + supplier development
Delhivery reading
Supplier analysis
Supplier risk assessment
Risk-assessment submission
Week 8
Supply-chain risk + Indian supplier ecosystems
Delhivery discussion
Mid-progress check
Q-commerce unit economics
Q-comm unit-economics
Week 9
Last-mile + Q-commerce + cold chain
Amul cold-chain reading
Last-mile diagnostic
Digital SCM demos
Digital roadmap draft
Week 10
Digital SCM + ONDC + sustainability
Amul discussion + ONDC reading
Sustainability roadmap
Carbon footprint calc
Carbon-footprint exercise
Week 11
ONDC + green supply chains + future SCM
Semiconductor crisis reading
Final draft
Capstone consolidation
Capstone draft review
Week 12
Integration + future of Indian SCM
Semiconductor discussion
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Covers Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. Covers all 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7 case-study deliverables count.
Practical experiments (10 weeks)
10%
10
Continuous lab + simulation assessment.
Capstone SC diagnostic + plan
25%
25
Real Indian company diagnostic + panel presentation.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Locus AI + Shiprocket + Claude for SC analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
E6 is benchmarked against MIT Sloan's Supply Chain Strategy & Management, Stanford Graduate School of Business's Supply Chain Innovation, INSEAD's Process and Operations Management, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Supply Chain Management: Strategy, Planning, and Operation
Sunil Chopra, Peter Meindl, D V Kalra
Pearson
2022
All
Designing and Managing the Supply Chain
David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi
McGraw-Hill
2008
All
Logistics & Supply Chain Management
Martin Christopher
FT Publishing
2016
All
The Goal: A Process of Ongoing Improvement
Eliyahu M. Goldratt
North River Press
2014
All
The Box: How the Shipping Container Made the World Smaller
Marc Levinson
Princeton University Press
2016
All
Operations and Supply Chain Management in India
Janat Shah
Pearson India
2022
All
Supply Chain 4.0: The Digital Supply Chain
Charles Buchanan
Kogan Page
2022
All
The Future of the Supply Chain
Yossi Sheffi
MIT Press
2024
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Design the talent strategy. Build the team. Compensate fairly. Retain ruthlessly.
E8 develops integrated HRM + talent-strategy fluency. By trimester end, students will: (a) apply talent-acquisition frameworks including employer-branding, sourcing, structured interviewing, (b) analyse performance-management systems including OKRs, calibration, performance-improvement plans, (c) design compensation architecture including base pay, variable, equity (ESOPs, RSUs), Indian-context retention bonuses, (d) evaluate gig + contingent workforce strategies including legal classification + compliance (PF, ESIC, e-Shram), (e) navigate hybrid work + D&I + cultural-fit as strategic capability, and (f) apply people-analytics + workforce-planning to inform CHRO-level decisions in Indian context.
RATIONALE
India's talent economics are being rewritten in real-time. ESOPs at scale (Flipkart's $1.5B ESOP buyback 2018, Zomato's $400M IPO-time ESOP unlock, Paytm's wealth-creation) have created a new template for employee equity. The gig economy now has 7-8 crore workers (PLFS estimates) with new e-Shram + Code on Social Security 2020 framework. CHRO roles at large Indian companies (Tata Group, Infosys, Reliance, HUL) command boardroom influence comparable to CFO. Hybrid work + return-to-office debates, Indian tech-talent competition, retention bonuses for specialised AI/data roles, and the rising prominence of D&I as strategic capability all reshape HRM practice. E8 builds the integrated HRM + talent-strategy fluency that defines competitive Indian people-management in 2026 — from talent acquisition to performance management to compensation design to workforce analytics.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY talent-acquisition frameworks including job-design, employer-branding, sourcing strategies, structured interviewing, and India-context recruitment realities (campus, lateral, executive search).
PO1 H · PO6 M · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO6 (M): Teamwork and collaboration
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
ANALYSE performance-management systems including OKRs vs MBO vs balanced scorecard, calibration mechanics, performance-improvement plans, and Indian high-performance-culture realities.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO3BTL 5 · Evaluate
EVALUATE compensation + benefits architecture including base + variable + equity, ESOP design at scale (vesting, exercise, taxation), Indian retention bonuses, and pay-equity audits.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE gig + contingent workforce strategies including legal classification, Code on Social Security 2020, e-Shram registration, gig-platform employer obligations, and ESG-S implications.
PO1 H · PO7 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO7 (H): Ethical and responsible conduct
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE hybrid work models, D&I as strategic capability, culture-design, and engagement frameworks applied to Indian large-cap + start-up contexts.
PO1 H · PO6 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO6 (H): Teamwork and collaboration
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE people-analytics + workforce-planning frameworks including HR dashboards, attrition prediction, succession planning, and CHRO-level strategic-decision support.
PO1 H · PO5 H · PO10 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PO10 (M): Digital and AI fluency
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 4 hr
Talent Acquisition Strategy
TOPICS
Talent acquisition as strategic capability — not transactional recruitment
Workforce planning: build vs buy vs borrow decisions
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Flipkart's $1.5B ESOP buyback (2018): wealth creation at scale
Walmart's acquisition of Flipkart triggered the largest Indian-startup ESOP wealth creation: $1.5B paid to employees. Set the template for subsequent Indian unicorn ESOP exits.
DELIVERABLE
Decompose Flipkart's ESOP design + the buyback economics. Identify the 5 key design decisions that enabled this. Recommend an ESOP design for a Series C Indian startup.
Zomato's IPO-time ESOP unlock + the 4000+ crorepatis
Zomato's IPO (July 2021) created 4000+ employee crorepatis through ESOP exits. The post-IPO retention strategy is studied.
DELIVERABLE
Analyse the wealth distribution by role + tenure. Identify the post-IPO retention challenge + Zomato's response. Recommend ESOP architecture changes for post-IPO companies.
Infosys vs TCS vs Wipro: variable-pay + performance-management evolution
Indian IT majors have distinct performance-management + variable-pay philosophies. The 2022-24 attrition crisis tested all three. Different responses revealed strategic differences.
DELIVERABLE
Compare the 3 firms' performance-management systems. Critique each through the 2022-24 attrition lens. Recommend a unified approach.
Swiggy gig-worker classification: 2024 Karnataka High Court case
Karnataka HC's 2024 ruling on gig-worker rights (Swiggy + Zomato) has implications for the entire Indian gig-economy. Cost + operational + business-model implications.
DELIVERABLE
Trace the legal evolution + ruling specifics. Estimate the cost impact on gig-platform unit economics. Recommend strategic responses for gig-platforms.
Indian unicorn D&I journey: gender + caste + regional
Indian unicorns (Flipkart, Zomato, Razorpay, PhonePe) have prioritised D&I in different ways. Some progress, some gaps remain.
DELIVERABLE
Select one Indian unicorn + assess their D&I journey across 4 dimensions (gender, caste, regional, LGBTQ+). Identify 3 improvement areas. Recommend a 24-month D&I roadmap.
EVALUATION
Assessment quality (35%), gap identification (30%), roadmap quality (35%)
Real-worldIndia ·
Razorpay's people-analytics + AI-augmented HR
Razorpay (and similar tech-forward Indian companies) have invested in people-analytics + AI-augmented HR. The use cases + outcomes are instructive.
DELIVERABLE
Identify the people-analytics use cases at Razorpay (or similar tech-forward company). Quantify business impact where possible. Recommend an analytics roadmap for a Rs 500 cr Indian company.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Talent strategy IS company strategy. Every HRM choice — compensation philosophy, ESOP design, performance-management approach, hybrid-vs-RTO policy, gig-vs-employee classification, D&I investment — has 5-10 year compounding consequences. The Indian unicorn talent wars of 2021-23, Flipkart's $1.5B ESOP buyback, Zomato's IPO crorepatis, TCS's RTO mandate, and Karnataka HC's 2024 gig-worker ruling all demonstrate that HRM decisions ARE strategic-decisions that the CEO + CHRO + Board own. E8 frames every module as preparation for these consequential decisions, not as procedural HR administration.
🌍SDG anchors
SDG 5Gender EqualityLinked to: CO5
Hybrid work + D&I (CO5) explicitly addresses Indian gender-equality realities: 30% women entering tech, 20% at mid-level, 10% in senior leadership. Cases include Razorpay's D&I journey, women-in-tech sponsorship programmes, and BRSR Core gender-pay-gap disclosure (mandatory for top 150 Indian listed). Pay-equity audits in compensation module (CO3) directly serve SDG 5.
SDG 8Decent Work and Economic GrowthLinked to: CO4
Gig + contingent workforce strategy (CO4) is fundamentally about decent work for India's 7-8 crore gig workers. Code on Social Security 2020, e-Shram registration, Karnataka HC 2024 gig-rights ruling, and platform-employer ESG-S obligations all directly serve SDG 8's decent-work agenda.
SDG 10Reduced InequalitiesLinked to: CO3, CO5
Compensation + equity architecture (CO3) including pay-equity audits and D&I frameworks (CO5) address inequality directly. Indian gender-pay-gap reduction, regional + caste diversity, socio-economic inclusion in hiring, and equitable ESOP distribution across employee levels all serve SDG 10.
ESG-S supply-chain implications: supplier-employee welfare audits become buyer responsibility under emerging Modern Slavery Acts (UK, Australia, EU proposed).
AI ethics in HR: bias-aware resume screening, transparent algorithm decisions, DPDP Act 2023 implications for employee data, employee right-to-explanation.
Additional hours: 2 hours added to Module 5 (BRSR Core + ILO Decent Work); 1 hour added to Module 6 (AI ethics in HR)
Rationale: BRSR Core Social pillar disclosure requirements for top 150 Indian listed (FY 2024-25 onward, expanding to 500 by FY 2026-27) make HRM-ESG fluency essential for graduates entering CHRO-track + HR-analytics roles in 2026.
Case extensionAdd ITC + Tata gender-pay-gap BRSR Core disclosure analysis as ESG-S case.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Workday AI / Eightfold for AI-augmented talent intelligence, Claude for HR-narrative drafting + analysis. Both serve the CHRO + HR-business-partner workflow.
Workday AI (or Eightfold AI, both AI-talent platforms)AI-augmented talent intelligenceModule 6
Workflow:Use Workday / Eightfold case studies to build a talent-intelligence scenario for an Indian listed company: AI-augmented internal mobility (matching employees to internal roles), skill-gap forecasting (next 12 months capability needs), succession-pipeline mapping. Critique bias risks + India-specific data-quality concerns. Quantify expected ROI.
Claude (or ChatGPT)HR narrative + analysis draftingModule 3
Workflow:Draft a compensation philosophy + ESOP design document for the capstone company. Submit to Claude: 'critique as if you were a venture-capital investor reviewing this design — what's weak, what's misaligned, what would you push back on'. Iterate. Then ask Claude to draft 3 employee-communication versions (transparent, formal, founder-letter-style) of the ESOP rollout announcement.
Skill built:Investor-critiqued compensation design + multi-audience HR communication
Karnataka HC 2024 gig-worker rulingHigher Court direction on Swiggy + Zomato gig-worker rights signals tightening classification + welfare obligations across Indian platforms.
BRSR Core Social pillar expansionTop 150 listed FY 2024-25 → top 500 by FY 2026-27. Gender pay-gap, training, accidents, gig-worker coverage all mandatorily disclosed + audited.
Indian RTO debates resolving toward hybridTCS, Infosys, Wipro, Cognizant 2023-24 RTO mandates settled into 3-4 day hybrid as market reality. Cultural + cost + retention pressures balanced.
AI in HR ethics + DPDP Act 2023Employee data protection requirements active 2024-25; AI-driven HR decisions need transparency + employee right-to-explanation.
ESOP secondary markets emergingPre-IPO secondary buybacks (PhonePe 2023, Razorpay, Swiggy) provide employee liquidity without IPO wait; new norm for late-stage Indian unicorns.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Integrated Talent Strategy for a Real Indian Company
Students form 3-4 person teams. Each team selects one mid-large Indian company (listed or well-documented private) and produces a complete talent strategy. Deliverables: (a) talent acquisition strategy, (b) performance management design, (c) compensation + equity architecture, (d) gig + contingent workforce policy if relevant, (e) hybrid work + D&I framework, (f) people-analytics roadmap, and (g) executive presentation to industry-practitioner panel (CHROs + talent leaders).
WEEKLY MILESTONES
Week 2: Team formation + target company selection + initial company research
Structured interviewing, performance-review conversations, and difficult HR conversations cannot be learned only theoretically. Role-play practice with peer feedback is core.
Feedback craft (giving + receiving) is itself a learnable skill that benefits from structured peer-feedback sessions.
ALM-20Role-Play (Standard)Weeks 4, 8, 11 (3 sessions, 90 min each)
HR-decision role-plays. Scenarios: candidate selection interview, compensation negotiation with high performer, performance improvement plan kickoff, exit interview, succession-planning conversation with board chair. Triads rotate. Each role-play 12 min + 8 min debrief. Practitioner faculty (HR head from KLBS partner firm) attends 2 of the 3 sessions.
ALM-19Field Research with Structured ProtocolWeeks 5-10 (6-week HR field study)
HR practices field study at partnered firms. Teams interview HR head + 3 employees + 1 hiring manager using structured protocol covering compensation philosophy, hiring funnel, attrition reasons, learning programmes. 10-page report comparing observed practices to academic frameworks.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Talent acquisition as strategy + workforce planning
Flipkart ESOP reading
Team formation
JD + interview guide design
JD submission
Week 2
Employer branding + sourcing + India campus realities
Flipkart ESOP discussion
Target selection + research
Structured interview practice
Interview rubric
Week 3
Performance management philosophy + OKRs
Zomato IPO ESOP reading
Talent acquisition strategy
OKR cascade design
OKR submission
Week 4
Calibration + 360-feedback + PIPs
Zomato IPO discussion
PM design
360-feedback design
Mid-term + Feedback rubric
Week 5
Compensation philosophy + total rewards
Infosys-TCS-Wipro reading
Compensation start
Compensation modelling
Compensation exercise
Week 6
ESOP + RSU design + Indian context
Infosys-TCS-Wipro discussion
ESOP architecture
ESOP exercise + tax lab
ESOP submission
Week 7
Gig economy + Code on Social Security 2020
Swiggy gig reading
Gig/contingent policy if applicable
Gig classification lab
Classification framework
Week 8
Hybrid work + RTO debates + culture design
Swiggy gig + TCS RTO discussion
Hybrid + culture
Hybrid policy design
Hybrid policy submission
Week 9
D&I as strategic capability + Indian context
Indian unicorn D&I reading
D&I framework
D&I dashboard
D&I submission
Week 10
Engagement + culture measurement
Indian unicorn D&I + Razorpay reading
Analytics framework
Attrition prediction model
Dashboard submission
Week 11
People analytics + AI in HR + ethics
Razorpay analytics discussion
Document draft
Capstone consolidation
Analytics roadmap
Week 12
Integration + future of HRM
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Covers Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. Covers all 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7 case-study deliverables count.
Practical experiments (10 weeks)
10%
10
Continuous lab + role-play assessment.
Capstone talent strategy + presentation
25%
25
Integrated talent strategy for Indian company + panel presentation.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Darwinbox / Workday AI / Claude for HR analytics.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
E8 is benchmarked against Cornell ILR's Strategic Human Resource Management, Wharton's People Management + Talent Strategy, INSEAD's Leading + Managing People, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Human Resource Management: Gaining a Competitive Advantage
Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright
McGraw-Hill
2022
All
Strategic Human Resource Management
Jeffrey A. Mello
Cengage
2018
All
The Talent Solution
Edward L. Gubman
McGraw-Hill, 1998 — classic on talent strategy
1998
All
Measure What Matters
John Doerr
Portfolio, 2018 — OKR introduction
2018
All
Reinventing Performance Management (HBR)
Marcus Buckingham, Ashley Goodall
Harvard Business Review Press collection
2019
All
Drive: The Surprising Truth About What Motivates Us
Daniel H. Pink
Riverhead Books
2009
All
The Culture Code
Daniel Coyle
Bantam
2018
All
Indian Labour Law: Code on Wages + Code on Social Security + Industrial Relations Code + Occupational Safety, Health & Working Conditions Code
K.D. Srivastava (annotated)
EBC Publishers
2023
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Understand LLMs. Apply them. Build with them. Deploy them responsibly.
D4 develops integrated GenAI + LLM fluency. By trimester end, students will: (a) explain LLM fundamentals — transformer architecture, training, fine-tuning, RLHF, model sizes + capabilities, (b) practice prompt engineering across zero-shot, few-shot, chain-of-thought, and structured-output patterns, (c) build a working RAG system on a chosen knowledge base, (d) design + prototype an AI agent workflow using Claude / GPT APIs + tool-use, (e) evaluate multimodal models (text + image + audio + video) and India-specific Indic language models (Sarvam, Krutrim, AI4Bharat), and (f) apply responsible-AI frameworks including evaluation, hallucination management, bias detection, DPDP Act compliance, and the emerging Indian regulatory landscape.
RATIONALE
Generative AI has reshaped business in 24 months unlike any technology before it. ChatGPT (Nov 2022) catalysed a wave that includes GPT-4 + GPT-4o + GPT-5, Claude 3 + 4 + 4.5, Gemini, Llama 3 + 4, Mistral, and India-built foundation models (Sarvam, Krutrim, IndicLLMs, Bhasini). RAG (Retrieval-Augmented Generation) systems are now standard in enterprise deployments. AI agents (LangChain, AutoGPT, Claude Code, Cursor) have moved from experimental to production. Every Indian large-cap has an AI strategy; every Indian startup must decide whether to be AI-native or AI-augmented. D4 builds the GenAI fluency that defines competitive Indian business in 2026: from LLM fundamentals (transformer architecture, training, fine-tuning) through prompt engineering, RAG systems, agentic workflows, multimodal models, and the rapidly-evolving Indian Indic-LLM ecosystem. This is not a coding-deep course — it's strategic + applied — but students will write code, deploy LLMs via API, build a simple RAG system, and design an AI-agent workflow.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Understand
EXPLAIN LLM fundamentals including transformer architecture, training process (pre-training, fine-tuning, RLHF/DPO), tokenisation, attention mechanism, and the size-vs-capability landscape of 2024-26 models.
PO1 M · PO10 H · PSO1 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO10 (H): Digital and AI fluency
PSO1 (H): Apply functional knowledge
CO2BTL 3 · Apply
APPLY prompt engineering techniques including zero-shot, few-shot, chain-of-thought, structured outputs (JSON), and prompt-template design for business contexts.
PO4 H · PO10 H · PSO1 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO10 (H): Digital and AI fluency
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
ANALYSE RAG (Retrieval-Augmented Generation) systems including embeddings, vector databases, retrieval strategies, re-ranking, and hybrid search architectures for enterprise knowledge bases.
PO4 H · PO10 H · PSO2 M
Mapping rationale
PO4 (H): Critical thinking and decision making
PO10 (H): Digital and AI fluency
PSO2 (M): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE AI agent architectures including tool-use, function-calling, ReAct + plan-execute patterns, agentic workflows (LangChain, LangGraph), and the evolving Claude Code + Cursor + Copilot agent ecosystem.
PO4 H · PO10 H · PSO2 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO10 (H): Digital and AI fluency
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE multimodal models (text + image + audio + video) and the Indian Indic-LLM ecosystem (Sarvam, Krutrim, AI4Bharat IndicLLMs, Bhasini) for India-context use cases.
PO4 H · PO10 H · PSO2 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO10 (H): Digital and AI fluency
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
EVALUATE responsible-AI frameworks including evaluation methodology, hallucination management, bias detection, prompt injection defense, DPDP Act 2023 compliance, and the emerging Indian AI regulatory landscape.
PO7 H · PO10 H · PSO2 M
Mapping rationale
PO7 (H): Ethical and responsible conduct
PO10 (H): Digital and AI fluency
PSO2 (M): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 6 hr
LLM Fundamentals + Landscape
TOPICS
From rule-based NLP to neural networks to transformers: the 70-year arc
Transformer architecture: attention is all you need (Vaswani et al. 2017)
Tokenisation + embeddings + positional encoding: how LLMs see text
Training stages: pre-training (next-token prediction on web), supervised fine-tuning (SFT), RLHF + DPO + Constitutional AI
Model sizes + capabilities: 1B → 7B → 70B → 175B → 1T+ parameters; compute + data scaling laws
India's AI governance landscape: MeitY advisories 2024-25, AI Mission proposed framework, India's G20 + Bletchley AI safety commitments
Enterprise AI governance: model cards, AI ethics committee, internal AI policies, employee AI usage guidelines
Tools Anthropic Constitutional AI papers · OpenAI safety + evaluation tools · Indian regulatory documents · Promptfoo for safety testing
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Sarvam AI: building India's foundation model company
Founded 2023 by Pratyush Kumar + Vivek Raghavan (ex-AI4Bharat). Building Indic-language foundation models. $41M Series A. Released Sarvam-1 (2B), Sarvam-2B, Sarvam-2024 family. A new-category business model.
DELIVERABLE
Decompose Sarvam AI's strategy (model architecture choices, target customers, monetisation). Compare against OpenAI India approach. Recommend 3-year strategy.
Reliance + IIT Bombay collaboration to build India's largest foundation model — multimodal, multilingual, India-trained. Massive compute + data + investment commitment.
DELIVERABLE
Analyse the strategic logic. Compare vs Sarvam (smaller, focused) approach. Identify the 3 biggest execution risks. Recommend whether to back Sarvam or HanoomanAI as investor.
Indian BFSI customer support: GenAI deployment at HDFC + ICICI
HDFC Bank + ICICI Bank deployed GenAI customer-support agents 2023-24. Different approaches: in-house build vs vendor partnerships.
DELIVERABLE
Compare the 2 deployments (architecture, capability, cost, risk). Identify the 3 design choices that matter most. Recommend approach for SBI (largest, most regulated).
Cursor + Claude Code: AI coding agents reshape Indian IT services
Claude Code (CLI) + Cursor (editor) + GitHub Copilot are changing developer productivity. Indian IT services (TCS, Infosys, Wipro) face workforce implications.
DELIVERABLE
Decompose the productivity gains + workforce implications. Recommend strategic response for an Indian IT services firm. Quantify revenue + margin impact.
Indian legal-tech RAG: SpotDraft + Lucio + Casemine
Indian legal-tech startups using RAG on Indian case law + statutes. 2024-25 wave of deployments.
DELIVERABLE
Compare the 3 platforms' RAG architectures. Identify the India-specific design choices (vernacular, Indian-law specifics). Recommend the right product for a Tier-1 Indian law firm.
Bhasini + AI4Bharat: India's open Indic-language stack
Government-led + IIT-Madras + academic-industry collaboration building open Indic-language models. Public-good infrastructure for Indian AI.
DELIVERABLE
Analyse Bhasini's strategy + AI4Bharat's role. Identify the use-cases enabled (government services, education, healthcare). Recommend how a private Indian fintech could leverage.
MeitY AI advisory March 2024 + India's evolving AI regulation
MeitY (Ministry of Electronics + IT) issued AI advisory (subsequently relaxed). Indian AI regulation evolving — between innovation-friendly and risk-mitigation poles.
DELIVERABLE
Trace the MeitY advisory evolution. Compare against EU AI Act + US executive order. Recommend a position for an Indian AI startup that balances compliance + innovation.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every GenAI deployment is a strategic decision under uncertainty — which model (proprietary vs open-source vs Indic-specific), which architecture (prompt-only vs RAG vs fine-tune vs agent), which deployment (API vs on-prem), what evaluation, what governance. D4 frames AI engineering as strategic decision-making: the CIO + AI-product-leader + responsible-AI committee own these choices with multi-year consequences for cost, capability, differentiation, and risk. Sarvam vs OpenAI vs Llama choice IS strategy; RAG vs fine-tune IS strategy; human-in-loop vs autonomous agent IS strategy.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO5
Multimodal + Indic LLMs (CO5) directly serve India's AI infrastructure agenda: Sarvam AI's foundation models, Krutrim's India-first stack, AI4Bharat's open-source ecosystem, Bhasini's government-led infrastructure. These are 21st-century innovation infrastructure for India. SDG 9's 'innovation' anchors directly. India's $1.25B+ India-AI Mission (2024) reinforces this strategic priority.
SDG 10Reduced InequalitiesLinked to: CO5
Indic LLMs (CO5) democratise AI access for non-English-speaking 70% of India. Bhasini's government-services translation, AI4Bharat's open-source models for academic + startup use, Sarvam's vernacular customer support — all reduce the AI-access inequality between English-speakers + others.
🌱ESG integration · extends Module 6: Responsible AI + Indian Regulatory Landscape
DPDP Act 2023 + AI compliance: consent for personal data in prompts, purpose limitation, data minimisation, breach reporting.
Indian AI advisory framework: MeitY advisories 2024-25, India AI Mission, sector-specific regulators (RBI, IRDAI, SEBI) issuing AI guidelines.
AI environmental footprint: training large models emits significant CO2 (GPT-3 ~500 tonnes CO2e); responsible deployment + carbon-aware compute considerations.
Bias audit frameworks for Indian contexts: gender, caste, regional, linguistic biases in training data + outputs.
AI labour displacement + reskilling responsibilities: Indian IT services workforce implications + responsible transition support.
Comparative AI regulation: EU AI Act risk-tier framework, US Executive Order 2023, China AI rules, India's evolving stance.
Additional hours: 3 hours added to Module 6 (regulation + environment + labour); 1 hour added to Module 5 (Indic LLM as digital-public-good infrastructure)
Rationale: Indian AI deployment in 2026 requires DPDP compliance, sector-regulator alignment, and increasingly explicit responsible-AI governance. Graduates entering AI engineering + AI product roles must be fluent in these dimensions.
Case extensionAdd MeitY March 2024 advisory + subsequent relaxation as regulatory case (already in case studies).
🤖AI-augmented practice · 3 specialised tools (cap protects against tool-overwhelm)
Three tools (exception to the 2-tool cap — D4 is fundamentally AI-tooling-native): Claude / GPT (API + Claude Code for agent development), LangChain / LangGraph (agent + RAG frameworks), Sarvam AI / AI4Bharat (Indic LLMs). All three represent the actual stack of Indian AI engineering in 2026 — proprietary frontier + open-source orchestration + Indic-specific.
Claude API + Claude Code (or OpenAI API + ChatGPT)Foundation LLM API + AI coding agentModule 2
Workflow:Hands-on practice with Claude / OpenAI APIs: prompt engineering across zero-shot, few-shot, CoT, JSON mode. Use Claude Code for capstone development (code-writing, debugging, refactoring agent). Compare manual coding vs AI-augmented productivity. Critique what AI got right + what required human judgment.
Skill built:Production-grade LLM API usage + AI coding-agent workflow
Deliverable:Prompt library + Claude-Code-assisted capstone development log
Workflow:Build a working RAG system using LangChain on a 100+ document corpus of choice. Implement chunking, embedding, vector storage, retrieval, generation. Evaluate with RAGAS. Then evolve to LangGraph for capstone agent workflow with multiple tools + branching logic.
Skill built:Production RAG + agent framework expertise — industry standard
Deliverable:Working RAG system + LangGraph agent prototype with evaluation
Sarvam AI / AI4Bharat (Indic LLMs)Indic-language LLM + multimodalModule 5
Workflow:Use Sarvam AI sandbox + AI4Bharat HuggingFace models to test Indic-language tasks (Hindi customer support, Tamil document understanding, Telugu QA). Compare against GPT-4 + Claude on same tasks. Quantify accuracy + cost + latency differences. Identify clear-win use cases for Indic-specific models.
Skill built:Indic LLM expertise — India-context AI engineering
Deliverable:Indic vs multilingual LLM comparison report + India-context recommendation
⟶Indian + global frontier 2025-26 · what to track
India AI Mission $1.25B+Government announced March 2024: compute infrastructure (10K+ GPUs), India-trained foundation models, applications across sectors. Strategic for India's AI capability + autonomy.
Sarvam, Krutrim, Bhasini funding + adoption accelerationIndian Indic-LLM ecosystem 2024-25: Sarvam $41M Series A, Krutrim Ola-led, Bhasini government rollout. India-built AI maturing rapidly.
Agentic systems maturing: Claude Code, Cursor, DevinAI coding agents (Cursor, Claude Code, GitHub Copilot Workspace, Devin) reshaping software development; Indian IT services workforce + business-model implications.
DPDP Act 2023 phased enforcementIndian data-protection law operational 2024-25; AI deployments must build consent + minimisation + breach-reporting compliance from day one.
Open-source vs proprietary economics shiftingLlama 3.1 / 4, DeepSeek, Mistral closing performance gap with GPT-4/Claude at far lower cost; open-source increasingly competitive for enterprise deployment.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Students form 2-3 person teams. Each team identifies a real business problem solvable by GenAI (customer support, document summarisation, code assistant, content generation, knowledge retrieval). The capstone deliverable: (a) problem definition + LLM-choice rationale, (b) prompt-engineering or RAG-system design, (c) working prototype using Claude/OpenAI/Indic LLM APIs, (d) evaluation report (faithfulness, latency, cost), (e) responsible-AI assessment, and (f) executive presentation to industry-practitioner panel (AI product managers + ML engineers + CIOs).
WEEKLY MILESTONES
Week 2: Team formation + problem definition + LLM landscape research
Week 4: Prompt engineering + basic prototype
Week 6: RAG design + retrieval system implementation
GenAI-focused 24-hour build. Teams of 3-4 ship a working LLM-powered application addressing a real workflow problem (e.g., chatbot for a real KLBS partner firm, document-summariser for a legal use-case, GenAI-augmented analytics dashboard). Saturday 9 AM → Sunday 9 AM. Demo + technical viva at Sunday noon. Industry judges. 15% of course grade.
Prompt-variant A/B testing. Students design 2-4 prompt variants for the same task, run each on a fixed evaluation set, and statistically compare outputs (using a rubric or LLM-as-judge). Required to report effect size, not just point estimates. Tie-in with ALM-16 prompt engineering lab.
Three structured prompting labs. Lab 1: prompt anatomy (system, instruction, examples, output format) — students design prompts for 5 fixed tasks and measure quality. Lab 2: chain-of-thought, few-shot, and tree-of-thought patterns — students A/B test variants. Lab 3: RAG and tool-use prompts — students build a working retrieval+generation chain. Deliverable: 10-prompt portfolio with measured output quality scores. 20% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
LLM landscape + transformer fundamentals
Sarvam AI reading
Team formation
API setup + first prompts
Tokenisation exercise
Week 2
Training stages (pre-training → SFT → RLHF) + model sizes
Sarvam AI discussion
Problem definition
Tokenisation + cost lab
Model-comparison submission
Week 3
Prompt engineering principles
HanoomanAI reading
LLM choice rationale
Zero-shot, few-shot, CoT
Prompt library v1
Week 4
Structured outputs + advanced prompting
HanoomanAI discussion
Basic prototype
JSON mode + function-calling
Mid-term + Prompt library v2
Week 5
RAG architecture + embeddings
BFSI GenAI reading
RAG design
Embeddings + vector DB
Embeddings exercise
Week 6
Vector databases + retrieval strategies
BFSI GenAI discussion
Retrieval system
Build working RAG
RAG submission
Week 7
RAG evaluation + advanced patterns
Cursor + Claude Code reading
Full prototype + Hackathon
RAGAS framework
Evaluation submission
Week 8
AI agents + tool-use + function-calling
Cursor + Claude Code discussion
Agent integration
LangChain agent
Agent submission
Week 9
Multimodal models + Indic LLMs
Legal-tech RAG reading
Indic LLM testing if applicable
GPT-4V + Sarvam AI
Indic comparison
Week 10
Responsible AI + evaluation + Indian regulation
Legal-tech + Bhasini discussion
Responsible-AI review
Prompt injection testing
Safety testing submission
Week 11
DPDP Act + MeitY advisories + future of AI regulation
Working GenAI application with evaluation + responsible-AI assessment.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Claude + OpenAI + LangChain + at least one Indic LLM.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
D4 is benchmarked against Stanford CS 224N / CS 25's NLP with Deep Learning / Transformers United, Andrew Ng DeepLearning.AI's ChatGPT Prompt Engineering for Developers + Building LLM Apps, MIT 6.S191's Introduction to Deep Learning, and others.
AI Engineering: Building Applications with Foundation Models
Chip Huyen
O'Reilly
2024
All
Prompt Engineering for Generative AI
James Phoenix, Mike Taylor
O'Reilly
2024
All
The Hundred-Page Machine Learning Book
Andriy Burkov
Self-published, 2019 (LLM supplement)
2019
All
Hands-On Large Language Models
Jay Alammar, Maarten Grootendorst
O'Reilly
2024
All
AI Snake Oil + The Alignment Problem
Arvind Narayanan + Sayash Kapoor; Brian Christian (separate)
Princeton, 2024; W.W. Norton
2024
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 fundamentals (LLM basics, prompting, RAG), Applied LLM scenario or RAG design
Section A — Short answer: 6 × 4 marks (Modules 1-3 fundamentals (LLM basics, prompting, RAG)) Section B — Case analysis: 1 × 16 marks (Applied LLM scenario or RAG design)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated GenAI design + responsible AI + Indic LLM context
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated GenAI design + responsible AI + Indic LLM context)
Where this course leads
T7-PE1 AI Product Strategy, LLM Capabilities & Use Case Mapping (T6)
T7-PE2 Prompt Engineering, RAG Systems & Agentic Workflows (T7)
D5 Digital Transformation & Enterprise Tech (T6)
OE1 AI Product Building & No-Code MVP Development (T8)
Architect the digital enterprise. Modernise the stack. Manage the change.
D5 develops integrated digital-transformation + enterprise-tech fluency. By trimester end, students will: (a) describe enterprise software landscape (ERP, CRM, HCM, FP&A, ITSM) and Indian SaaS ecosystem, (b) evaluate cloud platforms (AWS, Azure, GCP) for different workload types and Indian regulatory requirements, (c) design digital-transformation programmes including current-state assessment, target architecture, roadmap, (d) analyse Indian SaaS success stories (Zoho, Freshworks, Postman, Razorpay), (e) apply cybersecurity + digital-trust frameworks including DPDP Act 2023, RBI cybersecurity guidelines, zero-trust architecture, and (f) lead change-management for digital programmes using Prosci ADKAR + Kotter frameworks adapted to Indian context.
RATIONALE
Digital transformation has shifted from buzzword to executional reality. Indian conglomerates (Tata, Reliance, Aditya Birla, ITC, HUL) all run multi-thousand-crore digital programmes. Indian SaaS — Zoho, Freshworks, Postman, Razorpay, BrowserStack — has emerged as a $50B+ global category. Cloud migration is mainstream (AWS, Azure, GCP), ERP modernisation (SAP S/4HANA, Oracle Cloud, Salesforce) is multi-year, and CIO + Chief Digital Officer roles have boardroom influence. D5 builds the digital + enterprise-tech fluency that frames how Indian businesses compete in 2026 — covering enterprise software architectures, cloud platforms, digital-transformation methodology, Indian SaaS ecosystem dynamics, cybersecurity + digital trust, and the change-management discipline that determines whether digital programmes succeed or fail.
ANALYSE cloud platforms (AWS, Azure, GCP) including IaaS/PaaS/SaaS, cost economics, India regions + data-residency, regulatory + DPDP compliance.
PO1 H · PO10 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO10 (H): Digital and AI fluency
PSO2 (H): Industry and real world fluency
CO3BTL 5 · Evaluate
EVALUATE digital-transformation programme design including current-state assessment, target-state architecture, gap analysis, roadmap design, value tracking.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE Indian SaaS ecosystem success stories (Zoho, Freshworks, Postman, Razorpay) including business models, GTM, scaling, exit pathways.
Sridhar Vembu built Zoho into $1B+ revenue SaaS company without VC funding. 50+ products, distributed development across India + global, profitability-first.
DELIVERABLE
Analyse Zoho's strategy + GTM + product-portfolio approach. Identify 5 key choices enabling bootstrap success. Recommend how a new Indian SaaS founder could apply lessons.
ICICI Bank's iMobile Pay (super-app for banking) is one of India's most successful BFSI digital transformations. 50M+ users, multiple financial products.
DELIVERABLE
Map the digital-transformation journey. Identify 5 capabilities that drove success. Compare against HDFC + SBI + Axis competitors.
DPDP Act 2023 compliance: Indian listed company readiness journey
DPDP Act 2023 effective phased through 2024-25. Indian companies investing in compliance infrastructure — consent management, data inventory, breach response.
DELIVERABLE
Design DPDP compliance roadmap for hypothetical Rs 5000 cr Indian listed company. Cover 6 capabilities + investment estimate.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Digital transformation is one of the largest strategic-decision domains a CEO + CIO + Board manage. Every DT choice — cloud-vs-on-prem, build-vs-buy, single-vendor-vs-best-of-breed, centralised-vs-federated governance, change-management approach — has 5-10 year compounding consequences. Tata Digital, Reliance digital, ICICI iMobile, Aditya Birla DT are all consequential bets where execution dominates strategy. D5 frames every module as preparation for these board-level + CIO-level strategic decisions, not as procedural IT administration.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO4
Indian SaaS ecosystem (CO4) is core innovation infrastructure: Zoho ($1B+ bootstrapped), Freshworks (Nasdaq IPO), Postman + BrowserStack (developer tools), Razorpay (fintech infra). NASSCOM forecasts $50B+ Indian SaaS category by 2030 — directly serves SDG 9's innovation infrastructure agenda.
SDG 4Quality EducationLinked to: CO6
Change management (CO6) explicitly covers digital-literacy programmes + capability building for India's workforce navigating DT. Indian IT services workforce of 5M+ needs continuous reskilling; manufacturing + BFSI + retail similar. SDG 4 anchored in workforce reskilling agenda.
🌱ESG integration · extends Module 5: Cybersecurity + Digital Trust
DPDP Act 2023 + AI compliance: data minimisation in DT programmes, consent management, breach response.
Indian SaaS sustainability: SaaS data-centre energy consumption + emissions; cloud-region selection for green-energy availability.
Cybersecurity as ESG-Governance dimension: BRSR Core requires disclosure on cyber-incident response + data-protection.
Vendor ESG due diligence: enterprise software vendors' own ESG practices (carbon, labour, supply chain) increasingly considered in procurement.
Digital divide: DT programmes can either reduce (vernacular interfaces, accessibility) or amplify (English-only, complex UX) inequality.
Rationale: BRSR Core ESG-G dimension increasingly includes cybersecurity + data-protection disclosure. DPDP Act 2023 + RBI/SEBI sector-specific rules mandate digital-governance. Graduates entering CIO/CISO/CDO track must be fluent in these dimensions.
Case extensionAdd AIIMS Delhi ransomware case explicitly as ESG-G + national-infrastructure security case.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Salesforce Einstein (enterprise AI in CRM workflow), ServiceNow AI (ITSM + workflow automation). Both represent mainstream enterprise AI integration. Claude can be used as analytical/critique partner throughout.
Salesforce Einstein (or HubSpot AI)Enterprise CRM AIModule 1
Workflow:Use Salesforce Einstein trail / sandbox to explore: lead-scoring AI, next-best-action recommendations, sentiment analysis on customer interactions, predictive forecasting. Build a workflow for hypothetical Indian B2B SaaS sales team. Critique what Einstein gets right + where human judgment essential.
Skill built:Enterprise AI in mainstream CRM workflow — common in Indian enterprises
Deliverable:Salesforce Einstein workflow design + critique memo
ServiceNow AI (or Claude for analysis)ITSM + workflow automation AIModule 3
Workflow:Use ServiceNow demo / documentation to understand: AI-augmented IT ticket routing, predictive incident management, automated workflow design, virtual agent for IT support. Design a DT use case for Indian listed company IT operations. Quantify expected efficiency gains + change-management considerations.
Skill built:Enterprise AI in ITSM + workflow automation — growing in Indian enterprises
Deliverable:ServiceNow AI use case design + ROI estimate
⟶Indian + global frontier 2025-26 · what to track
Tata Neu super-app lessonsTata Digital's Tata Neu super-app (Rs 30,000 cr+ investment) post-launch journey: ambition vs execution learnings; super-app concept in India context; course-correction strategies emerging.
Indian SaaS $50B trajectoryNASSCOM forecast: Indian SaaS to $50B+ revenue by 2030. Maturation of ecosystem: vertical SaaS, AI-native, India-strategic acquisitions emerging.
AI agents in Indian IT servicesCursor + Claude Code + GitHub Copilot Workspace reshaping Indian IT services (TCS, Infosys, Wipro, HCL) productivity; workforce + pricing + revenue-model implications.
DPDP Act 2023 enforcement evolvingPhased enforcement 2024-25. Indian companies investing in compliance infrastructure — consent management platforms, data inventory, breach response capabilities.
ONDC integration into enterprise stackONDC's open commerce protocol increasingly integrated into Indian commerce/retail enterprise stacks. New SCM + customer-experience patterns.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Digital Transformation Programme Design — Real Indian Company
Students form 3-4 person teams. Each team selects one mid-to-large Indian company (listed or well-documented private) and produces a complete digital transformation programme proposal. Deliverables: (a) current-state assessment (technology + processes + people), (b) target-state architecture (cloud + applications + data), (c) phased roadmap (3-year), (d) cybersecurity + DPDP compliance, (e) change-management plan, (f) investment + ROI case, and (g) executive presentation to industry-practitioner panel (CIOs + digital leaders + consultants).
WEEKLY MILESTONES
Week 2: Team formation + target company selection + initial research
DT cannot be understood only in classroom — vendor demo centers (SAP, Salesforce, AWS Mumbai) give visceral understanding of enterprise software + cloud.
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Enterprise software landscape + categories
Tata Digital reading
Team formation
Stack mapping exercise
Stack-map submission
Week 2
ERP + CRM + HCM + integration
Tata Digital discussion
Target selection + initial research
Salesforce + Zoho exploration
Vendor comparison
Week 3
Cloud platforms + architectures
Zoho bootstrap reading
Current-state assessment
AWS setup + basic architecture
Cloud exercise
Week 4
Cloud cost economics + multi-cloud + India regions
Zoho discussion
Technology audit
Cloud cost calculator
Mid-term + Cost exercise
Week 5
TOGAF + architecture frameworks
Freshworks reading
Target architecture
TOGAF application
TOGAF submission
Week 6
DT programme design + roadmap
Freshworks discussion
Architecture finalisation
Indian SaaS analysis
SaaS analysis
Week 7
Indian SaaS ecosystem
ICICI iMobile reading
Phased roadmap
Zero-trust design
Roadmap submission
Week 8
Cybersecurity + zero-trust + identity
ICICI iMobile + AIIMS reading
Cybersecurity design
DPDP gap analysis
Security exercise
Week 9
DPDP Act 2023 + RBI cybersecurity + AI in security
AIIMS + Aditya Birla discussion
DPDP compliance
ADKAR + Kotter workshop
Compliance submission
Week 10
Change management + Prosci ADKAR + Kotter
Aditya Birla + DPDP company reading
Change management plan
Stakeholder + communication plan
Change-plan submission
Week 11
Adoption tracking + Indian DT cultural factors
Case discussions
Investment case + final draft
Programme consolidation
Programme draft review
Week 12
Integration + future of enterprise tech
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Covers Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. Covers all 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7 case-study deliverables count.
Practical experiments (10 weeks)
10%
10
Continuous lab + role-play assessment.
Capstone DT programme + presentation
25%
25
Real Indian company DT proposal + panel presentation.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Salesforce Einstein / ServiceNow AI / Claude for DT analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
D5 is benchmarked against MIT Sloan's Digital Strategy + Transformation, INSEAD's Strategy in the Digital Age, Wharton's Enterprise Technology Strategy, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Leading Digital: Turning Technology into Business Transformation
George Westerman, Didier Bonnet, Andrew McAfee
Harvard Business Review Press
2014
All
Digital Transformation: Survive and Thrive in an Era of Mass Extinction
Thomas M. Siebel
RosettaBooks
2019
All
The Digital Transformation Playbook
David L. Rogers
Columbia Business School Publishing
2016
All
Architecting the Cloud
Michael J. Kavis
Wiley
2014
All
Zero Trust Networks
Evan Gilman, Doug Barth
O'Reilly
2017
All
The Phoenix Project
Gene Kim, Kevin Behr, George Spafford
IT Revolution Press
2018
All
Switch: How to Change Things When Change Is Hard
Chip Heath, Dan Heath
Crown Business
2010
All
Indian SaaS Inc.
Suresh Sambandam et al.
Penguin India
2024
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (enterprise software, cloud, DT design), Applied DT scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3 (enterprise software, cloud, DT design)) Section B — Case analysis: 1 × 16 marks (Applied DT scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated DT scenario + cybersecurity/change-management case
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated DT scenario + cybersecurity/change-management case)
Where this course leads
T6-PE4 Digital & AI Strategy, Org Design & Change Management (T8)
E12 Global Business & Corporate Strategy (T8)
OE3 Cybersecurity, Digital Trust & Risk Management (T9)
Pre-requisites: E13 Business Analytics Essentials, D2 Data Engineering: SQL, Warehousing & Pipelines
01 Objective & rationale
See the data. Show the decision. Move the room.
E14 develops BI + data-visualization fluency. By trimester end, students will: (a) apply visualization grammar including chart-type selection, perceptual principles, data-ink-ratio, (b) design KPI hierarchies + dashboards aligned to executive vs operational use cases, (c) build production dashboards in Tableau + Power BI on real datasets, (d) apply data-storytelling techniques connecting visualization to decision-narrative, (e) evaluate AI-augmented BI workflows (Tableau Pulse, Power BI Copilot, ThoughtSpot), and (f) deliver executive presentations using BI artifacts that drive decision-making.
RATIONALE
Data without visualization is decision-useless. Every Indian listed company now operates executive dashboards (board-level, CFO-level, function-level), and Tableau + Power BI usage has become a baseline competency for analysts, business managers, and consultants. The shift to AI-augmented BI (Tableau Pulse, Power BI Copilot, ThoughtSpot) is reshaping the analyst's role. Indian dashboards built well drive monthly business reviews, board meetings, and the operational rhythm of large organizations. Built poorly, they confuse executives + slow decisions. E14 builds the BI + visualization craft that translates data into decisions: from visualization grammar (Tufte, Cleveland, Cairo) through dashboard design patterns + KPI hierarchies + executive-storytelling + AI-augmented BI workflows that define modern analyst + consultant practice in 2026.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY visualization grammar including Tufte's principles (data-ink ratio, chartjunk), Cleveland's perceptual hierarchy, and chart-type selection guided by data structure + decision question.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO10 (H): Digital and AI fluency
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
ANALYSE KPI hierarchies + dashboard design patterns including board-level vs functional-head vs operational tiers + leading vs lagging indicators.
PO4 H · PO5 H · PSO1 H
Mapping rationale
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Apply
BUILD production-grade dashboards in Tableau + Power BI on real Indian-context datasets including connections, transformations, calculations, and interactive features.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical and quantitative reasoning
PO10 (H): Digital and AI fluency
PSO1 (H): Apply functional knowledge
CO4BTL 5 · Evaluate
EVALUATE data-storytelling techniques including narrative arc, situation-complication-resolution structure, contextual annotation, and decision-orientation.
PO3 H · PO4 H · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PSO2 (M): Industry and real world fluency
CO5BTL 4 · Analyse
ANALYSE AI-augmented BI workflows including Tableau Pulse, Power BI Copilot, ThoughtSpot, natural-language query, automated insights, and the analyst-AI collaboration model.
PO5 M · PO10 H · PSO2 H
Mapping rationale
PO5 (M): Analytical and quantitative reasoning
PO10 (H): Digital and AI fluency
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Create
CREATE executive-grade BI presentation including dashboard + slide + verbal narrative for one real business decision, delivered to industry-practitioner panel.
PO3 H · PO4 H · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PSO2 (M): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Reliance Industries' quarterly results dashboards distill 1000+ data points across 7 business segments into clear executive narrative. A case in scale-of-data visualization.
DELIVERABLE
Critique Reliance's investor-day visualization choices. Redesign one slide. Justify changes using visualization grammar.
Indian D2C unit-economics dashboard: cohort retention + LTV/CAC
Indian D2C founders monitor cohort retention curves + LTV/CAC ratios + contribution margin per channel. A case in growth + finance integrated visualization.
DELIVERABLE
Build a unit-economics dashboard for hypothetical Indian D2C (Rs 100 cr revenue). Cohort retention + LTV/CAC + channel-economics.
Indian government dashboard: PM Gati Shakti integrated infrastructure visualization
PM Gati Shakti (2021-) integrates 16 ministries' infrastructure projects on a single GIS-based platform. A case in government BI + data integration scale.
DELIVERABLE
Analyse Gati Shakti's visualization approach. Identify the 4 design choices that matter most. Recommend improvements.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
BI + data visualization is the bridge between data + strategic decision. Every BI artifact — board dashboard, executive slide deck, monthly business review — is a decision-instrument that compresses thousands of data points into the few signals that drive action. E14 frames every visualization choice (chart type, KPI selection, dashboard tier, narrative structure) as a strategic decision the analyst + CFO + CIO + business head own. Done well, BI accelerates decisions + creates competitive advantage; done poorly, it confuses + slows.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO5, CO6
AI-augmented BI (CO5) is reshaping analyst roles — from chart-builder to insight-curator + decision-partner. Capstone (CO6) explicitly addresses analyst-career evolution. Indian BI talent market (5M+ professionals in 2024-25) faces significant transition: SDG 8's decent-work agenda includes ensuring this transition is supported with reskilling + upward mobility, not displacement.
BRSR Core ESG KPIs in dashboards: emissions intensity, gender pay-gap, safety incidents, board diversity, complaints + resolutions. Mandatory disclosure for top 150 listed (FY 2024-25 onward).
Balanced Scorecard expansion to include ESG perspective alongside Financial + Customer + Internal + Learning.
Sustainability dashboards: examples from Tata Steel, Hindalco, Asian Paints + how ESG visualisation differs from financial visualisation.
Audited vs unaudited ESG data: visualisation responsibilities + transparency norms.
GRI Standards + ISSB integration in Indian listed companies' BI reporting.
Additional hours: 1.5 hours added to Module 2 lecture (ESG KPI integration); 0.5 hours added to Module 5 (storytelling on ESG topics)
Rationale: BRSR Core requirements make ESG visualisation mandatory for top 150 Indian listed (expanding to 500 by FY 2026-27). Analysts entering BI roles must be fluent in integrating ESG KPIs into executive dashboards.
Case extensionAdd Tata Steel + Hindalco + Asian Paints ESG dashboard analysis as ESG-integrated visualisation case.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Power BI Copilot (Microsoft, integrated in Power BI), Tableau Pulse (Salesforce, integrated in Tableau). Both are the leading AI-augmented BI tools Indian analysts will encounter in 2026 production environments. ThoughtSpot covered as concept-exposure (not student-tooling depth).
Power BI CopilotAI-augmented dashboard authoring + analyticsModule 6
Workflow:Use Power BI Copilot (or simulated environment if license unavailable) to: (a) generate visuals from natural-language prompts, (b) get DAX suggestions, (c) auto-generate report sections, (d) ask conversational questions. Build a Power BI dashboard for capstone using Copilot assist. Critique what Copilot got right + what required human judgment + correction.
Skill built:AI-augmented Power BI authoring — Indian analyst standard in 2026
Deliverable:Power BI dashboard built with Copilot + 1-page critique of AI assistance
Tableau PulseAI-augmented insight delivery from dashboardsModule 6
Workflow:Use Tableau Pulse (or simulated workflow): configure AI-driven insight delivery for a dashboard, set anomaly thresholds, review AI-generated narrative summaries. Compare AI-generated insights vs analyst-curated insights. Critique what Pulse surfaces + what it misses. Design AI-augmented executive briefing workflow.
Skill built:AI-augmented Tableau insight delivery — emerging in Indian BFSI + tech
AI-augmented BI mainstreamingTableau Pulse + Power BI Copilot + ThoughtSpot reshaping analyst workflows 2024-26. Natural-language analytics, automated insights, AI-narrative generation moving from experimental to production.
Embedded analytics in every appAnalytics embedded in workflow applications (Salesforce reports, HubSpot dashboards, custom apps) reduces standalone BI dependence. Trend: 'analytics where decisions happen.'
BRSR Core ESG dashboards mandatoryTop 150 Indian listed (FY 2024-25 onward) must disclose ESG KPIs in standardised format. Visualization skills for ESG metrics increasingly required.
Decision intelligence emergingBeyond BI: specific decision-support systems combining data + models + AI for specific decision types (pricing, capacity, hiring). Indian enterprise adoption growing.
Indian analyst talent market evolution5M+ analytics professionals in India 2024-25. Skills shifting from chart-building to insight-curation + business-context + storytelling. Tableau + Power BI baseline; AI + business acumen differentiator.
Natural-language analytics maturingThoughtSpot, Power BI Copilot, Tableau Ask Data — natural-language interfaces reducing SQL dependence for business users. Reshapes analyst-business-user collaboration.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
BI + Visualization Capstone — Real Indian Business Decision
Students form 2-3 person teams. Each team selects a real Indian business decision (board proposal, capex review, market entry, strategic pivot) and produces complete BI + visualization deliverable. Includes: (a) data collection + preparation, (b) Tableau or Power BI dashboard, (c) executive slide deck, (d) verbal pitch + decision recommendation, (e) Q&A handling. Presented to industry-practitioner panel (CFOs + consultants + BI leaders).
WEEKLY MILESTONES
Week 2: Team formation + decision selection + data sourcing
Faculty releases a real dataset (e.g., Indian airline passenger booking data, RBI bank-credit time series, demonetisation transaction data) at Saturday 9 AM. Teams of 3 build executive-grade Tableau/Power BI dashboards in 24 hours. Sunday demos to a panel of practitioners. Scored on (a) data-story clarity, (b) visual craft, (c) executive-readability. 15% of grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Visualization grammar + Tufte + Cleveland
Reliance dashboard reading
Team formation
Chart-type selection + bad-chart redesign
Redesign submission
Week 2
Chart-type selection + color theory + accessibility
Tableau ecosystem + LOD expressions + advanced features
Infosys discussion
Dashboard v1 design
Tableau advanced lab
Mid-term + Tableau exercise
Week 5
Power BI ecosystem + Power Query + DAX basics
Indian bank dashboard reading
Dashboard v1 build
Power BI basic build
Power BI exercise
Week 6
DAX advanced + Power BI Service + sharing
Indian bank discussion
Tool selection + v1 dashboard
Power BI Service
Power BI submission
Week 7
Data storytelling + narrative structures + pyramid principle
Indian D2C reading
Dashboard v2 + slide draft
Storytelling workshop + Hackathon
Story-structure submission
Week 8
Executive communication + annotation + decision-orientation
Indian D2C discussion
Slide deck v1
Slide deck design
Slide deck v1
Week 9
AI-augmented BI + Tableau Pulse + Power BI Copilot
Gati Shakti reading
AI-augmented insights integration
AI-BI hands-on
AI-BI exercise
Week 10
ThoughtSpot + natural-language analytics + future of BI
Gati Shakti + Tableau Pulse/Copilot discussion
Dashboard v2 finalisation
ThoughtSpot trial
AI-BI critique
Week 11
Analyst's evolving role + Indian BI talent market
Hans Rosling reading
Pitch rehearsal
Capstone consolidation
Pitch v1 review
Week 12
Integration + future of BI
Hans Rosling discussion
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Covers Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. Covers all 6 modules.
Case studies (graded × 4)
15%
15
Best 4 of 7 case-study deliverables count.
Practical experiments (10 weeks)
15%
15
Heavy lab-based course; continuous hands-on dashboard + storytelling assessment.
Capstone BI + presentation
25%
25
Real Indian decision + dashboard + executive pitch.
Third-party AI tool fluency
5%
5
Demonstrated workflow with Tableau Pulse + Power BI Copilot + ThoughtSpot.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
E14 is benchmarked against Stanford GSB's Data Visualization + Storytelling, Northwestern Kellogg's Customer Analytics + Business Intelligence, Wharton's Business Analytics Specialization, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Visual Display of Quantitative Information
Edward R. Tufte
Graphics Press, 2001 — foundational
2001
All
Storytelling with Data: A Data Visualization Guide for Business Professionals
Cole Nussbaumer Knaflic
Wiley
2015
All
The Truthful Art: Data, Charts, and Maps for Communication
Alberto Cairo
New Riders
2016
All
Information Dashboard Design: Displaying Data for At-a-glance Monitoring
Stephen Few
Analytics Press
2013
All
The Big Book of Dashboards: Visualizing Your Data Using Real-World Business Scenarios
Steve Wexler, Jeffrey Shaffer, Andy Cotgreave
Wiley
2017
All
Communicating with Data: The Art of Writing for Data Science
Carl Allchin
O'Reilly
2022
All
DAX Patterns 2nd Edition
Marco Russo, Alberto Ferrari
SQLBI, 2020 — Power BI DAX reference
2020
All
Practical Tableau
Ryan Sleeper
O'Reilly
2018
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Section A — Short answer: 6 × 4 marks (Modules 1-3 (visualization grammar + KPI hierarchies + Tableau basics)) Section B — Case analysis: 1 × 16 marks (Dashboard critique + redesign)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated BI design + storytelling + AI-augmented BI scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated BI design + storytelling + AI-augmented BI scenarios)
Where this course leads
T3-PE4 Decision Storytelling, Executive Communication & Stakeholder Influence (T7)
T6-PE2 Industry Deep Dives, Market Entry & Growth Strategy (T7)
Convert a validated idea into a working venture. Operate one. Scale one. Lead one.
E10 develops the practical operating capability of a venture founder or early-employee operator. By trimester end, students will: (a) evaluate founder-product fit and design cofounder agreements including equity, vesting, and decision-rights structures; (b) build the operating cadence of an early-stage venture including 4-week sprint planning, weekly metrics reviews, monthly P&L reviews, and quarterly board updates; (c) read and negotiate the major elements of a term sheet (valuation, liquidation preference, anti-dilution, board composition, founder vesting, drag-along, tag-along); (d) design and execute hiring and recruiting plans for the first 10-25 employees; (e) construct sales engines (founder-led → repeatable → scalable) and build the GTM that matches the business model; (f) navigate the founder-to-CEO transition including delegation, organizational design, and leadership-style evolution; and (g) make defensible go/no-go decisions on continue, pivot, raise, or shut down.
RATIONALE
Most BBA graduates will work inside companies for at least the first decade of their careers — but the careers themselves are increasingly founder-shaped. A 25-year-old at Razorpay owns a P&L the size of a small startup. A consultant at Bain leads engagement teams that ship as if they were a venture. An analyst at Sequoia or Lightspeed evaluates 40 ventures a year. Even inside ITC, HUL, or Reliance, intrapreneurial founders launch new product lines, business verticals, or geographic markets with budgets that look like Series-A rounds. E10 is the course that converts what students learned in E9 (how to validate a business model) into what they need to actually create and scale a venture. It covers the messy middle: how to go from a validated idea to a working company. Cofounder selection. Equity splits. Capital structure decisions. Hiring the first ten. Building sales engines. Navigating the founder-to-CEO transition. Reading a term sheet. Surviving the dark months between PMF and Series-A. The course is designed against the actual Indian startup reality of 2024-2026: capital-efficient rather than blitz-scale, P&L-aware rather than growth-at-all-costs, distribution-led rather than product-only. By the end of E10, a student should be able to (a) decide whether to be a founder, (b) evaluate founders for hire or investment, (c) operate inside a startup as a senior IC or manager, and (d) navigate the practical machinery of venture creation in India.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE founder-product fit, cofounder dynamics, and venture-readiness — including equity allocation, vesting structures, decision-rights, and the founder-archetype mix required for a specific venture context.
PO1 H · PO4 H · PO6 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO6 (M): Teamwork and collaboration
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
ANALYSE the unit economics of a venture — including CAC, LTV, gross margin, payback period, burn multiple, and the path to default-alive — and identify which business models can survive Indian capital-efficiency standards.
PO1 H · PO4 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO3BTL 5 · Evaluate
EVALUATE term sheets and venture-capital instruments — including valuation methods (pre/post-money), liquidation preferences, anti-dilution mechanics, board composition, founder vesting, drag-along, tag-along, and convertible instruments (SAFE, convertible notes) — for a real or simulated early-stage round.
PO1 H · PO2 M · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethical and social responsibility
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO4BTL 5 · Evaluate
EVALUATE go-to-market strategies and sales-motion design — distinguishing founder-led, inside-sales, field-sales, product-led-growth, and channel-led motions — and select the appropriate motion-mix for a venture's stage, ACV, and customer segment.
PO1 H · PO3 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (M): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE the founder-to-CEO transition — including delegation patterns, hiring the leadership team, organizational design (functional vs unit), management cadence, and the cultural shifts required as a venture scales from 5 to 50 to 500 employees.
PO5 H · PO6 H · PO9 M · PSO2 M
Mapping rationale
PO5 (H): Leadership and decision making
PO6 (H): Teamwork and collaboration
PO9 (M): Self management and lifelong learning
PSO2 (M): Industry and real world fluency
CO6BTL 6 · Create
CREATE a complete venture operating plan for a real or chosen venture — including team plan, financial model, fundraising sequence, GTM roadmap, hiring plan, key milestones — and defend it at an investment-committee-style presentation.
PO3 H · PO4 H · PO5 H · PO6 H · PSO2 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Leadership and decision making
PO6 (H): Teamwork and collaboration
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Founder Readiness & Cofounder Dynamics
TOPICS
Why some founders succeed: the founder-product-fit framework — sector knowledge, network density, capital access, sustained obsession
Pre-money vs post-money valuation arithmetic: how dilution actually works across rounds
Term sheet anatomy: economic terms (valuation, option pool, liquidation preference, anti-dilution) and control terms (board composition, protective provisions, drag-along, tag-along)
Liquidation preference deep-dive: 1x non-participating (founder-friendly), 1x participating, multiple preference (investor-friendly), and how stacking affects waterfall in exit scenarios
Anti-dilution mechanics: weighted-average vs full-ratchet, why founders should care
Option pool gymnastics: pre-money vs post-money option pool, the 'option pool shuffle'
Convertible instruments: SAFE (US standard), CCD (Compulsorily Convertible Debentures, India standard for foreign capital), iSAFE (Indian SAFE variant), convertible notes
Indian capital structure: CCPS (Compulsorily Convertible Preference Shares), CCDs, and how Indian VC term sheets differ from US-style YC SAFEs
Investor diligence: financial DD, legal DD, commercial DD, founder-reference checks — what to prepare for
Founder protection in term sheets: founder vesting reset risk, key-man clauses, redemption rights, board-veto matters
Tools Term sheet annotated examples (real and redacted) · Cap table modelling tool (Carta, Captable.io, or Excel model) · Valuation calculator (multiple methods) · Indian VC term sheet template (NVCA + India-specific variations)
Module 4
CO4
L: 3 hr · P: 6 hr
Go-to-Market & Sales Motion Engineering
TOPICS
The four sales motions: founder-led, inside sales (SDR + AE), field sales (enterprise), product-led growth (self-serve)
The venture operating plan as a single integrated document: team + market + product + financial + GTM + hiring + capital
Story arc: vision, market opportunity, why-now, why-us, what-we-do, evidence, plan, capital ask
Pitch deck design: the 10-12 slide standard, Sequoia 'memo first' philosophy, founder voice vs investor voice
Investor objection handling: the top 12 objections (market size, competition, defensibility, unit economics, founder, traction, etc.) and how to address each
Investment Committee (IC) dynamics: how partners actually decide, the role of dissent, the 'memo + meeting' flow
Anti-pitches: pre-mortems, red-team exercises, the founder's risk register
Continue / pivot / shut down decisions: how to read the signals, founder-investor alignment in tough quarters
Communications discipline: investor updates (monthly + quarterly), customer communications during crisis, internal team messaging
Exits: trade sale, secondary, IPO — what the founder should know about each (Indian context: Nazara, Zomato, Nykaa, Mamaearth, Honasa)
Harshil Mathur and Shashank Kumar (IIT Roorkee, ex-Schlumberger) founded Razorpay in 2014 with a developer-first positioning when payments was dominated by BD-led players. The decade-long journey from YC batch (2015) → $7.5B valuation (2021) → unit-economics correction (2023-24) is a masterclass in scale-with-discipline.
DELIVERABLE
(a) Decompose Razorpay's founder-product fit at founding. (b) Trace the GTM motion evolution: developer-led → SMB inside sales → enterprise field sales. (c) Identify the 3 capital efficiency choices that distinguished Razorpay from Pine Labs and Mobikwik. (d) Recommend Razorpay's next 3-year strategic moves.
Zerodha: bootstrapped scaling, no VC, profitable from year 2
Nithin Kamath founded Zerodha in 2010 with his brother Nikhil. By 2024, Zerodha is India's largest stockbroker by active users (~6M), profitable from year 2, never raised external capital, with Nithin/Nikhil owning 100%. A counter-cultural case in a VC-saturated startup ecosystem.
DELIVERABLE
(a) Build the Zerodha unit-economics model. Why does it work without external capital? (b) Identify the 5 strategic choices that made Zerodha capital-efficient. (c) Compare against Groww (VC-backed, ~$3B valuation, similar product). (d) Argue: should every founder consider bootstrapping? Under what conditions?
Snapdeal: the Kunal-Rohit founder breakup (2010-2020)
Kunal Bahl and Rohit Bansal cofounded Snapdeal in 2010. By 2015 it was India's third-largest e-commerce platform with $6.5B valuation. By 2017, it had near-collapsed; the SoftBank-led merger with Flipkart failed; Kunal and Rohit publicly split operating roles and rebuilt the company at much smaller scale. The founder-cofounder dynamics throughout are instructive.
DELIVERABLE
(a) Diagnose the cofounder-relationship strains. What were the early-stage signals missed? (b) Trace the equity, decision-rights, and role evolution from 2010 to 2020. (c) Identify 3 structural choices in the founders' agreement that would have helped. (d) Build a cofounder-agreement checklist for first-time Indian founders.
Freshworks: India to IPO, the multi-product GTM journey
Girish Mathrubootham founded Freshworks (then Freshdesk) in 2010 in Chennai. By 2021, it was the first Indian SaaS company to IPO on NASDAQ at $10.1B. The journey involved 4 acquisitions, a multi-product platform pivot, GTM motion evolution from PLG to inside-sales to enterprise, and a founder-to-CEO transition that succeeded.
DELIVERABLE
(a) Map Freshworks' GTM motion across stages: founding (PLG) → Series A-B (inside sales) → growth (multi-product) → public company. (b) Analyse the multi-product strategy: customer service → CRM → IT helpdesk. What worked, what didn't? (c) Identify the 3 founder-to-CEO transitions Girish navigated. (d) Recommend the post-IPO growth strategy.
Byju's: unit economics, scale, and the lesson in capital discipline (2016-2024)
Byju Raveendran founded Byju's in 2011, scaled to $22B valuation by 2022, then collapsed to near-bankruptcy by 2024. The case is the most expensive Indian-startup lesson in unit economics, capital discipline, and growth-at-all-costs founder culture.
DELIVERABLE
(a) Decompose Byju's unit economics at peak (2021). What was the gross margin reality vs the ARR narrative? (b) Trace the M&A spree: WhiteHat Jr, Aakash, Great Learning — were these capital-efficient? (c) Identify the 5 governance/founder-mode failures that compounded into collapse. (d) What should a 2024 BBA founder learn from Byju's?
Sarvam AI + Krutrim: India's foundation-model founder bets
Sarvam AI (founded 2023 by Pratyush Kumar, Vivek Raghavan, ex-AI4Bharat) and Krutrim (founded by Bhavish Aggarwal, 2023) are India's two highest-profile AI-foundation-model ventures. Both raised significant capital ($41M and $50M+ respectively at founding) into deeply technical, capital-intensive, multi-year R&D-led businesses.
DELIVERABLE
(a) Compare founder-product-fit for Sarvam (deep technical / research lineage) vs Krutrim (operating / scaling track record but new to AI research). (b) Analyse the capital-efficiency challenge: how do you justify 5-year R&D-heavy ventures to Indian VCs accustomed to 2-year payback? (c) Recommend GTM strategy for each: enterprise sales? government? consumer? developer API? (d) Identify the 3 founder-leadership risks for each venture.
Varun and Ghazal Alagh founded Mamaearth in 2016, scaled to a multi-brand house, IPO'd on NSE in 2023 at ~₹10,400 cr market cap. The journey from founder-led D2C brand to listed multi-brand company is a defining Indian D2C case. Post-IPO performance has been challenging — an instructive scaling-and-public-markets lesson.
DELIVERABLE
(a) Trace the multi-brand strategy: Mamaearth → The Derma Co → Aqualogica → Ayuga. When did each launch and why? (b) Analyse the GTM evolution: D2C web → marketplaces → modern trade → general trade. (c) Decompose the founder-CEO transition challenges Varun navigated. (d) Evaluate the IPO timing and post-IPO communications strategy. Could anything have been done differently?
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Integrated Venture Operating Plan + IC Defense
Students form 3-4 person teams. Each team selects a real or hypothetical venture (often aligned to their PRJ1+PRJ2 capstone task choice) and produces a complete operating plan over the trimester. The plan integrates everything from Module 1 (founder structure) through Module 6 (capital + IC defense). The team defends the plan in an Investment-Committee-style presentation to a mixed panel of faculty + invited industry practitioners (founders, VCs, operators). Strong teams from this exercise are encouraged to develop their plan into the actual PRJ1+PRJ2 venture-track capstone.
WEEKLY MILESTONES
Week 1: Team formation + venture selection + founder-readiness self-assessment
Week 11: Integrated plan draft v1 + faculty review
Week 12: Final pitch + IC defense to mixed panel
FINAL DELIVERABLE
(a) 25-page integrated venture operating plan covering team, market, product, financial model, GTM, hiring, capital. (b) 12-slide investor pitch deck. (c) Cap table model (Excel) across seed → Series A → Series B. (d) Live IC defense: 45-min presentation + 30-min Q&A.
EVALUATION
Founder structure + cofounder agreement (15%), Unit economics + capital efficiency model (20%), Term sheet + cap table mastery (15%), GTM + sales motion design (15%), Org + hiring + cadence design (15%), Final IC defense (20%)
06 12 weekly practical experiments
One experiment per week (weeks 1–12) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Founder-readiness diagnostic — paired interviews + scoring across 8 dimensions
Founder-readiness diagnostic — paired interviews + scoring across 8 dimensions
W2
Equity allocation negotiation — paired teams use Slicing Pie + Indian SHA examples
Equity allocation negotiation — paired teams use Slicing Pie + Indian SHA examples
W3
Unit economics modelling workshop — build CAC, LTV, payback for 3 sample ventures
Unit economics modelling workshop — build CAC, LTV, payback for 3 sample ventures
W4
Burn-multiple + cohort analysis lab — read 3 real Indian startup cohort curves
Burn-multiple + cohort analysis lab — read 3 real Indian startup cohort curves
W5
Term sheet teardown — annotate a real Indian Series A term sheet, flag founder-risk clauses
Term sheet teardown — annotate a real Indian Series A term sheet, flag founder-risk clauses
W6
Cap table modelling — build dilution waterfall across 3 rounds with option pool gymnastics
Cap table modelling — build dilution waterfall across 3 rounds with option pool gymnastics
W7
GTM motion selection — for 4 ventures, pick + justify the right sales motion
GTM motion selection — for 4 ventures, pick + justify the right sales motion
Term-sheet negotiations and cofounder agreements cannot be taught only through lecture. Paired role-play (founder vs investor; founder vs cofounder) builds the muscle of negotiating real-stakes positions under pressure.
Modern founders use Claude / ChatGPT extensively for cap-table modelling, pitch refinement, competitive analysis, and pre-mortem exercises. The course explicitly teaches AI-augmented venture work as a core skill.
5 invited founders or VC practitioners across the trimester — at least one each from: seed-stage founder, growth-stage founder, VC partner, M&A/exit advisor, post-exit founder. Their war stories make the abstract material visceral.
Hands-on practical sessions modelling cap tables, unit economics, and burn-rate projections in Excel/Google Sheets. Modelling is taught as a venture-craft skill, not just an output.
ALM-6Build-and-Pitch SprintWeeks 4 and 9 (two 48-hour intensives)
Teams of 3 build a working revenue-generating venture artefact in 48 hours. First sprint (Week 4): a landing-page MVP for a hypothetical service. Second sprint (Week 9): a working sales call with a real prospect. Mentor panel includes one founder + one VC associate. Scored on artefact quality and pitch. 20% of internal grade.
ALM-25Brainstorming with Structured ConvergenceWeeks 3 and 8 (2 sessions, 90 min each)
Venture-ideation focused. Same divergence-convergence structure. Phase 1: "How might we" prompts focus on customer-pain identification. Phase 3: top 3 ideas get a 1-week feasibility sprint before final selection. Required: at least one idea must explicitly address a non-obvious customer segment.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why founders fail + the FPF framework
Razorpay reading
Team formation + venture selection
Founder-readiness diagnostic
FPF self-assessment
Week 2
Cofounder dynamics + equity allocation
Razorpay discussion + Snapdeal reading
Cofounder agreement + equity model
Equity negotiation role-play
Cofounder memo
Week 3
Unit economics fundamentals
Zerodha reading
Unit economics v1
Unit economics modelling workshop
Model submission
Week 4
Burn, runway, default-alive
Zerodha + Byju's discussion
Cohort projection + breakeven
Burn-multiple + cohort analysis lab
Mid-term + cohort analysis
Week 5
Term sheet anatomy + valuation methods
Snapdeal discussion + Freshworks reading
Capital strategy memo
Term sheet teardown
Annotated term sheet
Week 6
Cap tables + dilution mechanics
Freshworks discussion
3-round cap table
Cap table modelling lab
Cap table submission
Week 7
GTM motions + sales engineering
Byju's reading
GTM strategy v1
GTM motion selection workshop
Motion justification memo
Week 8
Pricing + first-100-customers
Byju's discussion
Pricing + 100-customer plan
Pricing-page teardown + redesign
Pricing rationale
Week 9
Org design + first 10 hires
Sarvam AI + Krutrim reading
Org + hiring plan
50-person org design exercise
Org design submission
Week 10
Founder-to-CEO transition + cadence
Sarvam discussion + Honasa reading
Cadence + board pack
Operating cadence design lab
Cadence calendar
Week 11
Pitch craft + IC dynamics
Honasa discussion
Plan draft + pitch v1
Pitch + critique rounds
Pitch rehearsal scored
Week 12
Continue/pivot/shutdown decisions + exits
Integration across all cases
Final IC defense
Capstone IC defenses
End-term + Capstone defense
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short-answer + 1 case. Covers Modules 1-3 (Founder readiness, Unit economics, Term sheets).
End-term (75m, 75 marks)
20%
20
9 short-answer + 2 cases. Covers all 6 modules with emphasis on integration.
Case studies (best 4 of 7)
20%
20
Best 4 of 7 case-study deliverables count. Each scored on framework application + recommendation quality.
Practical experiments (12 weeks)
10%
10
Continuous lab assessment including term-sheet annotations, cap table models, GTM exercises.
Capstone — Venture Operating Plan
30%
30
Team-based integrated plan with live IC defense. Weighted across founder structure, unit economics, term sheet/cap table, GTM, org design, and final defense.
Practitioner-led session engagement
5%
5
Active engagement with 5 invited founder/VC speakers — pre-read prep, in-session questions, post-session reflection.
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
E10 is benchmarked against Stanford Graduate School of Business's Startup Garage / Lean Launchpad (MS&E 273/274), Harvard Business School's The Founder's Dilemmas (Entrepreneurial Management), MIT Sloan's Disciplined Entrepreneurship (15.390), and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Founder's Dilemmas
Noam Wasserman
Princeton University Press, 2012 — the canonical text on cofounder dynamics and founder-vs-CEO tensions
2012
All
Disciplined Entrepreneurship: 24 Steps to a Successful Startup
Bill Aulet
Wiley
2024
All
Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist
Brad Feld, Jason Mendelson
Wiley
2019
All
The Hard Thing About Hard Things
Ben Horowitz
HarperBusiness
2014
All
Founders at Work: Stories of Startups' Early Days
Jessica Livingston
Apress
2007
All
Zero to One: Notes on Startups
Peter Thiel, Blake Masters
Crown Business
2014
All
The Lean Startup
Eric Ries
Crown Business, 2011 (prerequisite from E9)
2011
All
Loonshots
Safi Bahcall
St. Martin's Press
2019
All
An Elegant Puzzle: Systems of Engineering Management
Will Larson
Stripe Press
2019
All
Founder vs Investor: The Honest Truth About Venture Capital
Elizabeth Zalman, Jerry Neumann
Harper Business
2024
All
Backstage: The Story of Indian Entrepreneurship
Saurabh Mukherjea
Westland Business, 2019 — Indian founder case studies
2019
All
From Pony to Unicorn: How to Scale Your Startup
Shradha Sharma
YourStory Books, 2023 — Indian context scaling lessons
2023
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 — Founder readiness, Unit economics fundamentals, Term sheet basics, Applied unit economics + term-sheet evaluation for a given venture
Section A — Short answer: 6 × 4 marks (Modules 1-3 — Founder readiness, Unit economics fundamentals, Term sheet basics) Section B — Case analysis: 1 × 16 marks (Applied unit economics + term-sheet evaluation for a given venture)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated venture analysis — founder + unit economics + cap table + GTM + org design
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated venture analysis — founder + unit economics + cap table + GTM + org design)
Where this course leads
T5-PE1 Founder Mindset, Customer Discovery & Problem Validation (T6)
Read corporate moves like a chess master reads positions. Make defensible portfolio, M&A, and global-expansion choices.
E12 builds the corporate strategist's craft. By trimester end, students will: (a) apply portfolio frameworks (BCG matrix, GE-McKinsey nine-box, parenting advantage) to multi-business firms; (b) analyze M&A logic and execution including strategic rationale, valuation, post-merger integration, and antitrust considerations; (c) evaluate international entry-mode choices (export, licensing, franchise, JV, WOFE, M&A) for specific market-context combinations; (d) navigate the geopolitical and trade environment including PLI, FTAs, sanctions, and the US-China-India industrial-strategy triangle; (e) construct a corporate-strategy thesis for an Indian conglomerate or an MNC's India strategy, defended against multiple counter-positions; and (f) read corporate-strategy moves in financial press as integrated multi-business and multi-country plays.
RATIONALE
Indian business is increasingly a corporate and global problem, not just a venture or functional one. Reliance is not a company — it is a portfolio: telecom, retail, energy, digital, financial services. Tata Sons governs 30+ operating companies across 100+ countries. Aditya Birla, ITC, Mahindra, Adani — every major Indian conglomerate runs a corporate-strategy engine that decides where to deploy capital, which businesses to enter or exit, how to internationalize, and how to manage geopolitical risk. The reverse is also true: every MNC entering India (Walmart through Flipkart, Tesla, Amazon, Foxconn, Apple's manufacturing pivot) is making cross-border strategic choices that frame the Indian market they encounter. E12 develops the analytical apparatus to operate at this level. It covers (a) corporate strategy proper — portfolio management, parenting advantage, M&A decisions, divestiture, vertical and horizontal integration; (b) international business — entry modes, location choices, global vs multidomestic vs transnational strategies, born-global firms; (c) the geopolitical and trade environment — US-China decoupling, India's PLI scheme and manufacturing-shift moment, WTO and FTAs, sanctions and export controls; (d) cross-border operating realities — currency, talent, regulatory navigation, joint-venture dynamics; and (e) the Indian conglomerate model and its global expansion patterns. By end-of-course, students should be able to read corporate-strategy moves in the financial press as second-order strategic plays, not first-order news items — and to construct a defensible corporate-strategy thesis for any firm or sector.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE corporate strategy in multi-business firms using portfolio frameworks (BCG, GE-McKinsey, parenting advantage matrix) and identify the structural sources of corporate value-add or destruction.
ANALYSE international entry-mode decisions (export, licensing, franchise, joint venture, wholly-owned subsidiary, M&A) and match modes to market context, firm capability, and risk appetite.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO4BTL 5 · Evaluate
EVALUATE global strategy archetypes (international, multidomestic, global, transnational) and the geopolitical/trade environment — PLI schemes, FTAs, sanctions, export controls, the US-China-India industrial-strategy dynamics — that shape corporate cross-border choices.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethical and social responsibility
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE the Indian conglomerate model including holding-company structures (Tata Sons, RIL, Bajaj, Aditya Birla), capital-allocation discipline, family-business governance, and the patterns of Indian outbound M&A.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethical and social responsibility
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 6 · Create
CREATE a corporate-strategy thesis for a chosen firm — covering portfolio assessment, M&A or divestiture recommendation, international expansion plan, and capital-allocation logic — defended against alternative theses.
PO3 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Leadership and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 6 hr · P: 6 hr
Corporate Strategy & Portfolio Frameworks
TOPICS
Why corporate strategy is different from business strategy — Porter's corporate-vs-business distinction
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Tata Sons: 150-year capital allocation discipline (Ratan Tata era to Chandra era)
Tata Sons has operated as the holding company for the Tata Group since 1917. Under Ratan Tata (1991-2012), the group acquired Corus Steel, Jaguar Land Rover, Tetley Tea — becoming India's most international conglomerate. Under N. Chandrasekaran (2017-present), consolidation, the Air India re-acquisition, and the digital push (Tata Neu, Tata Digital). The capital-allocation choices across two leadership eras offer a masterclass.
DELIVERABLE
(a) Decompose Tata Sons portfolio across the two eras. (b) Identify the 5 capital-allocation choices that defined each era. (c) Evaluate the parenting advantage: which operating companies benefit most from Tata Sons' parenting? (d) Recommend the next 5-year capital-allocation priority.
Reliance Industries: from petchem to digital — vertical-then-horizontal expansion
Reliance Industries built its base in textiles and petrochemicals (1966-2000), then expanded into telecom (Jio, 2016), retail (Reliance Retail, 2006+), digital (JioMart, Jio Cinema, etc.), and is now pivoting to renewable energy and AI. The conglomerate's strategic logic — financial-strength-driven cross-subsidization — is unique globally.
DELIVERABLE
(a) Map RIL's strategic moves across 4 eras. What is the common pattern? (b) Analyze the Jio bet: cross-subsidy economics, customer acquisition cost, telecom-to-digital playbook. (c) Evaluate the green-energy pivot: is it strategically coherent or a hedge? (d) Compare RIL's diversification logic to Tata Sons' — which is more durable?
HDFC + HDFC Bank merger (2023): the largest Indian corporate merger ever
In July 2023, HDFC Ltd (housing finance) merged with HDFC Bank — a ₹40 lakh crore combined entity. The merger took 18 months from announcement, faced RBI regulatory complexity, and required substantial capital and reserve adjustments. A textbook case in M&A logic, regulatory navigation, and post-merger integration.
DELIVERABLE
(a) Articulate the strategic rationale: why merge now after decades as separate firms? (b) Decompose the synergy thesis: revenue (cross-sell), cost (branch overlap), capital (CRR/SLR efficiency). (c) Trace the regulatory negotiation with RBI: what changed, what was conceded? (d) Evaluate post-merger integration: what has the combined entity delivered 1.5 years in?
Apple's India manufacturing pivot (2020-2026): the China+1 case study
Apple's manufacturing has been ~95% China-concentrated for two decades. From 2020, Apple began shifting iPhone assembly to India through Foxconn, Pegatron, and Tata Electronics (acquired Wistron India). By 2025, India accounts for ~15% of iPhone production. The shift is driven by US-China tension, India's PLI scheme, and Tim Cook's deep India engagement (3 personal visits 2023-25).
DELIVERABLE
(a) Map the drivers of Apple's shift: geopolitical, economic, regulatory. (b) Analyze the PLI scheme's role: what subsidies, for which firms, with what conditions? (c) Evaluate the Tata Electronics acquisition of Wistron India: strategic fit, valuation, governance. (d) Forecast: what % of iPhone production will be in India by 2028? Defend the answer.
Tata Motors / JLR: Indian outbound M&A — 17 years on
In 2008, Tata Motors acquired Jaguar Land Rover from Ford for $2.3B. The acquisition was widely criticized at the time (debt-heavy, distressed assets, recession headwind), but JLR has since contributed disproportionately to Tata Motors' value. The case is the canonical Indian outbound M&A success — and offers transferable lessons.
DELIVERABLE
(a) Reconstruct the 2008 acquisition decision: what was the strategic logic? (b) Trace JLR's performance 2008-2024: when did it pay off, when did it stumble? (c) Identify the 4 integration choices Tata Motors made that distinguished this deal. (d) Compare to Tata Steel / Corus (also 2007): why did one work and the other struggle?
Freshworks IPO (2021): the born-global Indian SaaS case
Freshworks (founded Chennai, 2010) was the first Indian SaaS company to IPO on NASDAQ, at $10.1B valuation in 2021. The firm operated globally from inception, never built Indian market dominance, and chose the US public market for listing. The post-IPO trajectory (declined to ~$3B by 2024) raises questions about born-global model viability.
DELIVERABLE
(a) Map the international strategy archetype Freshworks adopted (international, multidomestic, global, transnational) and justify the classification. (b) Analyze the location strategy: why Chennai HQ but US customer base? Talent vs cost vs market access. (c) Trace the GTM evolution across geographies: which markets worked, which struggled? (d) Compare with Zoho (similar profile, never IPO'd, bootstrapped) — which model is more durable?
The Adani Group expanded from coal/port logistics (1990s) to power, airports, cement, media, and renewables — becoming India's largest private port operator and a major infrastructure player. The 2023 Hindenburg short-seller report alleged accounting and governance issues; market cap dropped ~$150B before partial recovery. A case in concentrated-bet conglomerate building, debt-fueled scaling, and governance risk.
DELIVERABLE
(a) Map Adani's portfolio + the capital structure: how was the scaling financed? (b) Analyze the Hindenburg allegations: which were credible, which contested, and what is the truth-status now? (c) Evaluate the governance response: what changed in board composition, audit, related-party disclosures? (d) Forecast Adani's strategic direction over the next 5 years.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Corporate-Strategy Thesis for an Indian Multi-Business Firm or MNC Entrant
Students form 3-person teams. Each team selects an Indian multi-business firm (Tata Sons, RIL, Aditya Birla, Mahindra, Bajaj, Adani, Larsen & Toubro, Godrej, ITC, or similar) — OR an MNC's India strategy (Walmart-Flipkart, Tesla, Apple, Foxconn, Amazon, Carlyle, BlackRock). The team produces a complete corporate-strategy thesis: portfolio analysis, M&A/divestiture recommendations, international expansion or India-deepening plan, and a 5-year capital-allocation logic. The thesis is defended at a board-style presentation to faculty + practitioner panel including former consulting partners and ex-corp-dev leads.
WEEKLY MILESTONES
Week 1: Team formation + firm selection + initial information packet (financials, history, 10K-equivalent annual reports)
5 invited speakers: a corp-dev partner from MBB or Big-4, a family-business CEO, a sovereign-wealth-fund analyst on India strategy, a former CFO of an Indian conglomerate, and an antitrust lawyer. War stories make abstract material concrete.
Board-style defense in Week 12 is a live simulation — students play the management team; faculty + practitioners play independent directors. Cross-examination is structured and serious.
Heavy financial-press, 10-K, and analyst-report reading. Students learn to read annual reports as strategic documents, not just compliance disclosures.
Claude/ChatGPT used for company-history synthesis, M&A track-record analysis, geopolitical-context briefings. AI as research accelerator, not authority.
ALM-23CXO Decision ReplayWeeks 6 and 11 (2 sessions, 90 min)
Global-strategy CXO decisions (e.g., Tata Group acquiring JLR in 2008, Reliance refusing to participate in 5G spectrum auction, Adani entering data centres). Same format: team recommendations, real reveal, counterfactual. Required: students must explicitly state which information they would have wanted that the real CXO didn't have.
ALM-10Multimedia Branching Case SimulationWeeks 7 and 10 (2 sessions, 90 min each)
Global business decision branching. Scenarios: cross-border M&A under regulatory uncertainty, supply-chain redesign during geopolitical disruption (US-China decoupling), market entry sequencing across 5 emerging economies. Each branch reveals new political-economic information. Post-simulation debrief connects to global strategy frameworks.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Corporate vs business strategy + portfolio frameworks
Team-based integrated thesis with board-style defense. Weighted across portfolio, M&A, international, geopolitical, capital allocation, defense.
Practitioner-led session engagement
5%
5
Active engagement with 5 invited corp-dev / family-business / sovereign-fund speakers.
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
E12 is benchmarked against Harvard Business School's Strategy + Business Government & the International Economy, Wharton's Global Strategic Management (MGMT 7610), INSEAD's Corporate Strategy + International Management, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Corporate Strategy: A Resource-Based Approach
David Collis, Cynthia Montgomery
McGraw-Hill, 2005 — the canonical text on parenting advantage and corporate strategy
2005
All
Mergers, Acquisitions & Other Restructuring Activities
Donald DePamphilis
Academic Press, 2022 — M&A craft from rationale to integration
2022
All
International Business: Competing in the Global Marketplace
Charles W. L. Hill, G. Tomas M. Hult
McGraw-Hill
2024
All
Managing Across Borders: The Transnational Solution
Christopher Bartlett, Sumantra Ghoshal
HBS Press, 2002 — the Bartlett-Ghoshal typology source
2002
All
The Tatas: How a Family Built a Business and a Nation
Girish Kuber
HarperCollins, 2019 — definitive Indian conglomerate history
2019
All
Reliance: The Real Natwar
Hamish McDonald
Penguin, 2010 — RIL strategic history through 2010
2010
All
Stay Hungry Stay Foolish + Connect the Dots
Rashmi Bansal
Westland, 2008 + 2011 — Indian entrepreneurship anthology
2008
All
Diamonds in the Dust: Consistent Compounding for Extraordinary Wealth Creation
Saurabh Mukherjea + team
Penguin Business, 2021 — Indian corporate capital allocation
2021
All
The Outsiders
William Thorndike
HBR Press, 2012 — 8 unconventional CEOs and their capital-allocation playbooks
2012
All
Good Strategy / Bad Strategy
Richard Rumelt
Crown Business, 2011 — strategy diagnosis at firm and corporate level
2011
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 — Portfolio frameworks, M&A fundamentals, Entry modes, Applied portfolio + M&A analysis for a given firm
Section A — Short answer: 6 × 4 marks (Modules 1-3 — Portfolio frameworks, M&A fundamentals, Entry modes) Section B — Case analysis: 1 × 16 marks (Applied portfolio + M&A analysis for a given firm)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated corporate-strategy analysis — portfolio + M&A + international + capital allocation
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated corporate-strategy analysis — portfolio + M&A + international + capital allocation)
Read industries. Anticipate competitors. Design strategy that survives contact with rivalry.
E11 builds the analytical strategist's craft. By trimester end, students will: (a) conduct rigorous industry analysis using Five Forces, value-chain mapping, and strategic-group analysis — and interpret what the analysis implies for strategy; (b) apply resource-based view (RBV) and dynamic capabilities to identify sustainable competitive advantage and the routines that create it; (c) anticipate competitive moves using game-theory reasoning, signaling theory, and patterns of competitive behavior; (d) analyze platform competition, multi-sided markets, network effects, and the winner-takes-most dynamics in digital industries; (e) apply disruption theory (Christensen) and the innovator's dilemma to predict industry inflection points; and (f) construct a strategy thesis for a real Indian firm under live competitive pressure, defended against alternative theses from rival 'firms.'
RATIONALE
Strategy is what firms do when they cannot all win. Every strategic choice — entering a market, raising prices, launching a product, building a moat — is made against competitors who will respond. Most strategy education teaches frameworks (Porter's Five Forces, RBV, value chain) but stops at static analysis. E11 goes further: it teaches the *dynamics* — how rivals move and counter-move, how industries evolve, when disruption happens, why platforms tip, why first-movers sometimes win and sometimes lose. The Indian context is unusually instructive. Jio's 2016 entry forced Airtel and Vodafone-Idea into a years-long survival fight. Flipkart-Amazon-Reliance is a three-way platform war that remains unresolved. OYO's hotel-network strategy has been imitated, attacked, and rebuilt globally. The Indian quick-commerce space (Blinkit, Zepto, Instamart) is a textbook case in speed-vs-density competitive dynamics. Indian banking is consolidating; Indian D2C is fragmenting; Indian SaaS is racing US competitors. E11 develops the *strategist's eye*: the ability to read an industry's structure, predict rival moves, identify the inflection points, and design strategies that survive contact with competition. By end-of-course, students should be able to (a) do rigorous industry analysis, (b) anticipate competitive responses to a strategic move, (c) identify and evaluate sources of sustainable competitive advantage, (d) understand when platforms, ecosystems, and network effects dominate strategy, and (e) build strategy theses for real Indian firms under live rivalry.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE industry structure using Porter's Five Forces, value-chain mapping, strategic-group analysis, and PESTEL — and identify the structural drivers of industry profitability.
PO1 H · PO4 H · PSO1 H · PSO2 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (M): Industry and real world fluency
CO2BTL 5 · Evaluate
EVALUATE sources of sustainable competitive advantage using the resource-based view (VRIO framework), dynamic capabilities theory, and the routines that generate persistent advantage.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO3BTL 5 · Evaluate
EVALUATE competitive moves using game-theory reasoning — including price competition, capacity expansion, signaling, commitment, deterrence, and the patterns of competitive interaction over time.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO4BTL 5 · Evaluate
EVALUATE platform competition, multi-sided markets, network effects, ecosystem strategy, and winner-takes-most dynamics — and identify when platforms tip and what causes them to tip.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Evaluate
EVALUATE disruption theory and innovator's-dilemma dynamics — including disruptive vs sustaining innovation, low-end and new-market disruption, and the predictors of industry inflection.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 6 · Create
CREATE a strategy thesis for a real Indian firm under live competitive rivalry — covering industry analysis, competitive position, sustainable advantage, predicted rival moves, and proposed strategic response — defended against rival strategy theses.
PO3 H · PO4 H · PO5 H · PO6 H · PSO2 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Leadership and decision making
PO6 (H): Teamwork and collaboration
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 5 hr
Industry Analysis: Structure, Forces, Groups
TOPICS
Why industry structure determines profitability — Porter's central insight
Five Forces: rivalry, buyer power, supplier power, threat of substitutes, threat of new entrants
Common mistakes in Five Forces: confusing it with SWOT, static snapshots, ignoring complements
Value chain mapping: primary + support activities, locating value capture along the chain
Strategic group analysis: mobility barriers, intra-group vs inter-group rivalry
PESTEL extension: political, economic, social, technological, environmental, legal — for India context
Industry life cycle: emerging → growth → maturity → decline — what each stage implies for strategy
Reading industries through their financials: profit pool analysis (Bain), ROIC distribution
Indian industry deep-dives: telecom, banking, FMCG, e-commerce, EV — Five Forces with India specifics
Tools Five Forces analyzer template · Value chain mapper · Strategic group plotter · Profit pool calculator · PESTEL India context library
Indian disruption cases: Jio disrupting telecom (low-end? new-market?), Zerodha disrupting brokerage (clear low-end), Nykaa vs traditional beauty retail, EV vs ICE
Industry inflection points: how to spot them early, what signals matter
Disruptive-AI: how generative AI is reshaping software, services, consulting industries — and the Indian implications
Why most 'disruption' claims are wrong: most are sustaining innovations or new-product introductions, not disruption in the technical sense
Strategy under disruption: cannibalize yourself, separate the new from the old, build dual structures
Tools Disruption diagnostic (is this actually disruption?) · Performance trajectory mapper · Industry inflection scorecard
Module 6
CO6
L: 2 hr · P: 4 hr
Integrated Strategy Thesis under Rivalry
TOPICS
The strategy memo: how senior partners at MBB write it
Bringing industry analysis + RBV + competitive dynamics + platforms + disruption into one coherent thesis
Defending against rival 'firms' — when peer teams play your competitor's strategist
War-gaming: how firms actually test strategy before deploying
Communicating strategy: to the board, to the management team, to employees, to investors
The 'fold-or-hold' decision: when to compete, when to retreat, when to consolidate
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Reliance Jio's 2016 entry: the telecom industry's reset
On 5 September 2016, Reliance Jio launched 4G services with 6 months of free voice and data. Within 24 months, Jio had 300M+ subscribers, Airtel had cut prices 70%+, Vodafone India was forced to merge with Idea, and Reliance Communications went into bankruptcy. The case is the textbook example of industry-resetting entry in modern Indian business.
DELIVERABLE
(a) Reconstruct the Five Forces analysis of Indian telecom in 2015 (pre-Jio). (b) Decompose Jio's entry move using game theory: what did Jio expect rivals to do, what did they actually do? (c) Identify the 3 commitments Jio made that signaled it would not retreat. (d) Evaluate Airtel's response: was it optimal given the constraints? What else could it have done?
Flipkart vs Amazon vs Reliance: India e-commerce three-way platform war
Indian e-commerce since 2014 has been a three-way platform war: Flipkart (Indian-built, Walmart-acquired 2018), Amazon India (deep-pocketed entrant), Reliance (JioMart + AJIO, leveraging Reliance Retail + telecom). Each platform has distinct strategic assets and constraints. The war continues into 2024-25 with quick commerce as a new front.
DELIVERABLE
(a) Map each platform's VRIO strengths — what does each have that the others don't? (b) Analyze the multi-homing reality: how do consumers + sellers actually behave? (c) Predict which platform wins which sub-segments (electronics, fashion, grocery, beauty). (d) Recommend a strategic move for the platform you think is most under pressure.
Zerodha vs Groww: discount brokerage in India — a sustained advantage case
Zerodha (founded 2010, bootstrapped, profitable) and Groww (founded 2016, VC-backed) compete in Indian discount brokerage. By 2024, Zerodha has ~6M active users; Groww has ~10M+ (overtaking Zerodha by user count). Both target the same segment with similar pricing. The case examines what 'competitive advantage' actually means when imitation is technically feasible.
DELIVERABLE
(a) VRIO analysis of Zerodha's resources + capabilities. (b) Why was Zerodha's advantage imitable? What changed between 2010 and 2020? (c) Analyze Groww's strategy: same product, different positioning — what made the difference? (d) Forecast: who wins next 5 years? Both, neither, or one?
Quick commerce: Zepto, Blinkit, Instamart — speed-density-density war
Indian quick commerce (10-minute grocery delivery) is a textbook case of platform competition with extreme operational requirements. Zepto (founded 2021), Blinkit (Zomato, pivoted from Grofers), and Instamart (Swiggy) compete on density of dark stores, delivery speed, and AOV. Unit economics remain contested as of 2025.
DELIVERABLE
(a) Five Forces analysis of Indian quick commerce 2024. (b) Network effect classification: which type of network effects do these platforms have? (c) Game-theory analysis of dark-store rollout: a positional game vs an investment race? (d) Recommend strategy for the player you think is most likely to lose — fold or fight?
ONDC: India's open commerce protocol as platform-disruption attempt
Open Network for Digital Commerce (ONDC, launched 2022) is the Indian government's attempt to disrupt closed e-commerce platforms (Flipkart, Amazon) through an open protocol. By 2024, ONDC has onboarded 80+ lakh sellers but still struggles for buyer adoption. A unique case in policy-driven attempted disruption.
DELIVERABLE
(a) Disruption diagnostic: is ONDC actually disrupting in Christensen's technical sense? (b) Analyze the platform-tipping prospects: what would have to happen for ONDC to tip? (c) Identify the 3 strategic asymmetries ONDC has vs Flipkart/Amazon. (d) Recommend Flipkart's response strategy to ONDC over 5 years.
Indian EV: Tata Motors, Mahindra, MG, Hyundai, BYD entry — industry inflection in motion
Indian passenger-vehicle EV market is at inflection. Tata Motors leads with ~70% share of low-volume EV segment; Mahindra has launched Born Electric platform; MG Motor has entered with multiple models; Hyundai is expanding; BYD has filed manufacturing intent. Government PLI + FAME subsidies + state policies drive growth, but ICE players defend. A live case in disruption-vs-incumbent dynamics.
DELIVERABLE
(a) Performance trajectory mapping: ICE vs EV, where do trajectories cross? (b) Identify the 3 incumbent moves that signal threat-recognition (or denial). (c) Analyze Tata Motors' first-mover advantage: durable or imitable? (d) Forecast EV market shares 2024-2030 for top 5 OEMs.
Generative AI vs Indian IT services: TCS, Infosys, Wipro under disruption pressure
Indian IT services (TCS, Infosys, Wipro, HCL, Tech Mahindra) built $200B+ revenue on labour-arbitrage application development + maintenance. Generative AI (Claude, GPT-4, Copilot) threatens the core: code generation, testing, basic configuration. The 2024 industry response: AI services practices, automation in delivery, restructuring junior-level hiring. The disruption is mid-flight as of 2025.
DELIVERABLE
(a) Disruption diagnostic: is GenAI low-end disruption, new-market disruption, or sustaining innovation for IT services? (b) Analyze TCS's strategic response: AI services + delivery automation + bench restructuring. (c) Identify the 5 sustaining-innovation traps Indian IT services could fall into. (d) Forecast: which firm best positioned for 2030? Defend the answer.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Strategy Thesis Under Live Rivalry — Peer Team War Game
Students form 3-person teams. Each team is assigned (or selects) a real Indian firm in a competitive industry. Teams covering rival firms in the same industry are deliberately paired (e.g., one team covers Zomato, another covers Swiggy; or TCS vs Infosys; or Zepto vs Blinkit). Each team produces a 15-page strategy thesis for its firm — but in Week 11, paired teams meet in a war-game session where each team presents its strategy and the rival team predicts/attacks. Final defenses in Week 12 occur head-to-head: faculty + practitioners ask cross-firm questions ("Team A, how do you respond to Team B's move?"). The exercise simulates real strategy work where rival moves cannot be ignored.
WEEKLY MILESTONES
Week 1: Team formation + firm assignment + rival-pair identification
Week 2: Industry Five Forces + value chain + strategic groups
Week 11: Live war-game session — paired teams confront each other
Week 12: Head-to-head final defenses
FINAL DELIVERABLE
(a) 15-page strategy thesis. (b) 20-slide strategy deck. (c) 5-page rival-counter-thesis (what would the rival team argue?). (d) Live head-to-head defense: 30 min presentation + 45 min cross-team Q&A.
Week 11 war game is the signature ALM of this course. Teams play their assigned firm's strategists; rival teams attack with counter-moves. The simulation makes the abstract rivalry visceral.
5 invited speakers: a strategy partner from MBB, a CEO of a firm under live rivalry (quick commerce, EV, or fintech), a sectoral analyst from a top equity research firm, an antitrust regulator/lawyer, and a corporate strategist from a conglomerate.
Heavy reading of financial press, analyst notes, antitrust filings. Students learn to read rival announcements as strategic signals, not press releases.
Claude/ChatGPT used for competitive intelligence synthesis, industry history compilation, rival-firm research. AI as research accelerator.
ALM-1Cold Call & Socratic Case DialogueWeeks 2, 5, 8, 11 (4 sessions, 75 min each)
60 students in horseshoe. Pre-circulate Harvard or Ivey strategy cases (e.g., Nokia vs Apple, Maruti-Suzuki vs Tata Motors, Ola vs Uber India). Faculty cold-calls 5 students sequentially: one defines the strategic question, the next builds the SWOT, the next runs Porter, the next does scenario analysis, the last recommends. No volunteering. Cold-call score 10% of internal grade. Last 15 minutes faculty synthesises.
ALM-2Structured Debate with Cross-Perspective ReflectionWeeks 6 and 10 (2 sessions, 90 min each)
Two strategy debate motions per trimester (e.g., "Diversification destroys value for Indian conglomerates" / "Indian unicorns should list at home, not in the US"). 4 teams of 15: two debate, two judge with rubric. Standard debate timing. Faculty closes with a synthesis linking to the trimester's strategy frameworks. Reflection essay graded as part of the case-write portfolio.
In teams of 4, students take 3 existing strategy frameworks (e.g., Porter's 5 Forces, BCG matrix, Blue Ocean canvas) and either (a) merge them into a unified framework for a specific decision class, or (b) build a new framework that addresses a gap. Output: 1-page printable canvas + 5-minute defence to faculty + peer panel in Week 10. Score 10% of internal grade.
ALM-17Case Study Analysis (Industry-Grade)Weeks 5 and 10 (two strategy cases)
Mid-trimester: turnaround or restructuring case (e.g., Air India under Tata, Yes Bank reconstruction). End-trimester: M&A or diversification case (e.g., HUL's Glaxo acquisition, Tata's BigBasket bet). Standard format: 2-page brief 24h ahead, 90-min Socratic dialogue, written recommendation memo by end of week. 30% of internal grade.
ALM-23CXO Decision ReplayWeeks 5 and 10 (2 sessions, 90 min)
Faculty selects a real CXO decision (e.g., Mukesh Ambani launching Jio at free-for-7-months, N.R. Narayana Murthy Infosys CEO transition, Anand Mahindra acquiring SsangYong). Students role-play the executive committee in teams of 4-5 and present their recommendation as a Monday-morning briefing. After all teams present, faculty reveals the real decision + 24-month outcome + counterfactual analysis. 90-min session. Counts as one of the case grades.
ALM-20Role-Play (Standard)Weeks 7 and 10 (2 sessions, 90 min each)
Strategy-conversation role-plays. Students play CEO presenting strategy to board, COO defending budget to CFO, business-unit head losing turf to a competing unit. Triads (proposer, challenger, observer). 15-min preparation, 15-min conversation, 15-min debrief per role-play. Surfaces the politics and influence skills behind strategic decisions.
ALM-10Multimedia Branching Case SimulationWeeks 6 and 11 (2 sessions, 90 min each)
Strategic decision branching simulations. Scenarios: market entry under uncertainty (5 sequential decisions), turnaround sequence for distressed firm (6 decisions), M&A negotiation path (4 decisions). Each branch consumes time and capital. Final outcome scored on shareholder value + execution risk. Class debrief surfaces decision-tree patterns.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Five Forces + value chain
Jio 2016 reading
Team + firm + rival-pair identification
Five Forces deep-dive workshop
Five Forces submission
Week 2
Strategic groups + industry life cycle + PESTEL India
Jio 2016 discussion
Industry analysis v1
Value chain + strategic group mapping
Industry analysis
Week 3
RBV + VRIO + core competencies
Flipkart/Amazon/Reliance reading
VRIO v1
VRIO diagnostic workshop
VRIO submission
Week 4
Dynamic capabilities + routines
Flipkart/Amazon/Reliance discussion
Capability assessment
Dynamic capability assessment
Mid-term + capability scorecard
Week 5
Game theory fundamentals + Nash + signaling
Zerodha-Groww reading
Game-theory analysis v1
Payoff matrix workshop
Payoff matrix submission
Week 6
Repeated games + competitive interaction patterns
Zerodha-Groww discussion
Rivalry analysis
Move-countermove tree building
Move-tree submission
Week 7
Platforms + multi-sided markets
Quick commerce reading
Platform analysis
Platform decomposition
Multi-sided map
Week 8
Network effects + ecosystem strategy + tipping
Quick commerce discussion + ONDC reading
Network/tipping analysis
Network-effect intensity scoring
Network scorecard
Week 9
Disruption theory + innovator's dilemma
ONDC discussion + EV reading
Disruption analysis
Disruption diagnostic
Disruption diagnostic
Week 10
Industry inflection + strategy under disruption
EV discussion + IT-GenAI reading
Inflection analysis
Inflection forecasting
Inflection forecast
Week 11
Strategy memos + war-gaming + communication
IT-GenAI discussion
Thesis draft + war-game
WAR GAME — paired teams confront
War-game scoring
Week 12
Final defense skills + audience-tailored communication
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Competitive Strategy: Techniques for Analyzing Industries and Competitors
Michael Porter
Free Press, 1980 (still essential)
1980
All
Competitive Advantage: Creating and Sustaining Superior Performance
Michael Porter
Free Press
1985
All
Co-opetition
Adam Brandenburger, Barry Nalebuff
Doubleday, 1996 — game theory in business strategy
1996
All
The Innovator's Dilemma
Clayton Christensen
HBR Press, 1997 — disruption theory canonical
1997
All
Good Strategy / Bad Strategy
Richard Rumelt
Crown Business
2011
All
Platform Revolution
Geoffrey Parker, Marshall Van Alstyne, Sangeet Paul Choudary
W.W. Norton
2016
All
Matchmakers: The New Economics of Multi-Sided Platforms
David Evans, Richard Schmalensee
HBR Press
2016
All
Dynamic Capabilities and Strategic Management
David Teece
Oxford University Press
2009
All
7 Powers: The Foundations of Business Strategy
Hamilton Helmer
Deep Strategy, 2016 — modern synthesis of moats
2016
All
Playing to Win: How Strategy Really Works
A. G. Lafley, Roger Martin
HBR Press
2013
All
The Strategy Paradox
Michael Raynor
Crown Business
2007
All
Indian Industries: Cases in Strategy
Various, IIM Bangalore Press
Annual updates — Indian sector strategy case anthology
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 — Industry analysis, RBV, basic game theory, Applied Five Forces + VRIO for a given firm
Section A — Short answer: 6 × 4 marks (Modules 1-3 — Industry analysis, RBV, basic game theory) Section B — Case analysis: 1 × 16 marks (Applied Five Forces + VRIO for a given firm)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated strategy analysis — industry + advantage + competitive moves + platform/disruption
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated strategy analysis — industry + advantage + competitive moves + platform/disruption)
Pre-requisites: F1 Management Principles & Indian Business Context (T1), F4 Organizational Behaviour & Workplace Psychology (T2), F6 Indian Business Environment & Policy (T6)
Spot the issue. Reason through the dilemma. Navigate Indian law + ESG. Operate compliance as strategic asset.
F5 develops the working fluency of an ethically-aware, legally-literate, ESG-conversant business manager. By trimester end, students will: (a) reason through ethical dilemmas using consequentialist, deontological, and virtue-ethics frameworks, with awareness of moral intensity, stakeholder mapping, and ethical leadership; (b) navigate the Indian Companies Act 2013 fluently — directors' duties, board composition, audit requirements, related-party transactions, CSR mandate, whistleblower protections; (c) apply SEBI's frameworks for listed companies — insider trading, disclosure, takeover code, BRSR (Business Responsibility and Sustainability Reporting); (d) handle the Digital Personal Data Protection Act 2023 — data fiduciaries, consent, breach notification, cross-border transfer rules, the data principal's rights; (e) recognize competition-law issues (cartelization, abuse of dominance, M&A approvals) and the CCI's practice; (f) handle labor-law basics at manager level — Code on Wages, Industrial Relations Code, Occupational Safety code, OSH provisions; (g) protect intellectual property — patents, trademarks, copyright, trade secrets — in Indian regulatory + global IP context; (h) read an ESG report or BRSR filing critically against the major frameworks (SASB, GRI, TCFD, BRSR); and (i) design or evaluate a compliance program — policies, training, audit, monitoring, whistleblower handling.
RATIONALE
A BBA graduate in 2026 will work in firms where ethical, legal, and ESG considerations are no longer optional add-ons — they are core to operating decisions. Boards face SEBI's BRSR (Business Responsibility and Sustainability Reporting) mandate. Companies handle personal data under the DPDP Act 2023. Antitrust regulators (CCI) review M&A, platform behavior, and pricing. Whistleblowers in Indian firms have legal protection under the Companies Act 2013. ESG investors screen 100+ portfolio companies for governance, climate, and social risks. Insider-trading cases (Hindenburg-Adani, NSE co-location, IL&FS) regularly upend management careers. F5 develops the manager's working fluency in this terrain. It is not a law course — it does not produce lawyers — but it produces business leaders who can spot an ethical or legal issue early, know when to escalate to legal counsel, structure decisions to be defensible, and operate compliance as a strategic asset rather than a cost center. The course covers (a) ethical reasoning frameworks (consequentialism, deontology, virtue ethics) applied to managerial dilemmas; (b) the Indian Companies Act 2013 — directors' duties, board composition, audit, related-party transactions, whistleblower protection; (c) SEBI regulations for listed companies — insider trading, disclosure norms, takeover code, BRSR; (d) the DPDP Act 2023 and digital privacy compliance; (e) competition law and CCI practice; (f) labor law fundamentals at manager level; (g) intellectual property — patents, trademarks, copyright, trade secrets — with Indian context; (h) ESG frameworks (SASB, GRI, TCFD) and the rise of stakeholder capitalism in India; and (i) compliance as a function — building compliance programs, training, audit, monitoring. By end-of-course, students should be able to (1) recognize ethical and legal red flags in business decisions, (2) reason through ethical dilemmas using multiple frameworks, (3) navigate the major Indian compliance areas (Companies Act, SEBI, DPDP, competition, IP), (4) read an ESG report or BRSR filing critically, and (5) design or evaluate a compliance program for a mid-sized firm.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE ethical dilemmas in business using consequentialist, deontological, and virtue-ethics frameworks — including stakeholder mapping, moral intensity, and the difference between ethics-of-action and ethics-of-character.
PO2 H · PO4 H · PO5 H
Mapping rationale
PO2 (H): Ethical and social responsibility
PO4 (H): Critical thinking and decision making
PO5 (H): Leadership and decision making
CO2BTL 4 · Analyse
ANALYSE the Indian Companies Act 2013 provisions on directors' duties, board composition, audit committees, related-party transactions, CSR mandate, and whistleblower protections.
PO1 H · PO2 H · PO4 M · PSO1 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethical and social responsibility
PO4 (M): Critical thinking and decision making
PSO1 (M): Apply functional knowledge
CO3BTL 5 · Evaluate
EVALUATE SEBI regulations applicable to listed companies — including PIT (Prohibition of Insider Trading), LODR (Listing Obligations and Disclosure Requirements), SAST (Substantial Acquisition of Shares and Takeovers), and BRSR mandate.
PO1 H · PO2 H · PO4 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethical and social responsibility
PO4 (H): Critical thinking and decision making
CO4BTL 4 · Analyse
ANALYSE compliance with the Digital Personal Data Protection Act 2023 — data fiduciary obligations, consent management, breach notification, cross-border transfer, and data principal's rights — in operational business contexts.
PO1 H · PO2 H · PO7 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethical and social responsibility
PO7 (M): Digital and technological fluency
CO5BTL 5 · Evaluate
EVALUATE ESG performance and reporting — including the major frameworks (BRSR, SASB, GRI, TCFD), climate disclosures, social and governance metrics, and the rise of stakeholder capitalism in Indian firms.
PO1 H · PO2 H · PO4 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethical and social responsibility
PO4 (H): Critical thinking and decision making
CO6BTL 6 · Create
CREATE a comprehensive compliance program for a mid-sized firm — covering ethics policy, code of conduct, board governance, regulatory compliance (Companies Act + SEBI + DPDP + competition + labor + IP), ESG reporting, training, audit, monitoring, and whistleblower mechanisms.
PO1 H · PO2 H · PO3 H · PO5 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (H): Ethical and social responsibility
PO3 (H): Communication and presentation effectiveness
PO5 (H): Leadership and decision making
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 4 hr
Business Ethics: Frameworks & Managerial Dilemmas
TOPICS
Why ethics matters in business — beyond compliance, the reputational and economic logic
Consequentialist ethics: utility, harm, the longer-arc consequences of decisions
Deontological ethics: duties, rights, the Kantian categorical imperative applied to managerial choices
Virtue ethics: character, integrity, the question 'what kind of business leader am I becoming?'
Moral intensity (Jones): magnitude of consequence, social consensus, probability of effect, temporal immediacy, proximity
Stakeholder mapping: who is affected by a decision, what they have at stake, how their interests compare
Ethical leadership: when leaders create ethical climates vs corrupting ones
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Satyam Computer Services (2009): the ₹7,800 crore accounting fraud
In January 2009, Satyam founder Ramalinga Raju confessed to inflating revenues + cash balances over multiple years — ₹7,800 cr+ misrepresentation. The fraud collapsed Satyam, led to the Tech Mahindra rescue acquisition, and triggered a major overhaul of Indian corporate governance norms — culminating in the Companies Act 2013.
DELIVERABLE
(a) Reconstruct the governance failures: board, audit committee, statutory auditor (PwC). (b) Map the ethical failures: directors, executives, auditors, advisors. (c) Identify the 5 Companies Act 2013 provisions that directly respond to Satyam failures. (d) Evaluate whether modern (2024) governance norms would prevent a Satyam-type fraud.
IL&FS Collapse (2018): rating-agency capture and infrastructure-financing dominoes
IL&FS Limited, an infrastructure finance + project development firm, defaulted in September 2018 — triggering an NBFC liquidity crisis. The firm was rated AAA by major agencies until just weeks before default. The case exposed deep governance, audit, and rating-agency conflicts of interest in Indian finance.
DELIVERABLE
(a) Decompose the governance failures: board, internal controls, audit committee, statutory auditor. (b) Analyze the rating-agency role: what did ICRA and India Ratings see vs ignore? (c) Map the regulatory responses: NCLT-driven resolution, MCA actions, SEBI rating-agency reforms. (d) Recommend 5 governance + regulatory changes that would prevent a future IL&FS.
Hindenburg Research's January 2023 report alleged corporate governance issues, related-party manipulation, and concentrated ownership in Adani Group companies — wiping ~$150B in market cap in days. The case raised questions about Indian listed-firm governance, audit, related-party rules, and the role of activist short-selling.
DELIVERABLE
(a) Decompose the specific allegations: which are governance/RPT issues, which are accounting, which are market-manipulation? (b) Evaluate the Adani Group's governance response over 2023-24 — board changes, disclosure improvements, audit reforms. (c) Analyze the SEBI investigation + Supreme Court Expert Committee: what did each conclude? (d) Recommend governance improvements that would address remaining concerns.
DPDP Act 2023: WhatsApp + Meta India compliance scramble
When DPDP Act 2023 was enacted, large data fiduciaries (likely Significant Data Fiduciaries under upcoming rules) — including WhatsApp, Meta, Google, financial-services firms — faced operational compliance reset. Cross-border data flows, consent flows, breach notification, and data-principal rights all required new infrastructure and policy. As of 2025, DPDP rules notification is in advanced stage.
DELIVERABLE
(a) Map WhatsApp's data flows and identify DPDP compliance gaps. (b) Design a consent architecture for WhatsApp India users. (c) Analyze the cross-border transfer challenges for Meta-WhatsApp data to US-based processors. (d) Recommend a 6-month DPDP compliance roadmap for a Significant Data Fiduciary.
Tata Group BRSR Reporting: setting the standard for Indian listed firms
Tata Group companies (Tata Steel, TCS, Tata Motors, Titan, Tata Power, Tata Chemicals) have led Indian BRSR adoption since SEBI's mandate took effect in FY23. Their reports set benchmark practice for disclosure depth, materiality assessment, climate scenarios, and social/governance metrics. The case studies how Indian firms build BRSR capability.
DELIVERABLE
(a) Compare BRSR reports across 3 Tata companies: what is common, what is firm-specific? (b) Evaluate the materiality matrix: are the right issues identified for each firm? (c) Analyze the climate disclosures: are scope 1, 2, 3 emissions credibly reported? (d) Recommend BRSR improvements for the 3 firms vs international peer benchmarks.
CCI vs Google Android (2022-23): abuse of dominance in mobile ecosystems
The Competition Commission of India found Google guilty of abusing dominance in Android mobile ecosystems and Play Store payments — imposing ~₹1,338 cr + ₹936 cr fines in late 2022. The decision required substantial changes to Android licensing in India and triggered global regulatory attention.
DELIVERABLE
(a) Map the CCI's specific findings: what conduct was found anti-competitive? (b) Compare with EU and US findings on similar Google conduct. (c) Evaluate Google's compliance response: what changed in Android India? (d) Analyze the implications for other dominant platforms in India (Apple, Amazon, Meta).
POSH Act compliance gaps + #MeToo movement in Indian firms (2018-onward)
The 2018+ #MeToo movement in India exposed widespread sexual harassment in media, advertising, technology, and corporate workplaces — including allegations against senior executives at major firms. The case examines POSH Act 2013 compliance gaps, internal-committee functioning, and the cultural/structural factors enabling harassment.
DELIVERABLE
(a) Map POSH Act requirements: internal committee composition, complaint process, timelines. (b) Diagnose typical compliance gaps in Indian firms — what fails most often? (c) Evaluate the corporate responses to 2018+ allegations: which firms handled well, which poorly? (d) Design a POSH+ program that addresses both legal compliance and cultural prevention.
EVALUATION
POSH mapping (25%), Compliance gap diagnosis (25%), Response evaluation (25%), Program design (25%)
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Integrated Compliance + Governance + ESG Program for a Mid-Sized Indian Firm
Students form 3-4 person teams. Each team selects a mid-sized Indian firm (annual revenue ₹500-5000 cr — listed or unlisted, but with meaningful operations: e.g., a regional pharma firm, a fintech NBFC, an EdTech, a manufacturing SME, an FMCG mid-tier, a SaaS company). The team produces an integrated compliance + governance + ESG program — covering ethics policy, board governance, regulatory compliance across Companies Act + SEBI + DPDP + competition + labor + IP, ESG reporting strategy, training, audit, monitoring, whistleblower mechanism. The program is defended at a board-style audit-committee simulation, with faculty + practitioners playing the audit committee chair, independent directors, and external auditor.
WEEKLY MILESTONES
Week 1: Team formation + firm selection + current-state diagnostic
Audit-committee-style final defense is a structured simulation. Students play the management team; faculty + practitioners play the audit committee. Realistic cross-examination of compliance posture is the core ALM.
5 invited practitioners: a company secretary (CS) or compliance officer from a listed firm, a partner from a Big-4 audit firm, an independent director from a top-100 listed firm, a CCI lawyer, a data-protection officer from a tech firm.
Heavy reading of annual reports, BRSR filings, CCI orders, SEBI orders, court judgments. Students learn to read regulatory documents as substantive guidance, not boilerplate.
Structured ethical-dilemma lab sessions where students reason through case studies applying multiple ethical frameworks in real time.
ALM-1Cold Call & Socratic Case DialogueWeeks 2, 5, 8, 11 (4 sessions, 75 min each)
60 students in horseshoe layout. Faculty pre-circulates an ethics case (e.g., Volkswagen emissions, Wells Fargo cross-sell, Boeing 737 MAX) with a structured discussion brief 48 hours ahead. In class, faculty cold-calls 5-6 students individually on specific decisions: "What would you have done?" / "When did the ethical line break?" / "What systems failed?" No volunteering; faculty maintains a tracker so every student is called twice across the 4 sessions. Cold-call quality counts 10% of internal grade.
ALM-2Structured Debate with Cross-Perspective ReflectionWeeks 4 and 10 (2 sessions, 90 min each)
Class divided into 4 teams of 15. Two teams debate the motion (e.g., "India should mandate ESG reporting for all listed companies" / "Influencer marketing disclosure rules unfairly burden small creators"); other two teams judge using a structured rubric. 90 min: opening (5 min each side), rebuttal (3 min each), cross-questioning (10 min open floor), closing (3 min each), then judging team scoring (15 min) and faculty synthesis (15 min). 1-week reflection essay due, capturing how the student's position evolved.
ALM-22Reflective Journal + Peer CoachingWeekly across all 12 weeks
Ethics-focused reflective journal: students choose one ethical decision they observed or made each week. 200-word entry in template: situation → ethical lens used → alternative lens → reframe → what to do differently next time. Peer-coaching Week 6 and 11 (paired anonymously by faculty). 10% of internal grade.
ALM-10Multimedia Branching Case SimulationWeeks 6 and 11 (2 sessions, 90 min each)
Interactive branching-case software (faculty-developed or licensed from HBP). Students individually navigate an ethics scenario (e.g., observing illegal accounting at an internship) through 4-5 decision points. Each choice unlocks new information; some paths lead to legal exposure, others to whistleblowing, others to passive complicity. Software logs choices. Post-class: faculty visualises class-wide decision tree, surfaces patterns. 90 min total per case.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Team-based integrated program with audit-committee-style defense.
Practitioner-led session engagement
5%
5
Active engagement with 5 invited compliance / audit / governance / data protection speakers.
Ethics-leadership reflection journal
5%
5
Weekly 1-page reflection on ethical decisions / dilemmas — graded on quality of reasoning, not opinion.
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
F5 is benchmarked against Harvard Business School's Leadership and Corporate Accountability + Ethical Leadership, Wharton's Business Ethics + Corporate Governance, MIT Sloan's Sustainability + ESG + Corporate Governance, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Business Ethics: Concepts and Cases
Manuel G. Velasquez
Pearson
2018
All
Ethical Decisions in Business
Khera + Gupta + Sandhu
Indian edition, 2020
2020
All
Companies Act 2013 — Bare Act + Commentary
A. Ramaiya
LexisNexis, Annual update (essential reference)
All
SEBI: Capital Markets, Securities Laws and Practice
M. R. Sreenivasan
Taxmann
All
Corporate Governance — Principles, Policies and Practices
A. C. Fernando
Pearson
2017
All
Data Protection Law in India (DPDP Act 2023)
Multiple — Indian Express series, Cyril Amarchand Mangaldas guides
2023-24 issues
2023
All
Competition Law in India
M. M. Sharma, K. K. Sharma
LexisNexis, latest
All
ESG Investing: Practices, Progress and Challenges
OECD + multiple authors
OECD Publishing
2020
All
Stakeholder Capitalism
Klaus Schwab
Wiley
2021
All
The Responsible Company
Yvon Chouinard, Vincent Stanley
Patagonia Books, 2012 — practical ESG narrative
2012
All
Bottom of the Pyramid + ESG: Indian Lessons
Various, ISB Press
Various — case anthology
All
Ethics in Indian Business
S. K. Chakraborty
Oxford University Press, 1995 (still relevant)
1995
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-2 — Ethics frameworks, Companies Act 2013, Applied ethics + Companies Act 2013 governance for a given firm
Section A — Short answer: 6 × 4 marks (Modules 1-2 — Ethics frameworks, Companies Act 2013) Section B — Case analysis: 1 × 16 marks (Applied ethics + Companies Act 2013 governance for a given firm)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated compliance + governance + ESG analysis — Companies Act + SEBI + DPDP + competition + ESG
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated compliance + governance + ESG analysis — Companies Act + SEBI + DPDP + competition + ESG)
Pre-requisites: D4 Generative AI, LLMs & Agentic Systems (T6) — recommended but not strict, E9 Business Model Architecture & Design Thinking (T4), Any prior programming exposure helpful but not required
Ship a working AI product. Real users. Real evals. Real revenue (or close to it).
OE1 develops AI-product builder fluency. By trimester end, students will: (a) ideate AI product opportunities using LLM capability mapping + workflow decomposition + user pain identification; (b) build no-code interfaces using Bubble, Lovable, v0, or Replit; (c) integrate LLM APIs (Claude, OpenAI, Gemini, Llama) into application workflows with appropriate prompt engineering, system messages, and tool use; (d) implement RAG (Retrieval Augmented Generation) using vector databases (Pinecone, Weaviate, Supabase pgvector) and embedding models; (e) design + run evaluation harnesses including LLM-as-judge, deterministic checks, user-feedback loops, and continuous regression testing; (f) handle hallucinations, prompt injections, and reliability through structured outputs, guardrails, retry logic, and human-in-the-loop where needed; (g) deploy AI products end-to-end with auth, payments (Razorpay), analytics, and monitoring; and (h) operate AI products with at least 5 real users and iterate based on usage data.
RATIONALE
Building software used to require engineers. Building AI software used to require ML engineers. Neither is fully true anymore. A BBA student in 2026 can ship a working AI product to paying customers — using no-code platforms (Bubble, Lovable, v0, Replit), LLM APIs (Claude, GPT-4, Gemini), and integration tools (Zapier, n8n, Make) — in 8-12 weeks of focused work. The products built this way are not toys; they solve real workflows for SMEs (contract review, customer support, data extraction), creators (script generators, content distribution), and operators (lead qualification, meeting summarization, internal knowledge search). OE1 is a build-heavy course that takes students from 'can I describe an AI product?' to 'I shipped one, with users.' It does not assume programming background — but it does assume willingness to engage seriously with prompts, integrations, evals, and deployment. Students complete a build-and-ship project: ideate, prototype, build, evaluate, ship with at least 5 real users, and iterate based on usage data. The course pairs naturally with the venture-track capstone (PRJ1 + PRJ2 Task 10 — Build & commercialize AI product) but stands alone for any BBA student wanting AI-product literacy. By end-of-course, students should be able to (a) ideate and validate AI product opportunities, (b) build working AI products using no-code + LLM APIs + integrations, (c) design and operate evaluation harnesses for AI products, (d) handle the hallucination + reliability problem, (e) deploy and iterate based on real usage data.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE AI product opportunities by mapping LLM/agent capabilities to user workflows, identifying high-value automation targets, and assessing build-vs-buy-vs-wrap decisions.
PO1 M · PO4 H · PO7 H · PSO2 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO7 (H): Digital and technological fluency
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Apply
APPLY no-code platforms (Bubble, Lovable, v0, Replit) and LLM APIs (Claude, OpenAI, Gemini) to build functional AI product prototypes with prompt engineering, system messages, tool use, and structured outputs.
PO4 M · PO7 H · PSO1 H
Mapping rationale
PO4 (M): Critical thinking and decision making
PO7 (H): Digital and technological fluency
PSO1 (H): Apply functional knowledge
CO3BTL 5 · Evaluate
EVALUATE AI product reliability — including hallucination management, prompt injection resilience, evaluation harness design (LLM-as-judge + deterministic checks + user feedback), and the continuous regression testing required to deploy AI products at production quality.
PO1 M · PO4 H · PO7 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO7 (H): Digital and technological fluency
CO4BTL 6 · Create
CREATE and ship a working AI product end-to-end — including UX, LLM integration, retrieval where needed, evaluation harness, deployment, auth, payments, analytics — with at least 5 real users and 2+ weeks of usage data.
PO3 H · PO4 H · PO5 H · PO7 H · PSO2 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Leadership and decision making
PO7 (H): Digital and technological fluency
PSO2 (H): Industry and real world fluency
03 Syllabus — 4 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 4).
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Reference Build 1: Contract review for SMEs (legal-tech AI product)
A working reference build — SMB contract upload, automatic flagging of red-flag clauses, summary in plain English, risk score. Used by 200+ Indian SMEs in pilot. Walks through the full stack: Lovable frontend + Claude API + Pinecone for clause taxonomy + Razorpay billing.
DELIVERABLE
(a) Decompose the workflow + prompt design. (b) Analyze the eval strategy. (c) Critique the hallucination handling. (d) Recommend product roadmap for next 6 months.
Reference Build 2: WhatsApp customer-service AI agent
An AI agent built on WhatsApp Business API + Claude API + custom knowledge base. Used by a D2C brand to handle 80%+ of customer queries autonomously. Includes order status, return processing, product info, escalation paths.
DELIVERABLE
(a) Map the integration architecture. (b) Analyze the escalation logic. (c) Critique the eval methodology. (d) Recommend scaling strategy for 10× user growth.
Indian AI product wave 2024-25: Sarvam AI, Krutrim, Subtl.ai, Atlys, Spyne
Indian AI startups have raised $500M+ since 2023 across foundation models, vertical apps, and creator tools. Case studies what's working in the Indian AI product market — and what isn't.
DELIVERABLE
(a) Categorize 10 Indian AI startups by product archetype. (b) Identify common moats and risks. (c) Forecast 3 Indian AI categories most likely to produce $100M+ companies by 2028. (d) Recommend a product opportunity to pursue.
Build, Ship, Operate: a student team's 12-week AI product journey
A retrospective case from a previous cohort: a team that built a meeting-notes AI for Indian consultants. Their full journey — ideation, customer interviews, build, iteration, first paying customer, scale to 30 users. Honest about failure modes.
DELIVERABLE
(a) Trace the team's decision points: what did they get right, what wrong? (b) Identify 5 transferable lessons. (c) Critique their eval and reliability work. (d) Recommend what your team should do differently.
EVALUATION
Decision-point trace (25%), Lessons (25%), Eval critique (25%), Application to own work (25%)
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4
Build, Ship, Operate an AI Product — Real Users, Real Usage
Students form 2-3 person teams. Each team ideates an AI product opportunity, validates with 10+ customer interviews, builds the product using no-code + LLM APIs, designs and operates an evaluation harness, ships to at least 5 real users (preferably more), and iterates based on 2+ weeks of real usage data. The final demo is to faculty + practitioner panel with live usage metrics — not just a demo screen, but actual user-engagement data. Strong projects are encouraged to continue into PRJ1+PRJ2 capstone Task 10.
Week 8: First 5 real users onboarded, payments live
Week 10: 2 weeks of real usage data + iteration based on feedback
Week 11: Polish + analytics review
Week 12: Final demo + retrospective
FINAL DELIVERABLE
(a) Shipped AI product (URL/app accessible). (b) 5+ real users with 2+ weeks of usage data. (c) Eval harness with 20+ test cases (runnable). (d) Final demo: 20-min product demo + live user metrics + 20-min Q&A.
EVALUATION
Validation quality (15%), Product quality + UX (20%), LLM integration + prompt engineering (15%), Eval harness + reliability (15%), Shipped status + real usage (15%), Final demo + retrospective (20%)
06 12 weekly practical experiments
One experiment per week (weeks 1–12) · 3 hrs each in lab · uses Excel + light Python only.
Mandatory 24-hour hackathon anchored to a real partner problem (KLBS MoUs with 12 firms including T-Hub, Practo, JIO, FactWise). Faculty pre-screens 4-6 problem statements; teams of 3 self-select. Saturday 9 AM → Sunday 9 AM. Demo day with external judges (alumni + partner-firm leads). 20% of course grade. Two prizes: best technical execution and best business value.
Two A/B test sprints integrated into the MVP-build flow: first on the landing page (conversion), then on the pricing screen (willingness-to-pay). Use built-in no-code A/B tools (Vercel, Webflow Optimizer). Each sprint = 1 week with required pre-registration of hypothesis + analysis plan.
Two integrated labs: (Week 4) prompt design for the MVP's core LLM interaction; (Week 8) evaluation harness for the productionized version. Students build a measurable prompt library inside their own MVP product. Output: 5-prompt portfolio embedded in the working product + measurement harness.
Initial brainstorming kicks off the MVP build. Phase 1: ideation around 3 "How might we" prompts grounded in personal frustrations (LLM-enabled, low-build-cost ideas). Phase 3: dot-vote → 2x2 grid → 3 top ideas. Week 5: revisit and re-prioritise in light of what was learned during the first build sprint.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
LLM capability landscape + opportunity mapping
Reference Build 1 reading (Contract review)
Team + 3 candidate ideas
Ideation workshop
Opportunity dossier
Week 2
Workflow decomposition + customer interviews
Reference Build 1 discussion
Idea locked + interviews complete
Customer interview sprint
Interview synthesis
Week 3
No-code platforms hands-on
Reference Build 2 reading (WhatsApp agent)
Prototype v0
Lovable / v0 / Replit prototype day
Prototype submission
Week 4
LLM APIs + prompt engineering basics
Reference Build 2 discussion
Prototype v1 + LLM integrated
API integration lab
Mid-term + prototype review
Week 5
Advanced prompting + tool use + structured output
Indian AI wave reading
Prompt library + tool use
Prompt engineering workshop
Prompt library review
Week 6
RAG + embeddings + vector DBs
Indian AI wave discussion
RAG integrated (if applicable)
RAG implementation lab
RAG implementation review
Week 7
Eval design + LLM-as-judge + deterministic checks
Student-team retrospective reading
20+ eval cases
Eval harness building
Eval harness submission
Week 8
Reliability + hallucinations + prompt injection
Student-team retrospective discussion
Reliability fixes
Reliability lab
Reliability test results
Week 9
Deployment + auth + payments + analytics
—
Shipped to first users
Deployment lab
Deployment review
Week 10
Onboarding + customer feedback + iteration
—
First 5 users active
Onboarding sprint
User adoption metrics
Week 11
Pricing + Indian distribution + scaling next steps
Team-based AI product with real users + usage data + final demo. Weighted across validation, build, eval, ship, iterate.
Practitioner-led session engagement
5%
5
Active engagement with 3-4 invited Indian AI product / startup / investor speakers.
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate. AND: capstone product must have at least 5 real users with 2+ weeks of usage data.
10 Benchmarking vs national + global universities
OE1 is benchmarked against Stanford CS25 + CS329S's Transformers + ML Systems in Production, MIT 6.S183 + 6.864's AI Engineering, Anthropic + OpenAI cookbook tutorials's Prompt engineering + API integration guides, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
AI Engineering: Building Applications with Foundation Models
Chip Huyen
O'Reilly, 2024 (essential)
2024
All
Building LLM Apps for Production
Suhas Pai, Maxime Labonne
O'Reilly
2024
All
Prompt Engineering for Generative AI
James Phoenix, Mike Taylor
O'Reilly
2024
All
Generative Deep Learning, 2nd Edition
David Foster
O'Reilly, 2023 (selective chapters)
2023
All
The AI Product Manager's Handbook
Irene Bratsis
Packt
2023
All
Designing Machine Learning Systems
Chip Huyen
O'Reilly
2022
All
No-Code Startup
Mike Privette
Self-published, 2023 — no-code product building
2023
All
Anthropic Prompt Engineering Guide
Anthropic
docs.anthropic.com — required reading
All
OpenAI Cookbook
OpenAI
cookbook.openai.com — required reference
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Prototype review with live questions on architecture, prompts, integrations, Modules 1-2 fundamentals
Section A — Practical demo + viva: 1 × 20 marks (Prototype review with live questions on architecture, prompts, integrations) Section B — Short answer: 4 × 5 marks (Modules 1-2 fundamentals)
END-TERM EXAM
60 min · 60 marks · covers All 4 modules, Given a workflow, design the full AI product including prompt strategy, eval harness, reliability plan
Section A — Short answer: 6 × 5 marks (All 4 modules) Section B — Design exercise: 1 × 30 marks (Given a workflow, design the full AI product including prompt strategy, eval harness, reliability plan)
Read design like a designer. Build moderate-fidelity prototypes. Operate design as a manager.
OE2 develops the design literacy and working craft of a non-designer who works around design. By trimester end, students will: (a) apply design fundamentals — visual hierarchy, typography, color theory, grid, gestalt principles — to read and critique product UX accurately; (b) build moderate-fidelity interfaces in Figma using components, auto-layout, prototyping, and design tokens; (c) conduct user research — interviews, usability testing, surveys, analytics review — and interpret findings rigorously; (d) design information architecture — taxonomy, navigation, content models — and interaction design — flows, microinteractions, state machines, error states; (e) design for accessibility (WCAG 2.2 AA), inclusive design principles, and the specific Indian context (mobile-first, multilingual, bandwidth-constrained, vernacular-friendly); and (f) operate design as a manager — write design briefs, conduct design critique, use design systems, set up basic design ops.
RATIONALE
Design is no longer a craft confined to designers. Every BBA graduate working in product, marketing, founding, or operations makes design decisions every week — what should this page show first, how should this flow work, what does this button say, how do users actually use this feature. The cost of being design-illiterate in these roles is high: bad product launches, low conversion, expensive rework, and a permanent dependency on designers for decisions that non-designers should be able to make and evaluate. OE2 builds design literacy and a working level of design craft. It is not a design-school alternative — students will not become designers in 12 weeks. But they will (a) read good design and bad design accurately, (b) build basic interfaces in Figma, (c) conduct usability tests and interpret results, (d) work with information architecture and interaction design, (e) understand accessibility and inclusive design, and (f) operate the design function as a manager — briefs, critique, design systems, design ops. The Indian context shapes the course meaningfully. India is mobile-first (95%+ smartphone primary), bandwidth-constrained (still meaningful 3G/4G usage in tier-2/3), multilingual (22 official languages), and uses interfaces under conditions Western design conventions rarely contemplate — bright sunlight, intermittent connectivity, varied digital literacy. Indian design exemplars (Razorpay, Cred, Zerodha Kite, Swiggy, Meesho, Khatabook) have developed distinct conventions worth studying. By end-of-course, students should be able to (1) read and critique product UX rigorously, (2) build moderate-fidelity Figma prototypes, (3) conduct and interpret usability research, (4) design for India's specific constraints, and (5) operate design as a managerial function.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE product UX using design fundamentals (visual hierarchy, typography, color, grid, gestalt) and identify specific design strengths, weaknesses, and improvement opportunities.
PO3 H · PO4 H · PO7 M · PSO2 M
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO7 (M): Digital and technological fluency
PSO2 (M): Industry and real world fluency
CO2BTL 4 · Apply
APPLY Figma for moderate-fidelity prototyping — using components, auto-layout, design tokens, and prototype interactions — to translate product concepts into testable interfaces.
PO3 H · PO7 H · PSO1 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO7 (H): Digital and technological fluency
PSO1 (H): Apply functional knowledge
CO3BTL 5 · Evaluate
EVALUATE user research findings from usability tests, interviews, surveys, and analytics — distinguishing signal from noise, prioritizing findings, and translating findings into design decisions.
PO1 M · PO4 H · PO7 M
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO7 (M): Digital and technological fluency
CO4BTL 6 · Create
CREATE a complete product experience — including information architecture, interaction flows, key screens, accessibility considerations, and India-context constraints — accompanied by a design brief and design-system specification, defended in design critique.
PO3 H · PO4 H · PO5 M · PO7 H · PSO2 H
Mapping rationale
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO5 (M): Leadership and decision making
PO7 (H): Digital and technological fluency
PSO2 (H): Industry and real world fluency
03 Syllabus — 4 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 4).
Module 1
CO1
L: 4 hr · P: 5 hr
Design Fundamentals + Figma Foundations
TOPICS
What makes design good — beyond opinion, the principles that produce usability
Visual hierarchy: how the eye moves, what dominates, what supports, what disappears
Typography: type families, scale, line-height, tracking, kerning — the legibility math
Color theory for digital: contrast (WCAG AA/AAA), color modes (light/dark), semantic color, color systems
Grid systems: 8pt grid, baseline grid, column grids for mobile and desktop
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Razorpay Dashboard: design as competitive differentiation
Razorpay's dashboard is widely regarded as the best fintech UX in Indian B2B SaaS. It won developer + finance-ops users not just through APIs but through the daily-use interface. The Blade design system + dashboard design choices set Indian SaaS B2B design standards. The case studies what makes B2B UX defensible competitively.
DELIVERABLE
(a) Critique the Razorpay dashboard across 6 design dimensions (hierarchy, typography, color, IA, interaction, accessibility). (b) Decompose Blade design system: tokens, components, principles. (c) Compare against Pine Labs and Mobikwik dashboards — what differs and why? (d) Identify 3 design choices that contribute to Razorpay's developer-first positioning.
Cred's design language (Neopop) — heavy on dark mode, sharp typography, motion, and premium feel — was a deliberate brand-building choice. Cred's design is its primary differentiator in a commoditized credit-card-payment category. The case examines design as a brand-building force in consumer fintech.
DELIVERABLE
(a) Decompose Neopop design system — tokens, motion principles, type system. (b) Analyze how design supports Cred's premium positioning. (c) Critique the trade-offs: dark mode + heavy motion vs accessibility, vs older users. (d) Recommend evolution of Neopop for the next 3 years.
Khatabook + Vokal + ShareChat: vernacular-first design for Bharat
Khatabook (digital ledger), Vokal (Q&A in Indian languages), and ShareChat (social) built consumer products with vernacular-first design — serving users for whom English is not the primary interface. The design choices (icon-heavy, voice input, regional imagery, low-bandwidth assets) are instructive for the 'Bharat' user base.
DELIVERABLE
(a) Map the design conventions: icon vs text, language switching, low-bandwidth strategies. (b) Critique the voice-input + voice-output design choices. (c) Compare Khatabook vernacular UX vs an English-first competitor — what's different? (d) Recommend a design approach for a new vernacular B2B product.
Swiggy + Zomato: marketplace UX with extreme content density
Food-delivery apps must show 100s of restaurants, 1000s of dishes, real-time order tracking, payment, and support — all in a phone screen. Swiggy and Zomato have evolved distinct design solutions for this density problem. The case examines IA + interaction design under extreme content density.
DELIVERABLE
(a) Map IA differences between Swiggy and Zomato. (b) Decompose the listing UX: how each handles 50+ restaurants on one screen. (c) Analyze the order-tracking UX: progress indication, ETA accuracy display, support access. (d) Recommend IA improvements for the app you think is weaker on content density.
Design a Complete Product Experience — for an Indian-Context Product
Students form 2-3 person teams. Each team chooses a product brief — either: (a) redesign an existing Indian product (Indian Railways IRCTC app, government portals like UMANG, an educational platform), or (b) design a new product for a defined India-specific need (rural health tracker, kirana digitization, vernacular learning app, MSME compliance dashboard, gig-worker tools). The team produces a complete design package: user research, IA, key screens, interaction design system, accessibility considerations, and India-context design choices, with a mini design system and design brief. The work is defended in a design critique panel with faculty + practitioner designers.
(a) Figma project with: user research findings, sitemap, 3+ user flows, 15+ high-fidelity screens, interaction states documented, mini design system (10 components + tokens). (b) Design brief (4-page PDF). (c) Live design critique: 20-min walkthrough + 25-min Q&A + critique.
EVALUATION
User research quality (15%), IA + flows (15%), Visual design + hierarchy (20%), Interaction + states (15%), Accessibility + Indian-context (15%), Design system + brief (10%), Final critique performance (10%)
06 12 weekly practical experiments
One experiment per week (weeks 1–12) · 3 hrs each in lab · uses Excel + light Python only.
AI tools (Claude, Figma AI, v0) used for ideation, copy, and rapid iteration — but with explicit attention to where AI helps vs where craft matters.
ALM-24Structured Peer Review with Faculty CalibrationAfter each design deliverable (4 review cycles)
UX/UI peer reviews use a Nielsen-Norman heuristics rubric. Each student reviews 2 peer design submissions; faculty calibrates against same 2. Outlier reviews (>1 point off faculty) trigger a 15-min calibration. Develops design-critique muscle and trains students to give actionable feedback. 20% of internal grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Design fundamentals + Figma intro
Razorpay reading
Brief locked
Figma fundamentals lab
Figma reproduction
Week 2
Typography + color + hierarchy
Razorpay discussion + Cred reading
Design fundamentals critique
Visual design exercises
Critique deck
Week 3
User research methods
Cred discussion
5 user interviews complete
Interview sprint
Affinity diagram
Week 4
Usability testing + analytics review
Khatabook/Vokal/ShareChat reading
Usability test complete
Usability test lab
Mid-term + test report
Week 5
Information architecture
Khatabook discussion
Sitemap + flows v1
IA workshop
IA submission
Week 6
Interaction design + states
Swiggy/Zomato reading
Low-fi prototype + states
Interaction lab
Prototype review
Week 7
Forms + onboarding + microinteractions
Swiggy/Zomato discussion
Forms + onboarding designed
Forms workshop
Forms submission
Week 8
Accessibility + WCAG + inclusive design
—
Accessibility pass
Accessibility audit
A11y audit
Week 9
India-context design + vernacular + low-bandwidth
—
Vernacular pass
Vernacular design exercise
Vernacular exploration
Week 10
Design systems + tokens + ops
—
Mini design system
Design system construction
Design system submission
Week 11
Critique craft + design briefs + working with designers
Team-based product design with research, IA, screens, design system, and design brief. Defended in critique panel.
Practitioner-led session engagement
5%
5
Active engagement with 3-4 invited design / research / ops speakers.
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
OE2 is benchmarked against Stanford d.school's Design Thinking Bootcamp + Designing Your Life, RISD + Parsons + IDC IIT Bombay's Interaction Design + Industrial Design, Google UX Design Professional Certificate's Google Career Certificates (Coursera), and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Design of Everyday Things
Don Norman
Basic Books, Revised + Expanded, 2013 (essential)
2013
All
Don't Make Me Think, Revisited
Steve Krug
New Riders, 2014 (essential)
2014
All
About Face: The Essentials of Interaction Design
Alan Cooper et al.
Wiley
2014
All
Refactoring UI
Adam Wathan, Steve Schoger
Self-published
2018
All
Designing Interfaces
Jenifer Tidwell
O'Reilly
2020
All
Atomic Design
Brad Frost
Self-published, 2016 — design systems canonical
2016
All
Just Enough Research
Erika Hall
A Book Apart
2019
All
Inclusive Design Patterns
Heydon Pickering
Smashing Magazine
2016
All
Universal Principles of Design
William Lidwell et al.
Rockport
2010
All
Articulating Design Decisions
Tom Greever
O'Reilly
2020
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Live critique of a given product UI applying Modules 1-2 frameworks, Modules 1-2 fundamentals
Section A — Practical design critique: 1 × 20 marks (Live critique of a given product UI applying Modules 1-2 frameworks) Section B — Short answer: 4 × 5 marks (Modules 1-2 fundamentals)
END-TERM EXAM
60 min · 60 marks · covers All 4 modules, Given a product brief, sketch the IA + 1 key flow + 1 hi-fi screen + accessibility considerations
Section A — Short answer: 6 × 5 marks (All 4 modules) Section B — Design exercise: 1 × 30 marks (Given a product brief, sketch the IA + 1 key flow + 1 hi-fi screen + accessibility considerations)
Where this course leads
T7-PE1 AI Product Strategy & Roadmapping (T7)
T7-PE3 AI Product Design, Eval & Continuous Improvement (T7)
Cyber literacy for non-engineers. Read risk. Allocate budget. Lead a breach response.
OE3 develops the cyber-literate business manager. By trimester end, students will: (a) recognize the major cyber threat categories (ransomware, phishing, data exfiltration, DDoS, supply-chain attack, insider threat) and what each implies for business operations; (b) navigate NIST CSF (Identify, Protect, Detect, Respond, Recover) and ISO 27001/27002 as the major global frameworks; (c) apply Indian regulatory frameworks — RBI cyber norms for banks/NBFCs, SEBI cyber-resilience for listed entities, CERT-In rules, DPDP Act breach notification; (d) read a cyber risk assessment and translate technical findings into business decisions; (e) make cyber budget allocation decisions using risk-quantification methods (FAIR), control-effectiveness analysis, and ROI on security spend; (f) lead incident response in the first 72 hours of a breach — including communications, containment, regulator notification, customer notification, legal counsel coordination, and board updates; and (g) operate cyber as a strategic asset — trust as differentiator, cyber posture in M&A due diligence, cyber as governance signal to investors.
RATIONALE
Cyber risk is now a board-level business risk in Indian firms. The 2022 AIIMS Delhi ransomware attack froze the country's premier hospital for days. RBI has mandated cybersecurity audits, incident reporting, and board-level cyber committees for banks. SEBI requires cyber-resilience for listed entities. CERT-In requires breach reporting within 6 hours. The DPDP Act 2023 makes data breaches a regulatory matter with penalties up to ₹250 crore. Cyber insurance is now a standard line item for mid-to-large Indian firms. But cyber for non-engineers is a particular kind of knowledge — neither the deep technical tradecraft of penetration testers nor the rote-compliance template of an audit checklist. What managers need is enough vocabulary to read cyber risk fluently, the frameworks (NIST CSF, ISO 27001) that organize cyber programs, the ability to translate technical findings into business decisions, the judgment to allocate cyber budget intelligently, and the readiness to lead during a breach — when the wrong communication choice in the first 24 hours can do more damage than the breach itself. OE3 builds that managerial cyber literacy. It does not produce cybersecurity engineers — it produces business leaders who can (a) read a cyber risk assessment, (b) recognize the major threat categories and what each implies, (c) navigate NIST CSF, ISO 27001, and Indian regulatory frameworks (RBI cyber norms, SEBI cyber framework, CERT-In rules, DPDP Act), (d) make cyber budget allocation decisions, (e) lead breach response in the first 72 hours, and (f) operate cyber as a strategic asset (trust as differentiator) rather than a cost center.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the cyber threat landscape — including ransomware, phishing, data exfiltration, DDoS, supply-chain attacks, insider threats, and the threat actors (state, criminal, hacktivist, insider) — and identify which threats are most relevant for a given business context.
PO1 M · PO4 H · PO7 H · PSO2 H
Mapping rationale
PO1 (M): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO7 (H): Digital and technological fluency
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Apply
APPLY cyber frameworks — NIST CSF (Identify, Protect, Detect, Respond, Recover), ISO 27001/27002, CIS Controls — to organize an organization's cyber program and identify gaps against framework requirements.
PO1 H · PO4 H · PO7 M
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO7 (M): Digital and technological fluency
CO3BTL 5 · Evaluate
EVALUATE cyber risk using quantification methods (FAIR — Factor Analysis of Information Risk), control-effectiveness analysis, and risk-prioritization frameworks — and make defensible cyber budget allocation decisions.
PO1 H · PO4 H · PO5 M · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (M): Leadership and decision making
PSO1 (H): Apply functional knowledge
CO4BTL 6 · Create
CREATE a complete cyber-resilience plan including threat assessment, framework mapping (NIST CSF + relevant Indian regulatory framework), budget allocation, incident response playbook, and board-level governance — defended in a board-style cyber committee simulation.
PO1 H · PO3 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Communication and presentation effectiveness
PO4 (H): Critical thinking and decision making
PO5 (H): Leadership and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 4 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 4).
Module 1
CO1
L: 4 hr · P: 4 hr
Threat Landscape + Cyber Literacy for Managers
TOPICS
Why cyber is now business risk — board-level, P&L-impacting, reputation-affecting
On 23 November 2022, AIIMS Delhi — India's premier government hospital — was hit by a ransomware attack that crippled OPD services, lab data, and patient records for nearly two weeks. Treatment was disrupted for thousands. The incident exposed cyber preparedness gaps in critical Indian healthcare and triggered policy responses including NCIIPC designations for healthcare infrastructure.
DELIVERABLE
(a) Map the attack timeline and identify the cyber-readiness gaps. (b) Apply NIST CSF: which functions failed and why? (c) Critique the incident response: communications, recovery, regulator coordination. (d) Recommend a healthcare-sector cyber-resilience framework for Indian hospitals.
Solar Industries Ransomware (2023): manufacturing + national security cyber risk
Solar Industries (India's largest explosives manufacturer, supplies to defense + mining) suffered a ransomware attack in early 2023 with BlackCat/ALPHV group claiming responsibility. The case raises questions about manufacturing-sector cyber maturity, supply-chain implications for defense, and the unique pressures of a publicly listed firm in a sensitive sector facing data exfiltration threats.
DELIVERABLE
(a) Decompose the threat: ransomware + data exfiltration double-extortion model. (b) Apply FAIR to quantify potential loss scenarios. (c) Analyze the disclosure dilemma: SEBI cyber resilience requirements vs business risk of disclosure. (d) Recommend a manufacturing-sector cyber program suitable for Solar's risk profile.
RBI's cyber framework for banks (2016-2024): regulatory evolution + bank response
RBI's 2016 Cyber Security Framework for banks established a tiered approach (sub-3 levels by size + risk), mandating board-level cyber committees, cyber audits, and incident reporting. Since 2016, the framework has expanded to NBFCs, UCBs, and payment system operators. The case studies regulatory evolution + bank cyber maturity over 8 years.
DELIVERABLE
(a) Map RBI cyber framework requirements across the 3 tiers. (b) Analyze a major Indian bank's annual report disclosures for cyber posture evolution 2016-2024. (c) Critique the framework: where is it strong, where weak relative to NIST CSF? (d) Recommend RBI framework updates for AI-era threats.
Maersk NotPetya (2017): the well-handled global cyber catastrophe
In June 2017, Maersk — the world's largest shipping company — was destroyed by NotPetya malware originating from Ukraine. 49,000 endpoints + 4,000 servers wiped. Recovery cost: ~$300M. But Maersk's response is widely cited as a model of crisis-handled-well: rapid rebuild from a single uninfected domain controller (Ghana), transparent communications, supply-chain coordination, post-incident investment. The case is the canonical well-handled enterprise cyber catastrophe.
DELIVERABLE
(a) Trace the Maersk response timeline + the key decisions. (b) Analyze the communications strategy: customers, partners, regulators, media. (c) Identify 5 transferable lessons for Indian firms. (d) Apply the Maersk playbook to a hypothetical Indian firm being hit today — what changes for Indian context?
Cyber-Resilience Program + Board Cyber Committee Simulation
Students form 2-3 person teams. Each team selects a mid-sized Indian firm (a fintech NBFC, a hospital chain, a manufacturing exporter, a SaaS company, or similar) and produces a complete cyber-resilience program: threat assessment, NIST CSF mapping with Indian regulatory overlay, risk quantification using FAIR, budget recommendation, incident response playbook, board cyber governance design. The program is defended at a board-cyber-committee simulation — students play management + CISO; faculty + practitioners play independent directors with cyber expertise, ex-CISOs, and regulator backgrounds.
WEEKLY MILESTONES
Week 1: Team formation + firm selection + threat profile
Tabletop exercises (Week 10) and board-cyber-committee defense (Week 12) are structured simulations central to the course. Cyber leadership cannot be taught only through frameworks; the muscle is built through simulated pressure.
5 invited practitioners: a CISO from an Indian financial-services firm, an incident response consultant (Mandiant/CrowdStrike India), a CERT-In official, a cyber insurance underwriter, an ex-board-director with cyber expertise.
Heavy reading of regulatory documents, threat reports, post-incident analyses. Students learn to read these documents as substantive guidance, not boilerplate.
6 short-answer + 1 scenario response. Covers all 4 modules.
Case studies (best 3 of 4)
15%
15
Best 3 of 4 case-study deliverables count.
Weekly practicals (12 weeks)
15%
15
Continuous lab assessment — frameworks, FAIR, IR playbooks, governance designs.
Tabletop exercise performance
10%
10
Week 10 tabletop scored on decision quality, role clarity, communication, escalation.
Capstone — Cyber-Resilience Program
30%
30
Team-based integrated program with board-style committee defense.
Practitioner-led session engagement
5%
5
Active engagement with 5 invited CISO / IR / regulator / insurance / director speakers.
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
OE3 is benchmarked against Carnegie Mellon University (CMU) — CyLab's Cybersecurity Management for Business Leaders, MIT Sloan's Cybersecurity Leadership for Non-Technical Executives, Harvard Kennedy School's Cybersecurity: The Intersection of Policy and Technology, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Cybersecurity for Executives in the Age of Cloud
Teri Radichel
2nd Press
2020
All
Cybersecurity Leadership: Powering the Modern Organization
Mansur Hasib
Tomorrow's Strategy Today
2022
All
The Cybersecurity Manager's Guide
Todd Barnum
O'Reilly
2021
All
Cyber Risk Management: Prioritize Threats, Identify Vulnerabilities and Apply Controls
Christopher J. Hodson
Kogan Page
2024
All
Measuring and Managing Information Risk: A FAIR Approach
Jack Freund, Jack Jones
Butterworth-Heinemann
2014
All
The DevSecOps Playbook
Sean D. Mack
Wiley
2023
All
Click Here to Kill Everybody: Security and Survival in a Hyper-connected World
Bruce Schneier
W. W. Norton
2018
All
Sandworm: A New Era of Cyberwar and the Hunt for the Kremlin's Most Dangerous Hackers
Andy Greenberg
Doubleday, 2019 (Maersk case study)
2019
All
Ransomware Revolution: The Rise of a Prodigious Cyber Threat
Matthew Ryan
Springer
2021
All
Indian Cyber Law + Information Security
Various — DSCI publications, NASSCOM reports
Annual updates
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-2 — Threat landscape, NIST CSF, ISO 27001 basics, Given a firm and a recent breach, apply NIST CSF + Indian regulatory framework
Section A — Short answer: 5 × 4 marks (Modules 1-2 — Threat landscape, NIST CSF, ISO 27001 basics) Section B — Framework application: 1 × 20 marks (Given a firm and a recent breach, apply NIST CSF + Indian regulatory framework)
END-TERM EXAM
60 min · 60 marks · covers All 4 modules, Given a breach scenario, write the first 72-hour response plan including communications, containment, regulator notifications, and board update
Section A — Short answer: 6 × 5 marks (All 4 modules) Section B — Scenario response: 1 × 30 marks (Given a breach scenario, write the first 72-hour response plan including communications, containment, regulator notifications, and board update)
Where this course leads
(Post-program) Risk advisory at Big-4, banking cyber-risk roles, fintech compliance,
Distinguish correlation from causation. Run experiments that decide. Make causal claims that survive.
T3-PE1 develops causal-inference fluency. Students will: (a) design + execute A/B tests with proper randomisation, power calculation, and sample-size planning, (b) apply difference-in-differences (DiD) to natural experiments, (c) use regression discontinuity (RD) for threshold-based interventions, (d) deploy instrumental variables (IV) when randomisation infeasible, (e) apply propensity score matching for observational data, and (f) critique published causal claims using DAG-based reasoning and validity checks.
RATIONALE
Decision intelligence requires more than correlations — it requires causal claims. Did the discount cause the revenue lift, or did the lift cause the discount? Did the product redesign cause retention to improve, or did seasonal effects? Indian businesses run thousands of A/B tests + natural experiments + observational analyses every week. Done right, these inform billion-rupee decisions. Done wrong, they entrench false beliefs. T3-PE1 builds rigorous causal-inference fluency: A/B testing mechanics, difference-in-differences (DiD), regression discontinuity (RD), instrumental variables (IV), propensity score matching, and the broader 'credibility revolution' econometric toolkit (Angrist + Pischke, Cunningham). Applied throughout to Indian business decisions — Zomato pricing experiments, PhonePe feature tests, Maruti supplier-network changes, Reliance Retail campaign measurement.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE causal-inference foundations including potential outcomes (Rubin), counterfactuals, treatment effects (ATE, ATT, LATE), and causal-graph (DAG) reasoning.
PO5 H · PO4 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PO4 (H): Critical thinking
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Apply
DESIGN + EXECUTE A/B tests including randomisation, power + sample-size calculations, interim analysis, and analysis of variance + treatment effects.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PO10 (H): Digital and AI fluency
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
APPLY difference-in-differences (DiD) including parallel-trends assumption, event-study designs, and Indian-context natural experiment analysis.
PO5 H · PO4 H · PSO2 M
Mapping rationale
PO5 (H): Analytical reasoning
PO4 (H): Critical thinking
PSO2 (M): Industry fluency
CO4BTL 4 · Analyse
APPLY regression discontinuity (RD) for threshold-based interventions including bandwidth selection, McCrary density test, and Indian policy/business application.
PO5 H · PO4 H · PSO2 M
Mapping rationale
PO5 (H): Analytical reasoning
PO4 (H): Critical thinking
PSO2 (M): Industry fluency
CO5BTL 4 · Apply
APPLY instrumental variables (IV) including instrument validity, weak instrument problem, LATE interpretation, and Indian business application.
PO5 H · PO4 H · PSO2 M
Mapping rationale
PO5 (H): Analytical reasoning
PO4 (H): Critical thinking
PSO2 (M): Industry fluency
CO6BTL 5 · Evaluate
EVALUATE published causal claims using DAG analysis, validity checks (internal + external), robustness tests, and replication considerations.
PO4 H · PO7 M · PSO2 M
Mapping rationale
PO4 (H): Critical thinking
PO7 (M): Ethical conduct
PSO2 (M): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Causal inference is the most consequential decision-science skill. Every Indian business claim — 'discount caused revenue lift', 'feature caused retention improvement', 'policy caused outcome change' — is either causally identified or merely correlation. The difference determines whether billion-rupee decisions are based on truth or coincidence. T3-PE1 frames every method (A/B, DiD, RD, IV) as a strategic-decision tool: the analyst's identification strategy IS the decision-rigor that boards + investors + regulators trust.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO2, CO3, CO4
Causal-inference rigor is innovation infrastructure for Indian business. A/B testing capability (CO2), DiD on natural experiments (CO3), RD on policy thresholds (CO4) — all enable evidence-based business + policy decisions. India's growing data-availability + analytics-talent makes causal inference increasingly feasible, supporting SDG 9's innovation agenda.
Workflow:Use DoWhy + EconML on real Indian-context datasets: A/B test analysis, DiD on natural experiment, RD on threshold-based program. Validate identification assumptions. Generate publication-quality outputs. Compare with manual analysis.
Deliverable:Notebook with full causal analysis on Indian dataset
Claude (or ChatGPT)Causal-inference critique partnerModule 6
Workflow:Submit causal analysis to Claude: 'critique as an econometric reviewer — what identification assumption is weakest, what robustness check is missing, what interpretation overreaches'. Iterate analysis based on critique. Use Claude to explore alternative identification strategies.
Skill built:Adversarial review of own causal claims
Deliverable:Analysis v1 + AI critique + analysis v2
⟶Indian + global frontier 2025-26 · what to track
Recent DiD literature: Callaway-Sant'Anna, Sun-AbrahamStandard TWFE biased under staggered adoption + heterogeneous treatment effects. New estimators address; widely adopted 2023-26.
Causal ML emergingCausal machine learning (Athey, Imbens) — combining ML flexibility with causal identification. EconML, DoubleML libraries production-ready.
Pre-registration mainstreamingAEA RCT registry, AsPredicted, OSF pre-registration. Indian research increasingly pre-registers. Publication norms shifting.
Replication crisis lessonsMany Indian + global causal claims failing replication. Generates greater skepticism + rigor expectations. AsPredicted, multilab replications.
AI-augmented causal inferenceClaude + ChatGPT useful for: critiquing identification strategies, exploring alternative methods, generating analysis code. New analyst workflow.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Causal Inference Project on Real Indian Business Decision
Students form 2-person teams. Each team identifies a real Indian business causal question (observable + analysable from public data). Conduct full causal analysis: DAG, identification strategy choice, analysis execution, robustness checks, decision recommendation. Present to industry-practitioner panel (data scientists + economists + consultants).
WEEKLY MILESTONES
Week 2: Team formation + causal question selection + DAG drafting
Week 4: Identification strategy + data collection
Week 6: Primary analysis (A/B test, DiD, RD, or IV)
Goes deeper than other A/B Testing labs — covers causal inference identification (DiD, IV, regression discontinuity). Teams pick one of three faculty-provided real-world datasets, identify a causal question, choose an estimator, run the analysis, and write a 5-page paper. 25% of course grade. Required to discuss internal vs external validity.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Causal foundations + potential outcomes
Zomato A/B reading
Team + question selection
DAG exercises
DAG submission
Week 2
DAGs + confounding + identification
Zomato discussion
DAG drafting
Power analysis
Power exercise
Week 3
A/B testing + randomisation
GST DiD reading
Identification strategy
A/B test simulation
A/B simulation
Week 4
DiD + parallel trends
GST DiD discussion
Data collection
DiD analysis
Mid-term + DiD exercise
Week 5
Event-study DiD + recent advances
MSME RD reading
Primary analysis start
Event-study analysis
Event-study submission
Week 6
RD intuition + sharp vs fuzzy
MSME RD discussion
Primary analysis
RD analysis
RD exercise
Week 7
RD bandwidth + McCrary + validity
Demonetisation reading
Robustness tests
RD bandwidth sensitivity
McCrary test
Week 8
IV foundations + 2SLS
Demonetisation discussion
Sensitivity analysis
IV analysis
IV exercise
Week 9
Weak instruments + LATE interpretation
PhonePe reading + JAM IV reading
Final analysis
Propensity matching
PS matching submission
Week 10
Propensity score + synthetic control
PhonePe + JAM discussion
Decision recommendation
Synthetic control
Synthetic control
Week 11
Critiquing causal claims + replication
Microfinance reading
Narrative + presentation
Replication exercise
Critique exercise
Week 12
Integration + future of causal inference
Microfinance discussion
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. All 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7.
Practical experiments (10 weeks)
10%
10
Continuous lab assessment.
Capstone causal inference project
25%
25
Real Indian business causal question.
Third-party AI tool fluency
5%
5
R/Python causal libraries + Claude for analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T3-PE1 is benchmarked against MIT 14.387's Applied Econometrics: Mostly Harmless Big Data (Angrist-Pischke), Stanford GSB's Causal Inference for Business, Harvard's EC 2120 Econometric Methods (Causal Inference), and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Mostly Harmless Econometrics
Joshua Angrist, Jörn-Steffen Pischke
Princeton, 2009 — foundational
2009
All
Causal Inference: The Mixtape
Scott Cunningham
Yale University Press
2021
All
Causal Inference for the Brave and True
Matheus Facure
Open-access online
2022
All
The Book of Why
Judea Pearl, Dana Mackenzie
Basic Books
2018
All
Trustworthy Online Controlled Experiments
Ron Kohavi, Diane Tang, Ya Xu
Cambridge
2020
All
Statistical Methods for Causal Inference
Hernán + Robins
CRC Press, 2024 (online)
2024
All
Causal Inference in Statistics: A Primer
Pearl, Glymour, Jewell
Wiley
2016
All
Experimentation Works
Stefan Thomke
Harvard Business Review Press
2020
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (foundations, A/B, DiD), Applied causal-inference scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3 (foundations, A/B, DiD)) Section B — Case analysis: 1 × 16 marks (Applied causal-inference scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated causal inference scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated causal inference scenarios)
Predict demand. Plan capacity. Decide with uncertainty.
T3-PE2 develops forecasting + demand-planning fluency. Students will: (a) apply classical time-series methods (ARIMA, exponential smoothing, seasonal decomposition), (b) deploy modern forecasting tools (Prophet, LightGBM, neural-network methods), (c) evaluate forecast accuracy (MAPE, MAE, MASE) + bias, (d) build demand-planning systems for Indian-context seasonality + festivals + monsoon, (e) integrate forecasts with capacity + inventory + S&OP, and (f) handle forecast uncertainty using prediction intervals + scenario planning.
RATIONALE
Every Indian business runs on forecasts. ITC forecasts FMCG demand by SKU + region + season to drive Rs 50,000 cr operations. Maruti forecasts car demand 12 months ahead to set production. Indian banks forecast NPAs + CASA. Reliance Jio forecasts data consumption + tower demand. D2C brands forecast cohort retention + LTV. Done well, forecasts power decisions; done poorly, they erode margins + miss opportunities. T3-PE2 builds forecasting fluency across classical time-series (ARIMA, exponential smoothing) + modern methods (Prophet, LightGBM, neural networks) + demand-planning practice in Indian-context operations (FMCG seasonality, retail festivals, monsoon effects, semiconductor supply).
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
APPLY time-series fundamentals including stationarity, autocorrelation, seasonality, trend, and decomposition for Indian business data.
PO5 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Apply
APPLY ARIMA + exponential smoothing models including model selection, diagnostic checking, forecasting + intervals.
PO5 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Apply
APPLY modern forecasting methods including Prophet, LightGBM, neural-network methods + ensemble approaches.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional knowledge
CO4BTL 4 · Analyse
ANALYSE forecast accuracy + bias using MAPE, MAE, MASE, bias measures, and tracking signals.
PO4 H · PO5 H · PSO1 H
Mapping rationale
PO4 (H): Critical thinking
PO5 (H): Analytical reasoning
PSO1 (H): Apply functional knowledge
CO5BTL 5 · Evaluate
EVALUATE demand-planning systems for Indian-context seasonality, festivals, monsoon, supply disruptions + integration with S&OP.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business knowledge
PSO2 (H): Industry fluency
CO6BTL 5 · Evaluate
EVALUATE forecast uncertainty using prediction intervals, scenario planning + integration with capacity + inventory decisions.
PO4 H · PO5 H · PSO2 M
Mapping rationale
PO4 (H): Critical thinking
PO5 (H): Analytical reasoning
PSO2 (M): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 4 hr
Time-Series Fundamentals
TOPICS
Why forecasting matters: decisions under uncertainty
Maruti Suzuki car demand forecasting + production planning
Maruti forecasts demand by model + variant + region 12 months ahead to drive production at 5 plants. Critical for capacity utilisation + working capital.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Forecasting is the foundation of every operational + financial decision in Indian business. ITC's Diwali production builds, Maruti's 12-month production schedules, Reliance Jio's tower-capacity planning, Indian fintech's NPA + cash forecasts — all rest on forecasts. T3-PE2 frames forecasting as strategic decision-support: every method choice (Prophet vs ARIMA vs LightGBM), every horizon (short vs long), every uncertainty treatment (point vs probabilistic) is a strategic choice with millions-to-billions-of-rupees consequences.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO3, CO5
Modern forecasting (CO3) — Prophet, LightGBM, foundation models — represents innovation infrastructure for Indian business. Demand-planning + S&OP (CO5) is the operational layer making Indian supply chains world-class. SDG 9's innovation infrastructure anchored in these capabilities.
SDG 12Responsible Consumption and ProductionLinked to: CO5, CO6
Claude (or ChatGPT)Forecasting analysis + critiqueModule 6
Workflow:Submit forecasts to Claude: 'critique as forecasting practitioner — what uncertainty is missing, what assumptions break under recession, what scenarios should be modeled'. Use Claude to draft scenario narratives + explore alternative methods.
Deliverable:Scenario document + AI-iterated forecasting plan
⟶Indian + global frontier 2025-26 · what to track
Foundation models for time seriesTimeGPT (Nixtla), Lag-Llama, Chronos — zero-shot forecasting via pre-trained models. Indian applications emerging 2024-26.
AI-augmented demand sensingReal-time signals (weather, mobility, social) integrated into demand forecasts. Indian Q-commerce + retail leading adoption.
Climate-integrated forecastingIMD long-range monsoon forecasts increasingly integrated into Indian business demand planning. Climate-risk explicit in supply-chain planning.
Hierarchical reconciliation maturingMinT (minimum trace) reconciliation + recent advances enable consistent SKU → category → total forecasts across millions of series.
Indian Q-commerce real-time forecastingZepto, Blinkit, Instamart 10-min forecasting requires real-time + hyperlocal models. New forecasting frontier in India.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End Forecasting System for Real Indian Business
Students form 2-3 person teams. Build complete forecasting system on real Indian business data: data prep, baseline + advanced models, accuracy evaluation, hierarchical reconciliation, uncertainty quantification, demand-planning integration, executive presentation.
Time-series forecasting competition with weekly leaderboard. Faculty provides a real-world series (e.g., Indian state-level GST collections, Indian airline passenger data, RBI sectoral credit). Required methods: at least one classical (ARIMA/ETS), at least one ML (XGBoost/LightGBM), and at least one ensemble. Final report compares all three with cross-validation.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why forecasting + time-series fundamentals
ITC reading
Team + use case
TS exploration
Decomposition submission
Week 2
Stationarity + ACF/PACF + decomposition
ITC discussion
Data sourcing
Stationarity testing
ADF test exercise
Week 3
Exponential smoothing + Holt-Winters
Maruti reading
Baseline models
Holt-Winters seasonal
Holt-Winters exercise
Week 4
ARIMA + Box-Jenkins methodology
Maruti discussion
Classical baseline
ARIMA on demand
Mid-term + ARIMA exercise
Week 5
Prophet + foundation models
Indian fintech reading
Modern methods
Prophet with Indian holidays
Prophet submission
Week 6
LightGBM + neural + ensemble
Indian fintech discussion
Ensemble approach
LightGBM features
LightGBM exercise
Week 7
Forecast accuracy + bias
Reliance Jio reading
Accuracy evaluation
Accuracy comparison
Accuracy submission
Week 8
Cross-validation + hierarchical reconciliation
Reliance Jio discussion
Hierarchical integration
Hierarchical reconciliation
Reconciliation exercise
Week 9
Demand planning + Indian seasonality
D2C cohort reading
Demand-planning integration
Indian FMCG demand plan
Demand plan submission
Week 10
S&OP integration + Indian context
Semiconductor shortage reading
Uncertainty handling
Conformal + scenarios
Scenario plan
Week 11
Uncertainty + scenario planning
Foundation models reading
Final integration
Consolidation
Integration review
Week 12
Integration + future of forecasting
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. All 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7.
Practical experiments (10 weeks)
10%
10
Continuous lab assessment.
Capstone forecasting system
25%
25
Real Indian business forecasting system.
Third-party AI tool fluency
5%
5
Python/R forecasting libraries + Claude for analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T3-PE2 is benchmarked against Monash + Hyndman's Forecasting: Principles and Practice, MIT 15.073's Logistical + Transportation Planning, Wharton's Operations Analytics, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Forecasting: Principles and Practice
Rob J Hyndman, George Athanasopoulos
OTexts 2021 (open access)
2021
All
Time Series Analysis: Forecasting and Control
George Box, Gwilym Jenkins, Gregory Reinsel, Greta Ljung
Wiley
2015
All
Practical Time Series Analysis
Aileen Nielsen
O'Reilly
2019
All
Forecasting at Scale (Prophet paper)
Sean Taylor, Benjamin Letham (Meta)
American Statistician
2018
All
The Signal and the Noise
Nate Silver
Penguin
2012
All
Forecasting in Operations Management
Stephen Disney + collaborators
Sage
2020
All
Demand Driven Material Requirements Planning (DDMRP)
Carol Ptak, Chad Smith
Industrial Press
2018
All
Sales and Operations Planning: The How-To Handbook
Tom Wallace, Bob Stahl
T.F. Wallace
2008
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (TS fundamentals, classical, modern), Applied forecasting scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3 (TS fundamentals, classical, modern)) Section B — Case analysis: 1 × 16 marks (Applied forecasting scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated forecasting + demand-planning + uncertainty scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated forecasting + demand-planning + uncertainty scenarios)
Where this course leads
T3-PE3 Optimization (T8)
T3-PE4 Decision Storytelling (T8)
T3-PE3
OPTIM
Optimization, Decision Modelling & Operations Research
Model the problem. Solve the math. Decide optimally.
T3-PE3 develops optimization + decision-modelling fluency. Students will: (a) formulate business problems as LP + IP + MIP models, (b) apply network optimization (shortest path, MST, max-flow, min-cost-flow, TSP, VRP), (c) deploy production-grade solvers (Gurobi, CPLEX, OR-Tools, OptaPlanner), (d) handle uncertainty via stochastic + robust optimization, (e) apply decision trees + value-of-information for sequential decisions, and (f) deliver optimization solutions integrated with business decisions at Indian-scale operations.
RATIONALE
Indian Railways schedules 13,000+ trains daily across a 70,000+ km network — an optimization problem at staggering scale. Reliance refineries optimize crude-to-product blends worth Rs 100,000 cr/year. Maruti's 200+ suppliers + 5 plants + 5000 dealers need joint optimization. Indian Q-commerce dark-stores assign 1M+ deliveries daily via routing algorithms. T3-PE3 builds the optimization + decision-modelling fluency that powers these decisions: linear programming (LP), integer programming (IP), mixed-integer (MIP), constraint programming, network optimization, stochastic programming, and decision-tree analysis. Applied throughout to Indian-scale operations — Railway scheduling, refinery blending, supply-chain network design, last-mile routing, capacity planning.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
FORMULATE business problems as Linear Programming (LP) models including decision variables, objective functions, constraints, and solve using simplex + interior-point methods.
PO5 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Apply
FORMULATE + SOLVE Integer + Mixed-Integer Programming (IP, MIP) problems including branch-and-bound mechanics, cutting planes, and Indian-context discrete decisions.
PO5 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Apply
APPLY network optimization including shortest path, minimum spanning tree, max-flow, min-cost-flow, TSP, and Vehicle Routing Problem (VRP) in Indian logistics context.
PO5 H · PSO2 H
Mapping rationale
PO5 (H): Analytical reasoning
PSO2 (H): Industry fluency
CO4BTL 4 · Apply
DEPLOY production-grade solvers (Gurobi, CPLEX, OR-Tools, OptaPlanner) including modelling languages (Pyomo, PuLP, AMPL) + solver tuning + result interpretation.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical reasoning
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional knowledge
CO5BTL 5 · Evaluate
EVALUATE stochastic + robust optimization for uncertain parameters + worst-case design including multi-stage stochastic programming + chance constraints.
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Indian Railway track + crew scheduling — IP at staggering scale
Indian Railways schedules 13,000+ trains daily across 7,000+ stations using IP-based optimization. World's largest railway scheduling problem.
DELIVERABLE
Decompose the railway scheduling IP. Identify the 5 most challenging constraints. Recommend modern optimization approaches (constraint programming, decomposition).
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Optimization translates analytical models into operational decisions at Indian scale. Every Indian Railway timetable, every Reliance refinery blend, every Maruti supplier allocation, every Q-commerce delivery route IS an optimization decision. T3-PE3 frames optimization as strategic decision-craft: every formulation choice (LP vs MIP vs stochastic), every constraint specification, every solver choice has compounding operational + financial consequences.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO3, CO4
Network optimization (CO3) + production solvers (CO4) power Indian infrastructure (Railways, ports, refineries, supply chains). Indian OR talent + tools (Locus AI, OR-Tools deployment) increasingly competitive globally. SDG 9's infrastructure + innovation directly served.
SDG 12Responsible Consumption and ProductionLinked to: CO5
Sustainability-aware optimization: emissions minimisation as objective alongside cost.
Green supply-chain optimization: route + carrier choice for Scope 3 reduction.
Robust optimization for climate risk + geopolitical disruption.
Multi-objective optimization: financial + ESG + social outcomes (Pareto frontier).
Indian context: optimising for inclusive infrastructure (rural reach, accessibility).
Additional hours: 2 hours added to Module 5
Rationale: BRSR Core + EU CBAM + India CCTS create demand for sustainability-integrated optimization. Indian OR practitioners increasingly solve multi-objective + climate-aware problems.
Case extensionAdd Indian green-logistics optimization (Tata Steel, ITC) as multi-objective case.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Gurobi/OR-Tools (industry-standard optimization solvers), Claude for model critique + Python code generation.
Deliverable:Solved optimization on Indian dataset + sensitivity report
Claude (or ChatGPT)Optimization model critique + code generationModule 6
Workflow:Submit formulation to Claude: 'critique as OR practitioner — what constraint is missing, what objective should be reformulated, what robustness should be tested'. Use Claude for Python code generation + debugging.
Constraint programming maturingGoogle OR-Tools constraint programming + IBM CPLEX-CP solving scheduling problems at Indian Railway + airline scale.
Robust + distributionally robust optimizationIndian supply-chain resilience (post-COVID, Red Sea, semiconductor) drives adoption of worst-case-design methods.
Indian OR ecosystem maturingLocus AI (Bangalore), Optym (India + global), Mu Sigma — Indian OR talent + companies increasingly globally competitive.
Stochastic + scenario-based capacity planningIndian listed companies adopting multi-stage stochastic programming for capex + capacity decisions under uncertainty.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End Optimization Project on Real Indian Business Problem
Students form 2-3 person teams. Identify real Indian business optimization problem (scheduling, routing, blending, network, portfolio). Build full optimization solution: problem formulation, model design, solver deployment, sensitivity analysis, uncertainty handling, executive presentation. Present to industry-practitioner panel (operations researchers + supply-chain leaders + consultants).
WEEKLY MILESTONES
Week 2: Team + problem selection + data sourcing
Week 4: LP/MIP formulation
Week 6: Solver implementation + initial solution
Week 8: Sensitivity analysis + validation
Week 10: Uncertainty + scenario integration
Week 12: Final solution + presentation
FINAL DELIVERABLE
Working optimization solution + 20-page documentation + 15-min presentation
Real operations (Railways, refinery, logistics center) anchor theoretical optimization.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
LP foundations + formulation
Railway scheduling reading
Team + problem
LP exercises
LP submission
Week 2
Simplex + duality + sensitivity
Railway discussion
Data sourcing
Solver lab
Sensitivity exercise
Week 3
IP/MIP intro + branch-and-bound
Reliance refinery reading
LP/MIP formulation
Facility location MIP
MIP exercise
Week 4
MIP patterns + scheduling formulations
Reliance discussion
Model design
Scheduling MIP
Mid-term + Scheduling exercise
Week 5
Network flows + shortest path + max-flow
Q-commerce VRP reading
Initial solver setup
Network optimization
Network submission
Week 6
TSP + VRP + Indian routing scale
Q-commerce discussion
Initial solution
VRP with OR-Tools
VRP exercise
Week 7
Production solvers + tuning
Maruti network reading
Solver implementation
Gurobi deployment
Gurobi exercise
Week 8
Decomposition + column generation
Maruti + airline reading
Sensitivity analysis
Stochastic programming
Stochastic submission
Week 9
Stochastic + robust optimization
Indian airline + BFSI reading
Uncertainty integration
Decision-tree analysis
Decision-tree submission
Week 10
Decision trees + VOI + risk
BFSI + Infrastructure reading
Multi-criteria analysis
MCDM AHP
MCDM submission
Week 11
Multi-criteria + real options
Infrastructure discussion
Final solution
Capstone consolidation
Pre-final review
Week 12
Integration + future of optimization
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. All 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7.
Practical experiments (10 weeks)
10%
10
Continuous lab assessment.
Capstone optimization project
25%
25
Real Indian business problem solved.
Third-party AI tool fluency
5%
5
Gurobi/CPLEX/OR-Tools + Claude for analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T3-PE3 is benchmarked against MIT 15.053's Optimization Methods in Management Science, Stanford MS&E 211's Linear and Nonlinear Optimization, INFORMS courses's Operations Research practitioner training, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Introduction to Operations Research
Frederick Hillier, Gerald Lieberman
McGraw-Hill
2021
All
Operations Research: An Introduction
Hamdy Taha
Pearson
2017
All
Linear Programming and Network Flows
Mokhtar Bazaraa, John Jarvis, Hanif Sherali
Wiley
2010
All
Integer Programming
Laurence Wolsey
Wiley
2020
All
Robust Optimization
Aharon Ben-Tal, Laurent El Ghaoui, Arkadi Nemirovski
Princeton
2009
All
Stochastic Programming
Peter Kall, Stein Wallace
Wiley
1994
All
Decision Making Under Uncertainty
Mykel Kochenderfer
MIT Press
2015
All
Operations Research Applications and Algorithms
Wayne Winston
Cengage
2003
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (LP, IP/MIP, network optimization), Applied optimization scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3 (LP, IP/MIP, network optimization)) Section B — Case analysis: 1 × 16 marks (Applied optimization scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated optimization + stochastic + decision-modelling scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated optimization + stochastic + decision-modelling scenarios)
Where this course leads
T3-PE4 Decision Storytelling (T8)
E11 Strategic Management (T9)
T3-PE4
DSEC
Decision Storytelling, Executive Communication & Stakeholder Influence
T3-PE4 develops decision-storytelling + executive-communication fluency. Students will: (a) apply pyramid principle (Minto) for top-down communication, (b) craft executive narratives using situation-complication-resolution + Heath SUCCESS, (c) design board-level slides that drive decisions, (d) deliver verbal pitches under pressure, (e) navigate Indian-context boardroom dynamics + stakeholder politics, and (f) leverage AI-augmented communication tools (Claude for critique + drafting, AI presentation tools).
RATIONALE
The most rigorous analysis fails if it can't drive a decision. Indian boards review dozens of analyst recommendations weekly; CEOs make 100+ decisions in a quarter; consultants pitch 10-15 strategy recommendations per year. T3-PE4 builds the decision-storytelling + executive-communication + stakeholder-influence fluency that converts analytical work into board-room decisions. Drawing from Minto Pyramid (McKinsey heritage), Heath brothers (Switch, Made to Stick), Indian-context boardroom dynamics, and contemporary AI-augmented communication tools. Course emphasizes craft (writing + speaking + slide-making) and judgment (stakeholder reading, influence pathways, decision-context awareness).
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Apply
APPLY pyramid principle (Minto) including MECE structure, deductive vs inductive arguments, top-down recommendation flow.
Tools Recorded practice + critique · Toastmasters frameworks · Indian boardroom video examples
Module 5
CO5
L: 5 hr · P: 3 hr
Stakeholder Mapping + Indian Politics
TOPICS
Stakeholder mapping: power × interest × influence
Identifying decision-makers vs influencers vs blockers
Indian business stakeholder dynamics: founder + family + professional management
Family-business politics: succession, inheritance, professional vs family-member
Regional + linguistic considerations: Tamil vs Marathi vs Bengali vs Punjabi business cultures
Hierarchy in Indian organisations: respecting position + age + tenure
Building coalitions + managing resistance
Indirectness vs directness: when each works
Tools Stakeholder mapping templates · Indian business culture readings · Family business case studies (Tata, Birla, Ambani)
Module 6
CO6
L: 4 hr · P: 3 hr
AI-Augmented Communication
TOPICS
Claude + ChatGPT for: drafting, critiquing, adapting, translating
AI as adversarial reviewer: 'argue against this position'
AI for persona-testing: 'react to this as if you were [CFO/board member/skeptic]'
AI presentation tools: Gamma, Beautiful.ai, Tome, ChatGPT slide generation
Ethical use: transparency about AI assistance, ownership of analysis
Privacy + confidentiality: when not to use AI tools (sensitive data, regulatory)
Indian-context: AI translation for vernacular communication, code-switched outputs
Tools Claude + ChatGPT · Gamma + Beautiful.ai · AI ethics + governance guides
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndia ·
Tata Group succession communication: Cyrus Mistry → Ratan Tata → N Chandrasekaran
Tata Group's leadership transitions involved massive stakeholder communication: family, board, employees, investors, public. Different communication approaches at each phase.
DELIVERABLE
Analyse the communication strategies. Identify what worked + what failed. Recommend principles for family-business communication transitions.
Reliance Industries Annual General Meetings include high-stakes announcements (Jio launch, Reliance Retail expansion, energy transition). Communication craft on display.
Indian CEO board communication: difficult-message delivery
Indian listed company CEOs deliver difficult messages: missed targets, restructuring, layoffs, regulatory issues. Communication craft + stakeholder management.
DELIVERABLE
Design communication strategy for hypothetical difficult-message scenario (e.g., Q3 miss + restructuring). Stakeholder mapping + sequencing.
EVALUATION
Strategy design (40%), stakeholder handling (30%), execution plan (30%)
Real-worldIndia ·
Indian government policy announcement: communication design
Major Indian policy announcements (GST, Demonetisation, Aadhaar mandates, DPDP Act) require multi-stakeholder communication.
DELIVERABLE
Design communication plan for hypothetical policy announcement. Account for: states, industries, citizens, opposition, media.
EVALUATION
Plan design (35%), stakeholder handling (35%), execution (30%)
Real-worldIndia ·
Indian consultant pitch craft: McKinsey-style proposal delivery
Indian consulting practice (McKinsey, BCG, Bain, TCG, Tata Strategic, Reliance Industries) emphasizes specific pitch craft. Indian context adaptations.
DELIVERABLE
Design strategy proposal pitch for hypothetical Indian client. Apply Minto + executive narrative + Indian stakeholder navigation.
EVALUATION
Structure (30%), narrative (30%), India adaptation (40%)
Real-worldIndia ·
AI in communication: BCG's GPT-4 productivity study + ethical use
BCG's 2023 study showed 40% productivity boost from AI for consultants in some tasks. Ethical + transparency questions emerge.
DELIVERABLE
Design AI-augmented communication workflow for Indian consultant. Cover ethical use + transparency + privacy.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Decision storytelling IS the final mile of analytics. The most rigorous causal inference, the most accurate forecast, the most optimal solution fails if the analyst can't drive the decision. T3-PE4 frames every communication choice (pyramid vs narrative, slide vs memo, direct vs indirect) as strategic — the analyst's communication craft IS the leverage that converts analytical work into board decisions worth crores.
🌍SDG anchors
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO5
Stakeholder communication craft (CO5) supports effective Indian institutions: board governance, family-business succession transparency, government-citizen communication. Effective communication enables accountable institutions.
🌱ESG integration · extends Module 6: AI-Augmented Communication
Ethical use of AI in communication: transparency about assistance, ownership of analysis, accuracy responsibility.
BRSR Core disclosure narrative: communicating ESG performance without greenwashing.
DPDP Act + privacy in AI-augmented communication: not feeding sensitive data into public AI tools.
Multi-language Indian communication: leveraging Indic LLMs for vernacular outreach.
Inclusive communication: accessibility, age + literacy levels, regional + linguistic diversity.
Additional hours: 2 hours added to Module 6
Rationale: BRSR Core narrative requirements + DPDP Act privacy + Indian linguistic diversity create specific communication-craft challenges that graduates must navigate.
Case extensionAdd Indian ESG disclosure communication case (e.g., Tata Steel BRSR communication strategy).
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude (drafting + critique + adaptation), Gamma/Beautiful.ai (AI presentation generation). Both define modern analyst + consultant workflow 2026.
Claude (or ChatGPT)Drafting + critique + adaptationModule 6
Workflow:Use Claude as: (1) Adversarial reviewer ('argue against this position'). (2) Persona simulator ('react as CFO/board/skeptic'). (3) Drafting partner (memos, slides, scripts). (4) Adaptation tool (re-write for different audiences). Track iteration history transparently.
Skill built:AI-augmented communication workflow with ethics
Workflow:Generate first-draft decks via AI presentation tools. Critique + refine manually. Compare time + quality vs manual deck creation. Identify when AI helps + when manual craft essential.
Skill built:AI presentation tools — emerging analyst standard
BCG GPT-4 productivity study + AI in consulting2023 BCG-Harvard study: 40% productivity boost on some tasks; performance bifurcation. Indian consulting firms (TCG, Tata Strategic) adapting workflows.
AI presentation tools mainstreamGamma, Beautiful.ai, Tome, Microsoft Copilot for PowerPoint reshaping presentation craft 2024-26. Indian analyst + consultant adoption accelerating.
Indic LLM enabled vernacular communicationSarvam AI + AI4Bharat enable vernacular communication for Indian business (rural outreach, customer support, public services).
Disclosure narrative as disciplineBRSR Core + GRI Standards + ISSB integration requires sophisticated disclosure narrative craft for Indian listed companies.
Hybrid in-person + virtual presentation realityPost-COVID boardroom mix: in-person + virtual + hybrid presentations. New communication craft for distributed audiences.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Decision Storytelling Capstone — Drive a Real Decision
Students individually (with peer + faculty coaching) take an actual analytical work (from earlier coursework or external) and deliver complete decision-storytelling package: executive memo (Minto + BLUF), board-deck (12-15 slides), 15-minute verbal pitch with Q&A, stakeholder-map + influence plan, AI-augmented iteration history. Delivered to industry-practitioner panel (CEOs + consultants + communication coaches).
WEEKLY MILESTONES
Week 2: Analytical work selection + pyramid structure
Week 4: Executive memo draft + critique
Week 6: Slide deck v1
Week 8: Verbal practice + Q&A simulation
Week 10: Stakeholder mapping + influence plan
Week 12: Final pitch + panel Q&A
FINAL DELIVERABLE
Executive memo + 12-15 slide deck + 15-min recorded pitch + stakeholder plan + AI-iteration log
EVALUATION
Pyramid + memo (20%), deck design (25%), verbal pitch + Q&A (30%), stakeholder handling (15%), AI use ethics (10%)
06 10 weekly practical experiments
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Pyramid principle exercises: 5 executive memos
Pyramid principle exercises: 5 executive memos
W2
MECE issue-tree workshop for Indian business problem
MECE issue-tree workshop for Indian business problem
Heavy practice-based; continuous craft + peer-feedback assessment.
Capstone decision-storytelling package
25%
25
Memo + deck + pitch + stakeholder plan + AI-iteration.
Third-party AI tool fluency
5%
5
Claude/ChatGPT + AI presentation tools usage with ethics.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T3-PE4 is benchmarked against Stanford GSB's Strategic Communication, Harvard Business School's Leadership Communication, Wharton's Persuasion + Influence, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Minto Pyramid Principle
Barbara Minto
Minto International
2009
All
Made to Stick
Chip Heath, Dan Heath
Random House
2007
All
Switch: How to Change Things When Change Is Hard
Chip Heath, Dan Heath
Broadway Books
2010
All
Slide:ology
Nancy Duarte
O'Reilly
2008
All
Resonate
Nancy Duarte
Wiley
2010
All
Storytelling with Data
Cole Nussbaumer Knaflic
Wiley
2015
All
The Boardroom Insider
Ralph Ward
Wiley
2017
All
Influence: The Psychology of Persuasion
Robert Cialdini
Harper Business
2021
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (pyramid, narrative, slides), Communication scenario analysis
Section A — Short answer: 6 × 4 marks (Modules 1-3 (pyramid, narrative, slides)) Section B — Case analysis: 1 × 16 marks (Communication scenario analysis)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated communication + stakeholder + AI-augmented scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated communication + stakeholder + AI-augmented scenarios)
Build the brand. Position it sharply. Name it memorably.
T4-PE1 develops brand-strategy fluency. Students will: (a) apply brand-architecture frameworks (Aaker brand identity, Kapferer prism, Keller CBBE), (b) craft positioning statements + competitive frames using Trout-Ries + JTBD, (c) design brand-portfolio structures (master vs endorsed vs house-of-brands), (d) practice brand naming including linguistic + trademark + cultural considerations, (e) lead rebranding + repositioning with stakeholder + risk management, and (f) navigate Indian-context brand dynamics + vernacular + regional considerations.
RATIONALE
Brand is the single most consequential asset most companies own. Tata's brand is valued at $24B; Reliance at $9B; HUL at $9B. Indian D2C unicorns (Mamaearth, Nykaa, Boat, Sugar) built brand-value worth thousands of crores in under a decade. T4-PE1 builds the brand-strategy + positioning + naming craft that creates these assets: brand architecture (Aaker, Kapferer, Keller), positioning frameworks (Trout-Ries, JTBD), naming science (linguistic + trademark + cultural), brand-portfolio strategy (master vs endorsed vs house-of-brands), rebranding + repositioning, and the Indian-context dynamics that make Tata + Reliance + Asian Paints world-class brands.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Brand architecture + positioning + naming + portfolio decisions create or destroy decades of brand value. Tata's master-brand at $24B, Mamaearth's category creation, Boat's millennial naming each represent multi-thousand-crore strategic decisions.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO3, CO6
Claude (or ChatGPT)Brand strategy critique + naming brainstormingModule 4
Workflow:Use Claude as adversarial critic for brand-naming + positioning + architecture. Generate 50-name brainstorms, critique trademarks + linguistic considerations.
Skill built:AI-augmented brand strategy workflow
Deliverable:Brand-strategy iteration with Claude critique log
⟶Indian + global frontier 2025-26 · what to track
Indian D2C IPO wave + post-IPO brand sustainabilityMamaearth 2023, Nykaa 2021 IPOs + post-IPO scrutiny on brand-led growth vs profitability.
BRSR Core brand-value integrationTop 150 Indian listed companies disclosing BRSR Core ESG — increasingly affects brand value + consumer perception.
AI in brand creative + ideationClaude + GPT + Midjourney + Sora reshaping brand creative + naming + ideation workflows for Indian agencies.
Indic LLM brand-building for vernacular marketsSarvam + AI4Bharat enabling vernacular brand-building for Bharat tier-2/3 markets.
Indian female-founded brand waveFalguni Nayar (Nykaa), Ghazal Alagh (Mamaearth), Vineeta Singh (Sugar) — distinctive India female-founder brand-building.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Brand Strategy Capstone — Position + Name + Architecture for Real Indian Brand
Student teams (2-3) take a real Indian brand context: new D2C launch, rebrand of incumbent, or brand-portfolio cleanup. Produce: brand-identity using 3 frameworks, positioning statement + JTBD, brand-portfolio architecture decision, name (if new) or rebrand plan, stakeholder + communication design, Indian-context adaptations. Present to industry-practitioner panel (brand strategists + CMOs + agency leaders).
Naming + positioning craft sharpens through structured peer feedback.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why brand + Aaker brand identity
Tata brand reading
Team + brand selection
Identity workshop
Identity submission
Week 2
Kapferer prism + Keller CBBE
Tata discussion
Brand identity v1
Keller CBBE
Prism + CBBE exercise
Week 3
Positioning + Trout-Ries
Mamaearth reading
Positioning v1
Positioning workshop
Positioning submission
Week 4
JTBD + category-of-one
Mamaearth discussion
JTBD analysis
JTBD canvas
Mid-term + JTBD exercise
Week 5
Brand portfolio architecture
Reliance brand reading
Portfolio decision
Portfolio mapping
Portfolio submission
Week 6
Brand extension + licensing
Reliance discussion
Architecture v1
Extension feasibility
Extension exercise
Week 7
Naming science + linguistics
Nykaa reading
Naming start
Naming workshop
Name candidates
Week 8
Naming craft + trademark + cultural
Nykaa + Maggi reading
Naming finalization
Vernacular naming
Naming exercise
Week 9
Rebranding + stakeholder management
Maggi + D2C naming reading
Rebrand/launch plan
Rebrand plan
Rebrand submission
Week 10
Indian-context brand dynamics
D2C naming + Tata Play reading
India adaptation
Brand audit + ASCI
Audit submission
Week 11
BRSR Core + brand + future trends
Tata Play discussion
Final iteration
Capstone consolidation
Pre-final review
Week 12
Integration + future of branding
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term (40m, 40 marks)
15%
15
6 short + 1 case. Modules 1-3.
End-term (75m, 75 marks)
25%
25
9 short + 2 cases. All 6 modules.
Case studies (graded × 4)
20%
20
Best 4 of 7.
Practical experiments (10 weeks)
10%
10
Continuous workshop + craft assessment.
Capstone brand strategy
25%
25
Complete brand strategy for real Indian context.
Third-party AI tool fluency
5%
5
Brandwatch + Claude for brand analysis + critique.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T4-PE1 is benchmarked against Northwestern Kellogg's Strategic Brand Management, Columbia Business School's Brand Strategy, INSEAD's Brand Strategy + Storytelling, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Strategic Brand Management
Kevin Lane Keller, Vanitha Swaminathan
Pearson
2019
All
Building Strong Brands
David Aaker
Free Press, 1996 — foundational
1996
All
Aaker on Branding
David Aaker
Morgan James
2014
All
The New Strategic Brand Management
Jean-Noel Kapferer
Kogan Page
2012
All
Positioning: The Battle for Your Mind
Al Ries, Jack Trout
McGraw-Hill
2001
All
The 22 Immutable Laws of Branding
Al Ries, Laura Ries
HarperBusiness
2002
All
The Brand Gap
Marty Neumeier
New Riders
2005
All
Hit Refresh / The Tata Brand books (Tata Sons publications)
Various
Various — Indian context
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (architecture, positioning, portfolio), Applied brand strategy scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3 (architecture, positioning, portfolio)) Section B — Case analysis: 1 × 16 marks (Applied brand strategy scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated brand strategy + naming + rebrand scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated brand strategy + naming + rebrand scenarios)
Drive paid growth. Measure what matters. Make unit economics work.
T4-PE2 develops performance-marketing + growth-economics fluency. Students will: (a) deploy paid acquisition across Meta + Google + India platforms (Sharechat, Josh, Hotstar), (b) build CAC + LTV unit economics with cohort analysis, (c) apply marketing-mix modelling (MMM) using Bayesian + ML approaches, (d) design incrementality testing via lift studies + geo-experiments, (e) navigate attribution + measurement post-iOS-14 privacy, and (f) build creator + influencer + programmatic economics.
RATIONALE
Performance marketing has reshaped Indian D2C + consumer business. Boat spent Rs 200+ cr on Facebook + Google ads to build a Rs 3000 cr revenue audio brand in 5 years. Mamaearth's performance-marketing-led growth got them to IPO. Zomato + Swiggy's CAC + LTV economics define their unit economics + valuations. Indian Q-commerce dark stores live or die by marketing-attributable order density. T4-PE2 builds the performance marketing + growth-economics fluency: paid acquisition (Meta + Google + India platforms), CAC + LTV mathematics, marketing-mix modelling (MMM), incrementality testing (lift studies, geo-experiments), attribution + measurement, programmatic + creator-influencer economics, and the Indian-context dynamics that define performance marketing in 2026.
02 Course outcomes (BTL 3–5)
CO1BTL 3 · Apply
DEPLOY paid acquisition campaigns across Meta + Google + Indian platforms including targeting, creative, bidding, optimisation.
PO1 H · PO10 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO10 (H): Digital fluency
PSO1 (H): Apply functional
CO2BTL 4 · Apply
BUILD CAC + LTV unit economics including cohort analysis, payback periods, channel-specific economics.
PO5 H · PSO1 H
Mapping rationale
PO5 (H): Analytical
PSO1 (H): Apply functional
CO3BTL 4 · Apply
APPLY marketing-mix modelling (MMM) using Bayesian + ML approaches for Indian-context attribution.
PO5 H · PO10 H · PSO2 M
Mapping rationale
PO5 (H): Analytical
PO10 (H): Digital fluency
PSO2 (M): Industry fluency
CO4BTL 4 · Design
DESIGN incrementality testing including lift studies, geo-experiments, holdout testing for marketing causality.
PO5 H · PO4 H · PSO1 H
Mapping rationale
PO5 (H): Analytical
PO4 (H): Critical thinking
PSO1 (H): Apply functional
CO5BTL 4 · Analyse
ANALYSE attribution + measurement post-iOS-14 privacy including modeled attribution, privacy-safe measurement, India-specific signal loss.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Performance marketing decisions (channel allocation, pricing, CAC tolerance, measurement) define unit economics + investor narrative + growth trajectory for Indian D2C + SaaS. Every rupee allocated to Meta vs Google vs Sharechat IS a strategic decision.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO6
Indian creator economy (CO6) — $5B → $12B+ by 2030 — supports millions of livelihoods including tier-2/3 + vernacular creators. SDG 8 inclusive growth via sustainable creator economy.
Teams pick one growth lever (CAC, conversion, retention) and design a controlled experiment in a real channel. Use Optimizely, GrowthBook, or Mixpanel experiments. Faculty-funded ad budget allocated proportional to design rigor. Required: A/A test first (to validate setup) before the A/B test. Final report includes power analysis, effect size, and a productisation memo.
ALM-25Brainstorming with Structured ConvergenceWeeks 2 and 7 (2 sessions, 90 min)
Growth-marketing focused brainstorming. Phase 1 prompts: "How might we drop CAC by 30%?", "How might we double 30-day retention?". Phase 3 prioritisation grid: impact vs experiment-cost. Top 3 ideas convert directly to ALM-13 A/B testing experiments.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Paid acquisition landscape + Meta
Boat reading
Team + brand
Meta Ads setup
Campaign plan
Week 2
Google + Indian platforms + programmatic
Boat discussion
Acquisition strategy
Google + Sharechat
Platform comparison
Week 3
CAC components + LTV mathematics
Mamaearth reading
Unit economics start
CAC-LTV model
Model submission
Week 4
Cohort analysis + channel economics
Mamaearth discussion
Cohort analysis
Cohort retention
Mid-term + cohort exercise
Week 5
MMM intro + Bayesian approaches
Swiggy-Zomato reading
MMM design
Robyn MMM lab
MMM submission
Week 6
MMM interpretation + ML methods
Swiggy-Zomato discussion
MMM analysis
Bayesian MMM
MMM interpretation
Week 7
Incrementality + geo-experiments
Q-comm CAC-LTV reading
Incrementality plan
Geo-experiment design
Geo-design submission
Week 8
Lift studies + holdout testing
Q-comm discussion
Incrementality testing
Lift study analysis
Lift analysis
Week 9
iOS 14 + privacy + modeled attribution
Tata Neu + Sharechat reading
Attribution design
Privacy-safe architecture
Architecture submission
Week 10
DPDP Act + future of measurement
Tata Neu + Sharechat discussion + iOS 14 reading
Creator integration
Creator campaign
Creator plan
Week 11
Creator + influencer + vernacular
iOS 14 discussion
Final iteration
Capstone consolidation
Pre-final review
Week 12
Integration + future of perf marketing
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
6 short + 1 case. Modules 1-3.
End-term
25%
25
9 short + 2 cases. All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments
10%
10
Continuous lab.
Capstone marketing plan
25%
25
Real Indian brand performance plan.
AI tool fluency
5%
5
Robyn + Claude for analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T4-PE2 is benchmarked against Stanford GSB's Customer Acquisition + Marketing Strategy, Wharton's Marketing Strategy + Analytics, Columbia's Marketing Analytics, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Hacking Growth
Sean Ellis, Morgan Brown
Crown Business
2017
All
Marketing Metrics
Paul Farris, Neil Bendle, Phillip Pfeifer, David Reibstein
Pearson
2017
All
Lean Analytics
Alistair Croll, Benjamin Yoskovitz
O'Reilly
2013
All
Traction
Gabriel Weinberg, Justin Mares
Portfolio
2015
All
Customer Centricity
Peter Fader
Wharton Digital Press
2020
All
Marketing Analytics
Wayne L Winston
Wiley
2017
All
Bayesian Methods for Hackers
Cameron Davidson-Pilon
Addison-Wesley, 2015 — for MMM intuition
2015
All
Indian D2C playbook (NASSCOM/Inc42 reports)
Various
Annual reports
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Content + creator decisions create or destroy attention assets that compound over years. CRED, Zerodha, Zomato built brand-value through content choices competitors cannot easily replicate.
🌍SDG anchors
SDG 4Quality EducationLinked to: CO2, CO4
Owned content + brand journalism (CO2) + vernacular for Bharat (CO4) support educational access: Zerodha Varsity (free finance education), Indian agritech content, Indic-language content reducing literacy + access barriers.
ASCI 2023 + IT Rules 2021 enforcementStricter influencer disclosure + AI content + greenwashing enforcement.
AI deepfake + misinformation responsibilities2024 Indian elections AI deepfakes + WhatsApp misinformation create new platform + brand + creator responsibilities.
Vernacular content for BharatIndic LLMs (Sarvam, AI4Bharat) enabling cost-effective vernacular content production for tier-2/3 + rural markets.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Content + Creator Strategy for Real Indian Brand
Student teams (2-3) take real Indian D2C / consumer brand. Build complete content + creator strategy: content pillars + calendar, POEM integration, creator programme design, vernacular + Bharat content, video-first execution, AI-augmented production, measurement + governance. Present to industry-practitioner panel (content marketers + agency creative + creator-ops leaders).
Indian creator studios + agencies anchor real practice.
ALM-6Build-and-Pitch SprintWeeks 5 and 9 (two 48-hour intensives)
Friday brief → Sunday demo. Teams build a real growth experiment: paid ad campaign with budget, influencer mini-collab with measured CTR, or D2C landing test with conversion goal. Real money in real channels (faculty-funded). 15% of internal grade.
ALM-19Field Research with Structured ProtocolWeeks 4-9 (6-week creator economy study)
Field study of Indian creators. Teams interview 6 creators across tiers (nano, micro, mid, macro) using structured protocol covering revenue mix, content production workflow, brand-deal economics, platform algorithm patterns. 10-page report on creator economics with brand-side implications.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Content as strategy + frameworks
CRED reading
Team + brand
Strategy workshop
Strategy submission
Week 2
Editorial calendar + pillars + audit
CRED discussion
Pillars + calendar
Calendar design
Calendar submission
Week 3
POEM integration + SEO
Zerodha reading
POEM design
SEO + WhatsApp
SEO exercise
Week 4
Email + WhatsApp + PR
Zerodha discussion
Channel integration
WhatsApp Business lab
Mid-term + Channel plan
Week 5
Creator economy + tiers + pricing
Sharechat platforms reading
Creator programme start
Creator selection
Selection submission
Week 6
Briefing + ASCI compliance + contracts
Sharechat discussion
Creator programme design
ASCI compliance lab
ASCI exercise
Week 7
Vernacular + Bharat content
ASCI cases reading
Vernacular plan
Vernacular adaptation
Vernacular submission
Week 8
Video-first strategy + formats
ASCI + cricket content reading
Video execution plan
Video planning
Video plan
Week 9
Brand journalism + AI content
Cricket + Mamaearth reading
AI production design
AI content workflow
AI workflow
Week 10
AI ethics + IT Rules + DPDP Act
Mamaearth + AI reading
Governance design
Style guide creation
Style guide
Week 11
Synthetic media + future of content
AI discussion
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of content
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments
10%
10
Continuous lab.
Capstone content strategy
25%
25
Real Indian brand strategy.
AI tool fluency
5%
5
Claude + Sora + ElevenLabs.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T4-PE3 is benchmarked against Northwestern Medill's Brand Journalism, MICA Ahmedabad's Content + Digital Communication, USC Annenberg's Strategic Content + Influencer Marketing, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Everybody Writes
Ann Handley
Wiley
2022
All
Content Inc.
Joe Pulizzi
McGraw-Hill
2021
All
Building a StoryBrand
Donald Miller
HarperCollins Leadership
2017
All
Jab, Jab, Jab, Right Hook
Gary Vaynerchuk
HarperBusiness
2013
All
The Influencer Code
Amanda Russell
Business Expert Press
2020
All
Influencer
Brittany Hennessy
Citadel Press
2018
All
The Choice Factory
Richard Shotton
Harriman House, 2018 — behavioral insights for content
2018
All
Indian creator economy reports (Bain, NASSCOM, KPMG annuals)
Various
Annual
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Create the category. Stand for something. Lead the conversation.
T4-PE4 develops category-design + brand-activism fluency. Students will: (a) apply blue-ocean + category-design frameworks for creating new categories, (b) use JTBD to uncover unmet jobs that anchor new categories, (c) design brand-activism + purpose-led positioning aligned to authentic brand identity, (d) integrate BRSR Core ESG + brand value, (e) avoid greenwashing + virtue-signaling pitfalls, and (f) navigate Indian-context activism opportunities + sensitivities.
RATIONALE
Category design — creating + dominating a new category rather than competing in an existing one — has built some of India's most consequential brands. Mamaearth created 'toxin-free beauty' as a category. Boat created 'audio-for-millennials'. Patanjali built 'swadeshi natural'. Nykaa established 'beauty e-commerce'. Brand activism is the parallel discipline: Tata's century-long social engagement, Forest Essentials' sustainable-luxury positioning, Mamaearth's plastic neutrality + planting commitments. T4-PE4 builds the category-design + brand-activism + purpose-led brand fluency: blue-ocean category creation (Kim-Mauborgne, Lochhead-Ramadan), JTBD-driven category formation, brand activism + purpose-led brands (Patagonia model + Indian D2C adaptations), BRSR Core implications, and the Indian-context dynamics that define category leadership + activism in 2026.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Apply
APPLY blue-ocean strategy + category design (Kim-Mauborgne, Lochhead-Ramadan) for creating + dominating new categories.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO4 (H): Critical thinking
PSO1 (H): Apply functional
CO2BTL 5 · Create
CRAFT new-category positioning using JTBD analysis + competitive frame redefinition.
PO3 H · PO4 H · PSO1 H
Mapping rationale
PO3 (H): Communication
PO4 (H): Critical thinking
PSO1 (H): Apply functional
CO3BTL 5 · Design
DESIGN brand-activism + purpose-led positioning aligned to authentic brand identity + business model.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Category creation + brand activism decisions define brand legacy. Mamaearth's 'toxin-free', Patanjali's 'swadeshi', Forest Essentials' 'sustainable luxury' each represents strategic positioning that built brand-value worth tens of thousands of crores.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO3, CO4
Indian female-founded brands (CO6) — Falguni Nayar, Ghazal Alagh, Vineeta Singh — represent SDG 5 progress + role models for Indian women entrepreneurs.
GRI Standards + ISSB integration for Indian listed companies.
EU CSRD implications for Indian export-oriented brands.
Indian green-finance disclosure norms (SEBI Green Bonds, RBI sustainable lending).
Additional hours: 2 hours added
Rationale: BRSR Core mandatory disclosure (top 150 listed, expanding to 500 by FY 2026-27) makes ESG-brand integration central to Indian brand strategy.
Case extensionAdd Tata Steel + Hindalco + Asian Paints BRSR Core ESG-brand integration case.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude (ESG + activism critique) + Sustainalytics/MSCI ESG (ratings analysis). Mainstream Indian brand-ESG workflow 2026.
Claude (or ChatGPT)ESG + activism strategy critiqueModule 6
Workflow:Use Claude to critique activism authenticity, identify greenwashing risks, generate stakeholder narratives, navigate Indian sensitivities.
T4-PE4 is benchmarked against Stanford GSB's Purpose-Driven Business + Strategy, INSEAD's Blue Ocean Strategy, Wharton's Brand Strategy + Activism, and others.
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3 (Blue Ocean, JTBD, activism), Applied category design scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3 (Blue Ocean, JTBD, activism)) Section B — Case analysis: 1 × 16 marks (Applied category design scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated category + activism + ESG scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated category + activism + ESG scenarios)
Where this course leads
E11 Strategic Management (T9)
T5-PE1
FNDR
Founder Mindset, Customer Discovery & Product-Market Fit
Pre-requisites: E9 Business Model Design & Innovation
01 Objective & rationale
Build the founder mindset. Discover the customer. Find product-market fit.
T5-PE1 develops founder-mindset + customer-discovery + PMF fluency. Students will: (a) assess + build founder psychological readiness including resilience + conviction + agency, (b) apply Steve Blank's customer development methodology, (c) execute Lean Startup build-measure-learn loops with MVP discipline, (d) use JTBD-driven customer discovery + interview craft, (e) measure PMF using Sean Ellis 40% test + retention curves + cohort analysis, and (f) navigate Indian-context founding realities.
RATIONALE
India is home to 100+ unicorns + 100,000+ startups. Every year, 10,000+ Indians attempt founding ventures; ~10% reach product-market fit, ~1% reach Series A. The difference is rarely the idea — it is the founder mindset + customer discovery + relentless pursuit of PMF. Sridhar Vembu (Zoho), Nithin Kamath (Zerodha), Falguni Nayar (Nykaa), Bhavish Aggarwal (Ola), Harshil Mathur + Shashank Kumar (Razorpay), Vijay Shekhar Sharma (Paytm) all demonstrate distinct founder mindsets. T5-PE1 builds the founder-mindset + customer-discovery + PMF fluency: psychological readiness (resilience, conviction, agency), Steve Blank customer development methodology, Lean Startup, Hooked + JTBD-driven discovery, PMF metrics (Sean Ellis 40% test, retention curves), and the Indian-context dynamics that define founding ventures in 2026.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ASSESS founder psychological readiness including resilience, conviction, agency, ambiguity-tolerance, decision-velocity.
PO2 H · PO7 M · PSO2 H
Mapping rationale
PO2 (H): Decision-making
PO7 (M): Ethical
PSO2 (H): Industry fluency
CO2BTL 4 · Apply
APPLY Steve Blank customer development methodology including discovery, validation, creation, building stages.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Founder mindset + customer-discovery decisions determine whether Indian ventures reach PMF (~10% succeed). Most consequential early-stage strategic decisions with multi-year + multi-crore + life-changing consequences.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO6
Indian ecosystem (CO6) — 100+ unicorns + 100K+ startups + 5M+ tech workforce — drives India's economic growth. SDG 8's inclusive economic growth directly served through entrepreneurship ecosystem.
🌱ESG integration · extends Module 6: Indian Founding Ecosystem
Indian female founder representation: still ~10% of unicorn founders. SDG 5 gender equality progress + gap.
Rationale: Indian regulatory + cultural realities affect Indian founders differently from Western counterparts.
Case extensionAdd Indian female founders + reverse-flip + mental-health case discussions.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude (founder reflection + customer-interview synthesis) + Mom Test interview prep. Mainstream 2026 founder workflow.
Claude (or ChatGPT)Founder reflection + interview synthesisModule 4
Workflow:Use Claude to synthesise customer interviews, identify JTBD patterns, draft personas + customer journeys, critique founder logic.
Skill built:AI-augmented customer discovery
Deliverable:Interview synthesis + JTBD analysis + Claude critique
Claude for adversarial founder coachingFounder readiness critiqueModule 1
Workflow:Use Claude to ask founder hard questions: 'why do you think you'll succeed', 'what evidence', 'what could go wrong'.
Skill built:Self-aware founder reflection
Deliverable:Founder readiness assessment + Claude challenge log
⟶Indian + global frontier 2025-26 · what to track
Indian unicorn reverse-flip trendPhonePe, Razorpay 2024 reverse-flipped from US/Singapore to India. Tax + regulatory + strategic considerations + pre-IPO.
Indian female-founder unicorns growingNykaa, Mamaearth, Sugar, Country Delight demonstrating female-founder ecosystem maturation.
Bootstrap vs VC India debateZoho (no VC), Zerodha (no VC), Postman (late raise), BrowserStack (late raise) demonstrating sustainable bootstrap paths.
Indian founder mental health rising visibilityAnonymous + public Indian founder mental-health stories generating awareness + reducing stigma.
Indic LLM founder ecosystemSarvam, Krutrim, AI4Bharat representing new founder thesis: India-specific AI solving for Indian languages + culture + DPI.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Venture Discovery + PMF Plan for Real Indian Opportunity
Student teams (2-3) identify real Indian venture opportunity. Conduct: founder readiness assessment, customer development (20+ interviews), MVP plan, JTBD analysis, PMF measurement framework, Indian ecosystem navigation. Present to industry-practitioner panel (founders + investors + accelerator leaders).
WEEKLY MILESTONES
Week 2: Team + venture opportunity + founder assessment
Week 4: Customer development plan + first 5 interviews
Week 6: MVP definition + 15 customer interviews total
Week 8: JTBD analysis + customer journey
Week 10: PMF framework + ecosystem strategy
Week 12: Final venture plan + pitch
FINAL DELIVERABLE
Venture plan + 20+ customer-interview synthesis + 12-min pitch
72-hour sprint with a real venture brief from KLBS's startup-accelerator partners (Y Combinator alumni, T-Hub). Teams of 3 ship a working pilot in the target customer segment. Friday → Monday timeline. Industry mentors join Saturday morning standup. Sunday demo to the founder.
ALM-19Field Research with Structured ProtocolWeeks 4-9 (6-week customer discovery)
Deep customer discovery field research using the Mom Test + Jobs-to-be-Done protocol. Each team conducts 20 interviews across 3 customer segments. Weekly synthesis sessions surface evolving hypotheses. Required: at least 5 interviews must result in disconfirming evidence for some initial hypothesis. Final: validated/invalidated hypothesis matrix.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Founder mindset + traits + readiness
Zoho founder reading
Team + opportunity
Self-assessment
Self-assessment
Week 2
Co-founder dynamics + dark sides
Zoho discussion
Founder readiness
Co-founder fit
Co-founder analysis
Week 3
Steve Blank customer development
Zerodha reading
Discovery plan + 5 interviews
Interview craft
Discovery plan
Week 4
Customer validation + pilots
Zerodha discussion
Interview synthesis
Mom Test + interviews
Mid-term + Interview submission
Week 5
Lean Startup + MVP
Razorpay reading
MVP plan + 15 interviews
MVP canvas
MVP canvas
Week 6
Pivot decisions + innovation accounting
Razorpay discussion
Pivot/persevere analysis
Pivot analysis
Pivot exercise
Week 7
JTBD-driven discovery + craft
D2C MVP reading
JTBD analysis
JTBD workshop
JTBD submission
Week 8
Customer journey + struggle moments
D2C + SaaS PMF reading
Customer journey
Journey mapping
Journey submission
Week 9
PMF measurement + Sean Ellis
SaaS PMF discussion
PMF design
PMF framework design
PMF framework
Week 10
Retention + cohort + organic signals
Failures + reverse-flip reading
Ecosystem strategy
Ecosystem mapping
Ecosystem map
Week 11
Indian ecosystem + regulatory + talent
Failures + flip discussion
Final iteration
Capstone consolidation
Pre-final review
Week 12
Integration + future of founding India
Final discussions
Final pitch + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
15%
15
Best 4 of 7.
Practical experiments + interviews
20%
20
Heavy interview + craft + journey assessment.
Capstone venture plan
20%
20
Real Indian opportunity + 20+ interviews.
AI tool fluency
5%
5
Claude for customer-interview analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T5-PE1 is benchmarked against Stanford's Steve Blank Lean LaunchPad, Stanford d.school's Design Thinking + Customer Discovery, MIT's Founder's Journey + Disciplined Entrepreneurship (Bill Aulet), and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Lean Startup
Eric Ries
Crown Business, 2011 — foundational
2011
All
The Four Steps to the Epiphany
Steve Blank
K&S Ranch, 2013 (originally 2005)
2013
All
Disciplined Entrepreneurship
Bill Aulet
Wiley
2013
All
The Mom Test
Rob Fitzpatrick
Self-published, 2013 — essential for customer interviews
2013
All
Competing Against Luck
Clayton Christensen, Taddy Hall, Karen Dillon, David Duncan
HarperBusiness, 2016 — JTBD
2016
All
Zero to One
Peter Thiel, Blake Masters
Crown Business
2014
All
The Hard Thing About Hard Things
Ben Horowitz
HarperBusiness
2014
All
Indian Unicorn biographies (Razorpay, Zerodha, Zoho founder stories)
Various
Various publishers, recent
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
T5-PE2 develops fundraising + pitch + negotiation fluency. Students will: (a) map investor ecosystem from angel to growth + IPO, (b) construct compelling pitch decks across stages, (c) design financial models + projections with defensible assumptions, (d) analyse term sheets + negotiate founder-friendly terms, (e) prepare for due diligence across legal + financial + commercial + technical, and (f) manage cap-table + dilution + founder vesting across funding rounds.
RATIONALE
Indian startups raised $7-12B annually in 2023-25 across ~1000+ deals. Pre-seed (Antler, 8VC, Speciale Invest), seed (Sequoia/Peak XV, Lightspeed, Accel), Series A onwards (every major fund). Every founder must master fundraising craft: pitch deck design, investor targeting, term-sheet negotiation, due diligence preparation, founder-friendly terms vs investor-friendly terms. The difference between raising at $50M valuation vs $20M, between founder-friendly terms vs founder-destroying terms, often comes down to craft + leverage. T5-PE2 builds the fundraising + pitch + negotiation fluency: investor ecosystem mapping (angel, seed, Series A-D, growth, IPO), pitch deck construction, financial model + projection design, term sheet analysis, negotiation craft, due diligence preparation, post-money + dilution math, founder vesting + cap-table management.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
MAP investor ecosystem from angel + seed → Series A-D → growth → IPO including Indian + global VC, sectoral focus, ticket sizes.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PSO2 (H): Industry fluency
CO2BTL 5 · Create
CONSTRUCT compelling pitch decks across stages (pre-seed, seed, Series A-C, growth) tailored to investor type + sector.
PO3 H · PO4 H · PSO1 H
Mapping rationale
PO3 (H): Communication
PO4 (H): Critical thinking
PSO1 (H): Apply functional
CO3BTL 4 · Apply
BUILD financial models + projections including TAM-SAM-SOM, unit economics, cohort retention, growth assumptions, scenario modelling.
PO5 H · PO4 H · PSO1 H
Mapping rationale
PO5 (H): Analytical
PO4 (H): Critical thinking
PSO1 (H): Apply functional
CO4BTL 5 · Evaluate
ANALYSE term sheets including valuation, dilution, liquidation preferences, control rights, anti-dilution, founder vesting + identify founder-friendly vs investor-friendly terms.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO4 (H): Critical thinking
PSO2 (H): Industry fluency
CO5BTL 4 · Apply
PREPARE for due diligence across legal (incorporation, IP, contracts), financial (audits, GST, taxes), commercial (customer references), technical (code reviews, architecture).
Indian SaaS bootstrap journey: Zoho + Postman + BrowserStack alternatives
Indian SaaS founders sometimes bootstrap + only raise late: Zoho (no raise), Postman (Series A 2017 after 6 years), BrowserStack (Series A 2018 after 6 years).
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
AI in due diligenceAnthropic + OpenAI + Glean enabling AI-augmented DD: financial analysis, contract review, customer reference synthesis.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Complete Fundraising Package for Real Indian Venture
Student teams (2-3) take their T5-PE1 venture (or new one). Produce: investor target list (20+ matched VCs), pitch deck (stage-appropriate), financial model (5-year + scenarios), term sheet negotiation strategy, DD data room structure, cap-table model. Deliver pitch to industry-practitioner panel (investors + founders + lawyers).
VC firm visits + founder interactions anchor real fundraising practice.
ALM-25Brainstorming with Structured ConvergenceWeeks 3 and 8 (2 sessions, 90 min)
Product-led brainstorming. Phase 1 prompts focus on Jobs-to-be-Done framings. Phase 3 selects ideas that feed directly into the next sprint cycle. Required: every idea must include a falsifiable assumption.
ALM-20Role-Play (Standard)Weeks 4-7 (4 sessions, 90 min each)
Investor pitch role-plays. Students rotate as founder, VC partner, and observer across 4 scenarios: seed pitch with no traction, Series A pitch with mixed metrics, hostile competing-offer negotiation, post-due-diligence term-sheet pushback. 20-min pitch + 20-min Q&A + 10-min debrief. Live VC alumni judge 2 of the 4 sessions.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Investor ecosystem + stages + ticket sizes
Razorpay funding reading
Team + venture + target list
Investor mapping
Mapping submission
Week 2
Pitch deck structure across stages
Razorpay discussion
Pitch deck v1
Deck construction
Deck v1
Week 3
Slide content + storytelling + design
Bootstrap vs VC reading
Deck iteration
Deck critique
Deck v2
Week 4
TAM-SAM-SOM + unit economics
Bootstrap discussion
Financial model start
TAM-SAM-SOM analysis
Mid-term + TAM analysis
Week 5
Revenue + cohort + projections
D2C IPO reading
Financial model v1
Financial model lab
Model submission
Week 6
Scenario + capital efficiency + burn multiple
D2C IPO discussion
Complete model
Scenario modelling
Scenario analysis
Week 7
Term sheet structure + valuation methods
Fintech term sheet reading
Term sheet strategy
Term sheet analysis
Term sheet exercise
Week 8
Liquidation + anti-dilution + control
Fintech + SaaS reading
Negotiation strategy
Negotiation role-play
Negotiation simulation
Week 9
DD process + data room + readiness
BharatPe + cap table reading
DD data room
Data room design
DD submission
Week 10
Cap table + dilution + ESOP + secondaries
BharatPe + cap table discussion
Cap table model
Cap table modelling
Cap table submission
Week 11
Reverse-flip + pre-IPO + cleanup
Final discussions
Final iteration
Capstone consolidation
Pre-final review
Week 12
Integration + future of Indian fundraising
Final discussions
Final pitch + panel
Final pitches
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
15%
15
Best 4 of 7.
Practical experiments + role-plays
15%
15
Heavy practice-based.
Capstone fundraising package + pitch
25%
25
Complete package + investor pitch.
AI tool fluency
5%
5
Claude for deck critique + model analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T5-PE2 is benchmarked against Stanford GSB's Entrepreneurial Finance, Harvard Business School's Venture Capital + Private Equity, Wharton's Entrepreneurial Finance, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Venture Deals
Brad Feld, Jason Mendelson
Wiley, 2019 — essential for founders
2019
All
The Founder's Dilemmas
Noam Wasserman
Princeton University Press
2012
All
Secrets of Sand Hill Road
Scott Kupor
Portfolio, 2019 — VC perspective
2019
All
Mastering the VC Game
Jeffrey Bussgang
Portfolio
2010
All
Pitch Anything
Oren Klaff
McGraw-Hill
2011
All
The Pitch Deck Book
Tim Hughes, Christian Stadil
Self-published
2017
All
Angel + The Cold Start Problem
Jason Calacanis + Andrew Chen
HarperCollins, 2017 + Harper Business
2017
All
Indian VC books (Inc42 + YourStory + Founder Stories publications)
Various
Recent
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
40 min · 40 marks · covers Modules 1-3, Applied fundraising scenario
Section A — Short answer: 6 × 4 marks (Modules 1-3) Section B — Case analysis: 1 × 16 marks (Applied fundraising scenario)
END-TERM EXAM
75 min · 75 marks · covers All 6 modules, Integrated fundraising + negotiation + cap-table scenarios
Section A — Short answer: 9 × 3 marks (All 6 modules) Section B — Case analysis: 2 × 24 marks (Integrated fundraising + negotiation + cap-table scenarios)
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Crossing the Chasm
Geoffrey Moore
HarperBusiness
2014
All
Predictable Revenue
Aaron Ross, Marylou Tyler
PebbleStorm
2011
All
The Challenger Sale
Matthew Dixon, Brent Adamson
Portfolio
2011
All
Spin Selling
Neil Rackham
McGraw-Hill, 1988 — foundational
1988
All
From Impossible to Inevitable
Aaron Ross, Jason Lemkin
Wiley
2016
All
Monetizing Innovation
Madhavan Ramanujam, Georg Tacke
Wiley, 2016 — pricing
2016
All
The Pricing Roadmap
Ulrik Lehrskov-Schmidt
Wiley
2024
All
Product-Led Growth
Wes Bush
ProductLed Press
2019
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Build systems that scale. Hire A-players. Stay sane through the journey.
T5-PE4 develops scaling + team-building + wellbeing fluency. Students will: (a) design organisational structures + operational rigor for scaling (OKRs, rituals, dashboards), (b) execute talent density + A-player hiring + performance management, (c) preserve + evolve culture from 10 to 1000+ people, (d) navigate founder transitions including Founder/CEO scaling, board governance, succession, (e) build founder wellbeing including mental + physical health, family dynamics, burnout prevention, and (f) understand Indian-context founder realities + support systems.
RATIONALE
Founding is one challenge; scaling is another entirely. The skills that get a venture to PMF + Series A often don't get it to Series C + IPO. Operational rigor, organisational design, talent density, culture preservation, founder evolution + wellbeing all become critical. Many promising Indian ventures stall at scale because founders cannot transition from doer-of-everything to architect-of-systems. Equally important: founder mental health, physical health, family dynamics are systematically under-discussed but make-or-break for long-term venture success. T5-PE4 builds scaling + team-building + wellbeing fluency: org design at scale (Helping Founders Lead, Tribal Leadership), operational rigor (OKRs, rituals, dashboards), talent density + hiring (A-player obsession, performance management), culture preservation + evolution, founder transition (Founder/CEO scaling), and the Indian-context founder wellbeing realities (family dynamics, social expectations, mental-health stigma, burnout, isolation).
02 Course outcomes (BTL 3–5)
CO1BTL 5 · Design
DESIGN organisational structures + operational rigor including OKRs, rituals, dashboards, decision-making frameworks for scaling 10 → 1000+ people.
PO1 H · PO2 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO2 (H): Decision-making
PSO1 (H): Apply functional
CO2BTL 4 · Apply
EXECUTE talent density + A-player hiring including ICP definition, sourcing, structured interviews, references, offer negotiation.
PO6 H · PO1 H · PSO2 M
Mapping rationale
PO6 (H): Teamwork
PO1 (H): Apply business
PSO2 (M): Industry fluency
CO3BTL 5 · Evaluate
PRESERVE + EVOLVE culture from founding stage through scale including rituals, values articulation, performance management, accountability.
BUILD founder wellbeing including mental + physical health, family + relationship dynamics, burnout prevention, support systems.
PO7 H · PO2 M · PSO2 H
Mapping rationale
PO7 (H): Ethical conduct
PO2 (M): Decision-making
PSO2 (H): Industry fluency
CO6BTL 5 · Evaluate
NAVIGATE Indian-context founder realities including family expectations, marriage + parenting during venture, mental-health stigma, founder community support.
PO7 H · PSO2 H
Mapping rationale
PO7 (H): Ethical conduct
PSO2 (H): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Scaling decisions (org design, hiring, culture, founder evolution, wellbeing) determine whether Indian ventures grow from Series A to IPO or stall + collapse. Founder wellbeing IS a strategic decision affecting venture longevity + outcomes.
🌍SDG anchors
SDG 3Good Health and Well-beingLinked to: CO5, CO6
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Scaling + Wellbeing Plan for Real Indian Venture (or Personal)
Students individually (or as scaling teams) take a real Indian venture context (post-PMF). Produce: organisational design + operational rigor, A-player hiring playbook, culture preservation plan, founder transition + governance plan, founder wellbeing plan, Indian-context realities navigation. Final deliverable includes personal-development plan for own founder journey (or simulated). Present to industry-practitioner panel (scaled founders + executive coaches + investors).
WEEKLY MILESTONES
Week 2: Team + venture context + scaling assessment
Week 4: Org design + OKRs + rituals
Week 6: Hiring playbook + culture plan
Week 8: Founder transition + governance
Week 10: Founder wellbeing + Indian-context plan
Week 12: Final scaling + wellbeing plan + presentation
FINAL DELIVERABLE
Scaling playbook + wellbeing plan + personal development plan + 15-min presentation
EVALUATION
Org design (20%), hiring + culture (20%), transition + governance (15%), wellbeing (15%), Indian-context (10%), personal plan (10%), presentation (10%)
06 10 weekly practical experiments
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Org design workshop for 200-person scaling venture
Org design workshop for 200-person scaling venture
W2
OKR + rituals design exercise
OKR + rituals design exercise
W3
A-player hiring playbook workshop
A-player hiring playbook workshop
W4
Structured interview design + practice
Structured interview design + practice
W5
Culture preservation workshop
Culture preservation workshop
W6
Performance management framework design
Performance management framework design
W7
Founder transition planning exercise
Founder transition planning exercise
W8
Board governance design
Board governance design
W9
Founder wellbeing self-assessment + plan
Founder wellbeing self-assessment + plan
W10
Indian-context support system mapping
Indian-context support system mapping
07 Active Learning Methods used
Targeted set — 2 ALMs used across the trimester, chosen for tight fit with this course's learning outcomes.
Difficult conversations (firing, founder splits, board interactions) practiced through role-play.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Scaling phases + org design
Razorpay scaling reading
Team + context
Org design workshop
Org design submission
Week 2
OKRs + operating rhythms + dashboards
Razorpay discussion
OKR + rituals design
OKR design
OKR submission
Week 3
Talent density + ICP + sourcing
Zomato founder reading
Hiring playbook
Hiring playbook
Playbook submission
Week 4
Structured interviews + offer + closing
Zomato discussion
Interview design
Interview design
Mid-term + Interview design
Week 5
Culture preservation + values + rituals
Mental health reading
Culture plan
Culture workshop
Culture submission
Week 6
Performance management + calibration
Mental health discussion
Culture + PM design
PM framework
PM exercise
Week 7
Founder/CEO transitions + board
Female founders reading
Transition plan
Transition planning
Transition submission
Week 8
Co-founder dynamics + departures + succession
Female founders + co-founder reading
Governance design
Board governance
Governance design
Week 9
Founder mental + physical health + family
Co-founder + culture reading
Wellbeing plan
Wellbeing self-assessment
Wellbeing plan
Week 10
Indian founder realities + community
Culture + Tata reading
Indian-context plan
Support system mapping
Support mapping
Week 11
Tata + Indian conglomerate succession
Tata discussion
Final iteration + personal plan
Capstone consolidation
Pre-final
Week 12
Integration + future of Indian founding
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
15%
15
Best 4 of 7.
Practical experiments + reflection
15%
15
Continuous craft + self-reflection.
Capstone scaling + wellbeing plan
25%
25
Real venture + personal development.
AI tool fluency
5%
5
Claude for org design + reflection.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T5-PE4 is benchmarked against Stanford GSB's High-Growth Company Leadership, Harvard Business School's Scaling Up + Founder Leadership, Wharton's Organizational Behavior + Scaling, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Scaling Up
Verne Harnish
Gazelles
2014
All
High Output Management
Andrew Grove
Vintage, 1983 (1995 reprint) — foundational
1983
All
Measure What Matters
John Doerr
Portfolio, 2018 — OKRs
2018
All
Who
Geoff Smart, Randy Street
Ballantine, 2008 — A-player hiring
2008
All
The Founder's Dilemmas
Noam Wasserman
Princeton
2012
All
Reboot
Jerry Colonna
Harper Business, 2019 — founder mental health
2019
All
The Mindful Founder
Aaron Hurst, Anand Iyer
Self-published
2023
All
Atlas of the Heart
Brené Brown
Random House, 2021 — emotional vocabulary for founders
2021
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Strategy consulting craft (frameworks, MECE, hypothesis-driven) IS the discipline of strategic decision-making. Every framework choice, every decomposition, every recommendation is a strategic decision the consultant + executive own.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO6
Indian consulting industry (Rs 25,000 cr+, CO6) employs 50,000+ consultants serving Indian + global clients. SDG 8 decent-work agenda served through quality consulting careers + IT exports.
🌱ESG integration · extends Module 6: Indian Strategy Realities
BRSR Core ESG integration into strategy frameworks: top 500 listed Indian companies by FY 2026-27.
Indian family business strategy + governance + succession dynamics.
Regulatory strategy: anticipating Indian policy changes (GST, DPDP, sector-specific).
Indian government-industry partnerships: PLI schemes, Make in India, infrastructure.
Indian regional + cultural strategy considerations.
Additional hours: 1.5 hours added
Rationale: Indian strategy realities differ significantly from Western — family-business governance + regulatory navigation + regional dynamics require explicit consideration.
Case extensionAdd BRSR Core ESG + family-business + regulatory strategy case studies.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude (strategy critique + synthesis) + McKinsey/BCG/Bain frameworks reference. Defining 2026 Indian consulting workflow.
Claude (or ChatGPT)Strategy critique + synthesisModule 5
Workflow:Use Claude as adversarial reviewer: 'critique this MECE decomposition', 'find weaknesses in hypothesis tree', 'pressure-test strategic recommendation'.
Deliverable:Framework application to Indian listed company
⟶Indian + global frontier 2025-26 · what to track
AI in strategy consulting (BCG GPT-4 study)BCG 2023 study: 40% productivity boost on tasks. McKinsey QuantumBlack + BCG Gamma + Bain Vector building AI consulting practices.
BRSR Core ESG integration into strategyTop 500 listed Indian companies by FY 2026-27 mandatory ESG disclosure.
Indian regulatory uncertainty as strategic dimensionGST, DPDP Act, sector-specific rapid evolution makes regulatory anticipation a core strategy skill.
India family-business strategy + governanceTata Sons, Birla, Bajaj, Mahindra family-business strategy demonstrating distinctive Indian governance patterns.
Indian consulting firm expansionTCG, Tata Strategic, Aranca, Avalon — Indian consulting firms growing alongside McKinsey + BCG + Bain India practices.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Strategic Recommendation for Real Indian Listed Company
Student teams (2-3) take a real Indian listed company facing strategic question. Conduct: framework analysis + MECE decomposition + hypothesis-driven problem-solving + scenario planning + executive synthesis + India-context realities. Present consulting-grade recommendation to industry-practitioner panel (consultants + executives + investors).
Consulting-track instantiation. Teams of 4 receive an actual MBB engagement letter (anonymised) describing a real client situation. They produce a 12-slide recommendation deck in 2 weeks, present to a panel of consulting alumni acting as CXOs, then learn what the real engagement actually recommended and the outcome 18 months later.
ALM-20Role-Play (Standard)Weeks 4 and 9 (2 sessions, 90 min each)
Consulting partner-client conversation role-plays. Scenarios: kickoff with a sceptical CEO, mid-engagement scope-change conversation, presenting an unwelcome recommendation to a steering committee. Triads rotate. 15-min prep + 20-min role-play + 10-min debrief. Practitioner partners from MBB alumni network observe 1 session.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why frameworks + Porter 5 Forces + generic
Tata diversification reading
Team + company + question
Multi-framework analysis
Framework analysis
Week 2
Ansoff + BCG + McKinsey 7S + value chain
Tata discussion + Reliance Jio reading
Framework analysis
Issue tree construction
Issue tree submission
Week 3
MECE principle + issue trees + decomposition
Reliance Jio discussion
MECE decomposition
MECE critique
MECE exercise
Week 4
Hypothesis-driven approach + tree design
HUL BCG reading
Hypothesis tree
Hypothesis tree
Mid-term + Hypothesis exercise
Week 5
80/20 + analysis design + workplan
HUL discussion
Analysis plan
Workplan design
Workplan
Week 6
Scenario planning methodology + Shell
Fintech regulatory reading
Analysis execution
Scenario workshop
Scenario submission
Week 7
Strategic options + real options + decision trees
Fintech discussion
Scenario design
Options analysis
Options exercise
Week 8
Pyramid principle synthesis (revisited)
McKinsey project reading
Synthesis start
Synthesis exercise
Synthesis submission
Week 9
Recommendation craft + implementation roadmap
McKinsey + Family business reading
Recommendation design
Memo + deck design
Memo + deck
Week 10
Indian family business + regulatory + ecosystem
Family business + ITC reading
India context
India-context mapping
India mapping
Week 11
Indian consulting market + careers
ITC discussion
Final iteration
Capstone consolidation
Pre-final review
Week 12
Integration + future of strategy consulting
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments + craft
10%
10
Continuous lab.
Capstone strategic recommendation
25%
25
Real Indian listed company strategic question.
AI tool fluency
5%
5
Claude for strategy critique + synthesis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T6-PE1 is benchmarked against Harvard Business School's Strategy + General Management cases, Stanford GSB's Strategy Beyond Markets, MIT Sloan's Strategic Management of Technology + Innovation, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Competitive Strategy
Michael Porter
Free Press, 1980 — foundational
1980
All
Good Strategy Bad Strategy
Richard Rumelt
Crown Business
2011
All
Playing to Win
A.G. Lafley, Roger Martin
Harvard Business Review Press
2013
All
The McKinsey Way
Ethan Rasiel
McGraw-Hill
1999
All
The McKinsey Mind
Ethan Rasiel, Paul Friga
McGraw-Hill
2001
All
Bulletproof Problem Solving
Charles Conn, Robert McLean
Wiley, 2018 — McKinsey method
2018
All
The Pyramid Principle
Barbara Minto
Minto International
2009
All
Scenarios: The Art of Strategic Conversation
Kees van der Heijden
Wiley
2005
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Indian market data sources: ICRA + CRISIL + RBI + NITI Aayog + industry associations (CII, FICCI, NASSCOM, SIAM)
Value-chain mapping: from raw materials/inputs → production → distribution → end-customer
Indian sectoral value chains: BFSI (deposits-lending-investment), automotive (OEM-tier1-tier2-dealer), e-commerce (manufacturer-platform-logistics-consumer)
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Industry deep-dive + market-entry + growth-strategy decisions define multi-decade trajectories. Walmart-Flipkart $16B entry, Reliance Retail expansion, Tata Steel European retreat each represent multi-billion-dollar strategic decisions.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO5, CO6
ESG-DD in M&A: increasingly standard in Indian + global transactions.
BRSR Core implications for Indian listed acquirers + acquirees.
Just-transition considerations: workforce + community impact in transformation.
Indian sustainability sectors: renewable energy, electric mobility, agritech opportunities.
PLI schemes: Rs 1.97 lakh cr across 14 sectors enabling Indian manufacturing.
Additional hours: 1.5 hours added
Rationale: Indian growth + entry opportunities increasingly require ESG integration + just-transition + government incentive understanding.
Case extensionAdd ESG-DD + just-transition + PLI sector entry case studies.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Claude (industry analysis + entry critique) + CapitaLine/Bloomberg (industry data).
Claude (or ChatGPT)Industry analysis + strategy critiqueModule 5
Workflow:Use Claude for industry-research synthesis, competitive analysis, entry-mode comparison, growth-vector analysis.
Skill built:AI-augmented industry + strategy analysis
Deliverable:Industry deep-dive + entry strategy with Claude critique
CapitaLine + Bloomberg + ICRA + CRISILIndustry data + researchModule 1
Workflow:Indian industry data: market sizing, company financials, competitive intelligence, regulatory landscape.
Skill built:Indian industry research fluency
Deliverable:Industry deep-dive on Indian sector
⟶Indian + global frontier 2025-26 · what to track
PLI scheme sectoral opportunitiesRs 1.97 lakh cr PLI across 14 sectors creating new entry opportunities.
India + reverse-flip unicorn IPO wavePhonePe, Razorpay reverse-flipped 2024. Indian IPO wave 2023-26.
Indian semiconductor mission$10B+ India Semiconductor Mission + Tata Group/Vedanta investments creating new Indian high-tech industrial entry opportunity.
Indian Q-commerce category creationZepto, Blinkit, Instamart 10-minute delivery creating new retail category.
Indian renewable + electric mobility transformationTata Group, Reliance, Mahindra, Adani investing $100B+ in renewable + EV.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Industry Deep-Dive + Entry/Growth Strategy for Real Indian Sector
Student teams (2-3) take a real Indian industry + growth/entry question. Produce: industry deep-dive (sizing, value chain, competitors, regulation), customer segmentation, growth-vector analysis, entry mode selection, full strategy design with sequencing + risk + India-context. Present consulting-grade recommendation to industry-practitioner panel (strategy consultants + executives + sector experts).
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Industry deep-dive + TAM-SAM-SOM
Reliance Retail reading
Team + industry
Sizing exercise
Sizing submission
Week 2
Value-chain + competitive intelligence
Reliance discussion
Deep-dive start
Value-chain mapping
Value-chain submission
Week 3
Customer segmentation + Indian NCCS
Walmart-Flipkart reading
Deep-dive completion
Segmentation workshop
Segmentation
Week 4
JTBD + needs analysis + persona
Walmart-Flipkart discussion
Segmentation
JTBD for sector
Mid-term + JTBD
Week 5
Growth vectors + Three Horizons (McKinsey)
Maruti-Suzuki JV reading
Growth-vector design
Growth vectors
Vectors submission
Week 6
Portfolio allocation + risk-return
Maruti discussion
Allocation analysis
Allocation modelling
Allocation submission
Week 7
Entry modes + selection trade-offs
D2C tier-2/3 reading
Entry mode choice
Mode selection
Mode exercise
Week 8
M&A + JV + partnership + licensing
D2C + Tata Steel reading
Strategy design
FDI regulatory navigation
Regulatory exercise
Week 9
Strategy design + sequencing + risk
Tata Steel + fintech Bharat reading
Risk analysis
Risk + scenarios
Risk submission
Week 10
Indian context + tier-1/2/3 + channels
Fintech Bharat + ITC reading
India context
Tier strategy mapping
Tier mapping
Week 11
Indian regulatory + talent + partnerships
ITC discussion
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of Indian entry + growth
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments
10%
10
Continuous lab.
Capstone industry + entry/growth strategy
25%
25
Real Indian sector + growth question.
AI tool fluency
5%
5
Claude for industry analysis + critique.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T6-PE2 is benchmarked against Harvard Business School's Industry Analysis + Competitive Strategy, Stanford GSB's Strategic Management, Wharton's Mergers + Acquisitions + Partnerships, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Profit From the Core
Chris Zook, James Allen
Harvard Business Review Press, 2010 — Bain growth
2010
All
Beyond the Core
Chris Zook
Harvard Business Review Press
2004
All
Mergers and Acquisitions: A Practical Guide
Joseph Bower
Harvard Business Review Press
2018
All
Strategy + Business cases (PwC + Strategy&)
Various
Periodic
All
India Inc.'s Business History
Various Indian business historians
Various
All
The Lords of Strategy
Walter Kiechel
Harvard Business School Press
2010
All
Hidden Champions of the 21st Century
Hermann Simon
Springer
2009
All
India's New Capitalists
Harish Damodaran
Permanent Black
2008
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
T6-PE3 develops operations-transformation fluency. Students will: (a) apply cost-out frameworks including zero-based, activity-based, benchmarking, (b) deploy lean + Six Sigma methods including DMAIC + value-stream mapping, (c) optimise service-delivery operations across channels + touchpoints, (d) design working-capital improvement programs (DSO/DPO/DIO), (e) manage large transformation programs with governance + milestones + change management, and (f) navigate Indian-context operations realities.
RATIONALE
Operations transformation is a large slice of Indian consulting work: cost-out programs, manufacturing efficiency, supply-chain redesign, service-delivery optimisation, working-capital improvement, lean + Six Sigma deployments. Indian listed companies (Tata Steel, Maruti, ICICI Bank, HDFC, Asian Paints) routinely engage consultants for Rs 100-1000 cr transformation programs. Done well, these programs deliver 10-30% cost reduction + 20-50% service improvement. Done poorly, they destroy morale + don't deliver. T6-PE3 builds the operations-transformation fluency: cost-out frameworks (zero-based, activity-based, benchmarking), lean + Six Sigma (DMAIC, value-stream mapping), service-delivery optimisation, working capital programs (DSO/DPO/DIO), program management for large transformations, change management, and Indian-context realities (labour laws, MSME ecosystem, distribution complexity).
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Apply
APPLY cost-out frameworks including zero-based budgeting, activity-based costing, benchmarking, value engineering.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO5 (H): Analytical
PSO1 (H): Apply functional
CO2BTL 4 · Apply
DEPLOY lean + Six Sigma methods including DMAIC (Define-Measure-Analyse-Improve-Control), value-stream mapping, kaizen.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO5 (H): Analytical
PSO1 (H): Apply functional
CO3BTL 4 · Apply
OPTIMISE service-delivery operations across channels + touchpoints + customer experience.
PO1 H · PO4 H · PSO2 M
Mapping rationale
PO1 (H): Apply business
PO4 (H): Critical thinking
PSO2 (M): Industry fluency
CO4BTL 4 · Apply
DESIGN working-capital improvement programs including DSO (receivables), DPO (payables), DIO (inventory), cash conversion cycle.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO5 (H): Analytical
PSO1 (H): Apply functional
CO5BTL 5 · Evaluate
MANAGE transformation programs including governance, milestones, change management, capability building.
PO1 H · PO2 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO2 (H): Decision-making
PSO2 (H): Industry fluency
CO6BTL 5 · Evaluate
NAVIGATE Indian-context operations including labour laws + MSME ecosystem + distribution complexity + regional variations.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PSO2 (H): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 4 hr
Cost-Out Frameworks
TOPICS
Zero-based budgeting (ZBB): build budget from zero each cycle, not incremental
Activity-based costing (ABC): assign costs to activities + products based on actual consumption
Benchmarking: vs competitors + best-practice + theoretical limits
Value engineering: design for function at lowest cost
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Operations transformation programs (Rs 100-1000 cr each at Indian listed companies) are among the largest strategic decisions executives undertake. Done well, they deliver 10-30% cost reduction. Done poorly, they destroy morale + don't deliver value.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO2, CO4
Indian D2C inventory + working capitalIndian D2C scale-up requires sophisticated inventory + working capital management.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Operations Transformation Plan for Real Indian Listed Company
Student teams (2-3) take a real Indian listed company + operations transformation question. Conduct: operational diagnostic + cost-out analysis + lean/Six Sigma + service-delivery + working-capital + program management design + Indian-context. Deliver consulting-grade transformation playbook to industry-practitioner panel.
WEEKLY MILESTONES
Week 2: Team + company + opportunity selection
Week 4: Cost-out + benchmarking analysis
Week 6: Lean + Six Sigma + service-delivery design
Week 8: Working-capital + program management
Week 10: India-context + change management
Week 12: Final transformation playbook + presentation
Change management conversations + workforce dynamics practiced through role-play.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why transformation + cost-out frameworks
Tata Steel reading
Team + company
ZBB workshop
ZBB submission
Week 2
ABC + benchmarking + value engineering
Tata Steel discussion
Cost-out analysis
ABC exercise
ABC submission
Week 3
Lean fundamentals + value-stream mapping
Maruti Production System reading
Lean design
VSM lab
VSM submission
Week 4
Six Sigma DMAIC + SPC
Maruti discussion
Six Sigma design
DMAIC exercise
Mid-term + DMAIC
Week 5
Service-delivery optimisation + journey mapping
ICICI Bank reading
Service redesign
Service blueprint
Blueprint submission
Week 6
Channel + omnichannel optimisation
ICICI discussion
Channel design
Channel analysis
Channel submission
Week 7
Working capital + cash conversion cycle
Asian Paints reading
Working-capital design
Working-capital plan
WC submission
Week 8
DSO/DPO/DIO + supply-chain finance
Asian Paints + D2C reading
SCF integration
SCF design
SCF submission
Week 9
Program management + Kotter + ADKAR
D2C + PSU reading
Program design
Program design
Program submission
Week 10
Indian labour + MSME + distribution
PSU + retail reading
India context
India mapping
India mapping
Week 11
PLI + sustainability + Indian transformation
Retail discussion
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of Indian transformation
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments
10%
10
Continuous lab.
Capstone transformation playbook
25%
25
Real Indian company transformation.
AI tool fluency
5%
5
Minitab + Claude for analysis.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T6-PE3 is benchmarked against Harvard Business School's Operations Strategy + Improvement, MIT Sloan's Operations Strategy + Lean Six Sigma, Wharton's Operations Management + Quality, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The Goal
Eliyahu Goldratt
North River Press, 2014 — foundational
2014
All
The Machine That Changed the World
James Womack, Daniel Jones, Daniel Roos
Free Press
2007
All
Lean Thinking
James Womack, Daniel Jones
Simon & Schuster
2003
All
The Lean Six Sigma Pocket Toolbook
Michael George, John Maxey, David Rowlands, Mark Price
McGraw-Hill
2005
All
Leading Change
John Kotter
Harvard Business Review Press
2012
All
The Heart of Change
John Kotter, Dan Cohen
Harvard Business Review Press
2002
All
The Toyota Way
Jeffrey Liker
McGraw-Hill
2003
All
Indian manufacturing case studies (CII + NASSCOM publications)
Various
Various
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Design the AI strategy. Redesign the org. Lead the change.
T6-PE4 develops digital + AI strategy fluency at consulting depth. Students will: (a) design AI strategies including value-pool identification + use-case prioritisation, (b) make capability decisions across build vs buy vs partner, (c) design digital + AI organisational structures (CoE, federated, embedded), (d) manage change for AI adoption including workforce transformation + capability building, (e) establish AI governance + responsible AI frameworks, and (f) navigate Indian-context digital + AI realities.
RATIONALE
Digital + AI strategy is the largest strategic-decision domain in 2026 for Indian listed companies + global enterprises. Every CEO + Board is asking: what should our AI strategy be? How do we redesign the org to capture AI value? How do we manage change at scale? Indian IT services (TCS, Infosys, Wipro, HCL Rs 13 lakh cr+ revenue collectively) face existential AI questions. Indian listed companies invest Rs 50,000 cr+ annually in digital + AI. Strategy consultants (McKinsey QuantumBlack, BCG Gamma, Bain Vector) build digital + AI capabilities. T6-PE4 builds the digital + AI strategy + org design + change management fluency at consulting depth: AI strategy frameworks, value-pool identification, capability building (build/buy/partner), digital + AI org design (centres of excellence, federated, embedded), change management for AI adoption, AI governance + responsible AI, and Indian-context realities (talent, regulation, data infrastructure).
02 Course outcomes (BTL 3–5)
CO1BTL 5 · Design
DESIGN AI strategy including value-pool identification, use-case prioritisation, business-case development.
PO1 H · PO10 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional
CO2BTL 5 · Evaluate
EVALUATE capability decisions across build (in-house), buy (vendor), partner (alliances) for AI + digital capabilities.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO4 (H): Critical thinking
PSO2 (H): Industry fluency
CO3BTL 5 · Design
DESIGN digital + AI organisational structures including Centre of Excellence (CoE), federated, embedded, hub-and-spoke models.
PO1 H · PO6 M · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO6 (M): Teamwork
PSO1 (H): Apply functional
CO4BTL 4 · Apply
MANAGE change for AI adoption including workforce transformation, capability building, communication, resistance management.
PO1 H · PO3 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO3 (H): Communication
PSO2 (H): Industry fluency
CO5BTL 5 · Evaluate
ESTABLISH AI governance + responsible AI frameworks including ethics, bias, transparency, accountability, regulatory compliance.
PO7 H · PO10 H · PSO2 M
Mapping rationale
PO7 (H): Ethical conduct
PO10 (H): Digital/AI fluency
PSO2 (M): Industry fluency
CO6BTL 5 · Evaluate
NAVIGATE Indian-context digital + AI realities including talent landscape, regulatory (DPDP Act, IT Rules), data infrastructure (DPI, ONDC, India Stack).
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PSO2 (H): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 4 hr
AI Strategy Design
TOPICS
Why AI strategy: AI as horizontal capability transforming every function (not just IT)
Value-pool identification: where can AI create the most value? Revenue + cost + risk dimensions
Indian listed company AI talent crisis: hiring + retention strategies
Indian listed companies compete for AI talent against global firms + Indian unicorns + global big-tech (Microsoft Hyderabad, Google Bangalore). Compensation + culture battles.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Digital + AI strategy is the largest strategic-decision domain in 2026 for Indian listed companies. Every CEO + Board asks: what should our AI strategy be? Indian IT services (Rs 13 lakh cr+ revenue) face existential AI questions. Indian listed companies invest Rs 50,000 cr+ annually in digital + AI.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO1, CO6
AI strategy (CO1) + Indian DPI integration (CO6) builds India's innovation infrastructure.
SDG 8Decent Work and Economic GrowthLinked to: CO4
Change management + workforce transformation (CO4) protects + reskills 5M+ Indian IT workers through AI transition.
🌱ESG integration · extends Module 5: AI Governance + Responsible AI
BRSR Core ESG-G AI governance: AI risk + ethics + bias + compliance disclosure.
EU AI Act + US AI Executive Order extraterritorial implications.
DPDP Act 2023 AI implications: consent, transparency, automated decision-making rights.
Workforce transformation just-transition: Indian IT services 5M+ workers AI evolution.
Responsible AI procurement: vendor due diligence on safety + bias + privacy.
Additional hours: 2 hours added
Rationale: AI governance + responsible AI + workforce transition are core strategic dimensions.
Case extensionAdd Indian IT services workforce + DPDP AI + EU AI Act case studies.
🤖AI-augmented practice · 3 specialised tools (cap protects against tool-overwhelm)
Three tools (3-tool AI-native exception) — Claude + GPT + Indic LLMs (Sarvam/AI4Bharat). Comprehensive AI strategy fluency for Indian consultants 2026.
Claude (Anthropic)AI strategy + critique partnerModule 1
Workflow:Use Claude for AI strategy design, capability analysis, use-case prioritisation, adversarial review.
Skill built:Anthropic Claude fluency for strategy consulting
Deliverable:AI strategy + Claude critique iteration
GPT-4/5 (OpenAI)AI strategy alternativeModule 2
Workflow:Compare GPT outputs vs Claude on same prompts. Understand capability + reliability + cost differences.
Skill built:Multi-LLM fluency + comparison
Deliverable:Claude vs GPT comparison on AI strategy tasks
Sarvam AI or AI4Bharat (Indic LLMs)Indian-context AI toolsModule 6
Skill built:Indic LLM fluency for India-context AI strategy
Deliverable:Indic LLM strategic positioning + use case analysis
⟶Indian + global frontier 2025-26 · what to track
AI consulting maturationMajor consulting firms built AI practices to $1B+ revenue 2023-26.
Indian IT services AI transformationTCS, Infosys, Wipro, HCL Rs 13 lakh cr revenue facing AI productivity revolution.
Indic LLM ecosystem Series A waveSarvam Series A 2024 ($41M), Krutrim (Ola), AI4Bharat (IIT Madras).
India DPI + AI integrationAadhaar + UPI + DigiLocker + ONDC + AI use cases growing.
DPDP Act + EU AI Act + India enterprise complianceCreating complex AI compliance for Indian enterprises.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Digital + AI Strategy + Org + Change for Real Indian Listed Company
Student teams (2-3) take a real Indian listed company. Design: AI strategy + use cases, build-buy-partner decisions, org design + talent, change management + workforce, AI governance + responsible AI, Indian-context navigation. Deliver consulting-grade digital + AI transformation plan to industry-practitioner panel (CIOs + CTOs + Chief AI Officers + transformation consultants).
WEEKLY MILESTONES
Week 2: Team + company + AI strategy scoping
Week 4: Value-pool + use-case prioritisation
Week 6: Build-buy-partner + org design
Week 8: Change management + workforce plan
Week 10: AI governance + Indian context
Week 12: Final transformation plan + presentation
FINAL DELIVERABLE
30-page transformation plan + 25-slide deck + 15-min presentation
EVALUATION
AI strategy (20%), build-buy-partner (15%), org design (15%), change management (15%), governance (15%), India context (10%), presentation (10%)
06 10 weekly practical experiments
One experiment per week (weeks 1–10) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
AI value-pool identification workshop
AI value-pool identification workshop
W2
Use-case prioritisation matrix construction
Use-case prioritisation matrix construction
W3
Build-buy-partner decision framework
Build-buy-partner decision framework
W4
AI vendor evaluation exercise
AI vendor evaluation exercise
W5
Org design workshop: CoE vs federated
Org design workshop: CoE vs federated
W6
AI talent strategy + retention design
AI talent strategy + retention design
W7
Change management for AI adoption
Change management for AI adoption
W8
Workforce transformation planning
Workforce transformation planning
W9
AI governance framework design
AI governance framework design
W10
Indian DPI + Indic LLM integration strategy
Indian DPI + Indic LLM integration strategy
07 Active Learning Methods used
Balanced mix — 4 ALMs across the trimester covering discussion, building, and reflection modes.
The deepest CXO Replay: a 3-week investigation. Teams reconstruct a documented CXO decision (e.g., from BS magazine or HBR cases on Indian leaders), interview a practitioner who has been in similar situations, and write a 15-page paper analysing the decision through 3 strategic lenses. Counts 30% of internal grade.
ALM-10Multimedia Branching Case SimulationWeeks 5 and 9 (2 sessions, 90 min each)
Strategy + AI change-management branching. Scenarios: rolling out GenAI across a 5000-person services firm (6 sequential decisions across 18 months), organisational restructure to enable digital strategy, AI-vendor selection with vendor-lock-in trade-offs. Each path scored on talent retention + speed + cost outcomes.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Why AI strategy + value-pools
Reliance Jio AI reading
Team + company + scoping
Value-pool workshop
Value-pool submission
Week 2
Use-case prioritisation + business case
Reliance discussion
Use-case prioritisation
Prioritisation matrix
Matrix submission
Week 3
Build vs buy vs partner decisions
TCS + Infosys AI reading
BBP decisions
Build-buy-partner framework
BBP exercise
Week 4
AI vendor ecosystem + Indian vendors
TCS + Infosys discussion
Vendor strategy
Vendor evaluation
Mid-term + Vendor evaluation
Week 5
Org design: CoE vs federated vs embedded
ICICI AI reading
Org design
Org design workshop
Org design submission
Week 6
AI talent + CAIO + retention
ICICI discussion
Talent strategy
Talent strategy
Talent submission
Week 7
Change management for AI + workforce
Indic LLMs reading
Change management
Change plan
Change plan
Week 8
Workforce transformation + reskilling
Indic LLMs + talent crisis reading
Workforce design
Workforce plan
Workforce plan
Week 9
AI governance + responsible AI
Talent + DPDP-AI reading
Governance design
Governance framework
Governance submission
Week 10
Indian regulation + DPDP + EU AI Act
DPDP-AI + India Stack reading
Indian context
DPI integration strategy
DPI strategy
Week 11
Indian AI ecosystem + DPI + future
India Stack + future discussion
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of Indian digital + AI strategy
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments
10%
10
Continuous lab.
Capstone transformation plan
25%
25
Real Indian listed company AI transformation.
AI tool fluency
5%
5
Claude + GPT + Indian AI tools for strategy critique.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T6-PE4 is benchmarked against MIT Sloan's Digital Strategy + AI Strategy, Stanford GSB's AI in Business + AI Strategy, Wharton's AI for Business Strategy, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Competing in the Age of AI
Marco Iansiti, Karim Lakhani
Harvard Business Review Press
2020
All
Prediction Machines
Ajay Agrawal, Joshua Gans, Avi Goldfarb
Harvard Business Review Press
2018
All
Power and Prediction
Ajay Agrawal, Joshua Gans, Avi Goldfarb
Harvard Business Review Press
2022
All
Human + Machine
Paul Daugherty, James Wilson
Harvard Business Review Press, 2018 (2024 update)
2018
All
AI Superpowers
Kai-Fu Lee
Houghton Mifflin Harcourt
2018
All
The AI-First Company
Ash Fontana
Portfolio
2021
All
Co-Intelligence
Ethan Mollick
Portfolio, 2024 — practical AI adoption
2024
All
Indian AI reports (NASSCOM, McKinsey India + BCG India + Bain India annual AI reports)
Various
Recent
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Pre-requisites: D4 GenAI + LLMs, E9 Business Model Design, T5-PE1 Founder Mindset (recommended)
01 Objective & rationale
Identify AI use cases. Strategise AI products. Build defensible advantages.
T7-PE1 develops AI product strategy fluency. Students will: (a) understand AI product mental models including model capabilities + limitations + economics, (b) identify + prioritise AI use cases using impact-feasibility frameworks, (c) measure AI product-market fit signals including reliability + adoption + retention, (d) distinguish AI product strategy from traditional, (e) build AI moats + defensibility (data flywheels, distribution, integration, switching costs), and (f) navigate Indian-context AI product opportunities + constraints.
RATIONALE
AI Product Management has become a distinct discipline 2023-26. AI products are different from traditional products: non-deterministic outputs, evolving capabilities, novel user-experiences, trust + safety considerations, evaluation challenges, fast-changing underlying models. India has emerging AI product builders: Sarvam AI (Indic LLMs), Krutrim (Ola's AI), AI4Bharat (IIT Madras), Yellow.ai (conversational AI), Haptik (acquired by Jio), plus enterprise AI inside Reliance, Tata, Infosys, ICICI. Indian SaaS companies (Postman, Freshworks, Zoho) are integrating AI throughout. T7-PE1 builds AI product strategy fluency: AI product mental models (Karpathy, Pichai, Mollick), use-case identification + prioritisation, AI-product-market fit signals, AI vs traditional product strategy differences, AI moats + defensibility (data, distribution, integration), and Indian-context AI product opportunities.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE AI product mental models including model capabilities (reasoning, multimodal, agentic), limitations (hallucination, context, cost), and economic trade-offs.
PO4 H · PO10 H · PSO1 H
Mapping rationale
PO4 (H): Critical thinking
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional
CO2BTL 5 · Evaluate
PRIORITISE AI use cases using impact-feasibility frameworks including value capture, technical feasibility, AI suitability, organisational readiness.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO4 (H): Critical thinking
PSO1 (H): Apply functional
CO3BTL 4 · Analyse
MEASURE AI product-market fit signals including reliability metrics, adoption curves, retention, NPS, organic growth.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional
CO4BTL 4 · Analyse
DIFFERENTIATE AI vs traditional product strategy including non-determinism, evaluation, fast-changing models, novel UX paradigms.
PO4 H · PO10 H · PSO1 H
Mapping rationale
PO4 (H): Critical thinking
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional
CO5BTL 5 · Design
BUILD AI moats including data flywheels, distribution advantage, deep integration, switching costs, network effects.
PO1 H · PO4 H · PSO2 M
Mapping rationale
PO1 (H): Apply business
PO4 (H): Critical thinking
PSO2 (M): Industry fluency
CO6BTL 5 · Evaluate
NAVIGATE Indian-context AI product opportunities including Indic LLMs, DPI integration, vernacular markets, B2B SaaS, regulatory constraints.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PSO2 (H): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 4 hr
AI Product Mental Models
TOPICS
AI product paradigm shift: deterministic → probabilistic, code → prompts + models, features → behaviours
Model landscape 2026: GPT-4/5, Claude Opus/Sonnet/Haiku, Gemini 2 Pro/Ultra, Llama 3.1/4, Mistral, DeepSeek, Indic LLMs (Sarvam, AI4Bharat)
Capability boundaries: what current LLMs do well + poorly
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
AI Product Strategy is THE strategic decision-making domain for AI-native ventures. Every choice (which use case, which model, build vs API, defensibility play) has multi-year strategic consequences.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO6
Indian AI product opportunities (CO6) — Indic LLMs + DPI + vernacular markets + government — build India's AI innovation infrastructure.
🌱ESG integration · extends Module 6: Indian AI Product Opportunities
Responsible AI product design from inception.
DPDP Act AI implications: consent, transparency, automated-decision rights.
Indian vernacular inclusion: serving 22 languages + dialects + literacy levels.
Indian rural + tier-2/3 AI access: low-bandwidth + voice-first + mobile-first.
Indian government AI partnerships: PM Gati Shakti, ONDC, Aadhaar + AI use cases.
Additional hours: 1.5 hours added
Rationale: Indian AI products must serve Bharat (700M+ rural + tier-2/3 users) responsibly + inclusively.
Case extensionAdd Indian agriculture AI + government AI + vernacular inclusion case studies.
🤖AI-augmented practice · 3 specialised tools (cap protects against tool-overwhelm)
Three tools (3-tool AI-native exception) — Claude + GPT + Indic LLMs (Sarvam/AI4Bharat).
Claude (Anthropic) — hands-on AI PMAI PM workflow + strategy critiqueModule 1
Workflow:Hands-on Claude API usage: capability testing, prompt engineering, agentic workflows.
AI product pitches + customer conversations + investor Q&A practiced through role-play.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
AI product paradigm + model landscape
Sarvam reading
Team + opportunity
Model analysis
Model analysis
Week 2
Capability boundaries + economics + Indic LLMs
Sarvam discussion
Capability mapping
Indic LLM lab
Indic LLM eval
Week 3
Use-case categories + identification
Krutrim reading
Use-case identification
Use-case workshop
Use-cases submission
Week 4
Prioritisation + impact × feasibility
Krutrim discussion
Prioritisation
Prioritisation matrix
Mid-term + Matrix
Week 5
AI PMF + reliability metrics + retention
D2C customer service reading
PMF design
PMF framework
PMF submission
Week 6
Evaluation paradigm + AI evals
D2C discussion + ICICI reading
Eval framework
Eval framework lab
Eval submission
Week 7
AI vs traditional + non-determinism + UX
ICICI BFSI discussion
Build-vs-API
Build-vs-API matrix
Decision matrix
Week 8
AI moats + defensibility
SaaS AI reading
Moat strategy
Moat workshop
Moat submission
Week 9
Data flywheels + distribution + integration
SaaS AI + agritech reading
Indian opportunity map
Indian AI opportunities
Opportunity map
Week 10
Indian AI landscape + Indic LLMs + DPI
Agritech + government reading
Indic integration
Indic LLM integration
Integration strategy
Week 11
Indian regulatory + DPDP + future AI products
Government AI discussion
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of AI product strategy
Final discussions
Final + panel
Capstone presentations
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
20%
20
Best 4 of 7.
Practical experiments + builds
10%
10
Continuous AI lab.
Capstone AI product strategy
20%
20
Real Indian AI opportunity.
AI tool fluency (3-tool AI-native exception)
10%
10
Claude + GPT + Indic LLM hands-on fluency.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T7-PE1 is benchmarked against Stanford GSB / d.school's AI Products + Strategy, MIT Sloan's AI Strategy + Product Development, Stanford CS329S's Machine Learning Systems Design, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Co-Intelligence
Ethan Mollick
Portfolio, 2024 — foundational AI product thinking
2024
All
Prediction Machines (2nd edition)
Ajay Agrawal, Joshua Gans, Avi Goldfarb
Harvard Business Review Press
2022
All
Power and Prediction
Ajay Agrawal, Joshua Gans, Avi Goldfarb
Harvard Business Review Press
2022
All
The AI Product Manager's Handbook
Irene Bratsis
Packt
2023
All
Designing Machine Learning Systems
Chip Huyen
O'Reilly
2022
All
AI Engineering
Chip Huyen
O'Reilly
2024
All
The Hundred-Page Machine Learning Book
Andriy Burkov
Self-published
2019
All
Indian AI reports (NASSCOM, McKinsey India, BCG India 2024-25)
Various
Recent
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Pre-requisites: D4 GenAI + LLMs, T7-PE1 AI Product Strategy
01 Objective & rationale
Engineer prompts that work. Architect RAG that retrieves. Orchestrate agents that act.
T7-PE2 develops hands-on AI engineering fluency for product managers. Students will: (a) apply prompt engineering principles + advanced techniques (CoT, few-shot, structured output, role-prompting), (b) architect Retrieval-Augmented Generation (RAG) systems including chunking + embeddings + retrieval + re-ranking, (c) build agentic workflows with tool use + multi-step planning + computer use, (d) implement evaluation + iteration loops, (e) handle cost + latency + reliability trade-offs, and (f) apply to Indian-context use cases (vernacular, DPI integration, enterprise).
RATIONALE
Prompt engineering, Retrieval-Augmented Generation (RAG), and agentic workflows are the three core technical disciplines for AI Product Managers in 2026. Every Indian AI product — Sarvam, Krutrim, Yellow.ai, ICICI Bank AI, TCS Mfdf, Indian D2C customer service AI — rests on these three pillars. Done well, they create reliable + capable + cost-efficient AI products. Done poorly, they generate hallucinations + frustration + churn. T7-PE2 builds the hands-on technical fluency Indian AI PMs need: prompt engineering principles + advanced techniques (chain-of-thought, few-shot, structured output), RAG architecture + implementation (chunking, embeddings, vector stores, retrieval, re-ranking), agentic workflows (tool use, multi-step, computer use, browser agents), evaluation + iteration, and Indian-context applications (vernacular + DPI + enterprise integration).
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Apply
APPLY prompt engineering including system prompts, role-prompting, few-shot examples, structured output, prompt chaining.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every prompt design, RAG architecture, agent workflow IS a strategic technical choice with consequences for reliability + cost + scalability + user experience.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO3, CO6
AI engineering as distinct disciplineChip Huyen's 'AI Engineering' book + emergence of AI engineering roles.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Build End-to-End AI Product with Prompts + RAG + Agents
Student teams (2-3) build a functional AI product for an Indian use case. Implement: prompt engineering layer, RAG over real Indian dataset, agentic workflow, evaluation + monitoring, cost + latency optimisation, vernacular support. Demo to industry-practitioner panel (AI engineers + PMs + founders).
WEEKLY MILESTONES
Week 2: Team + use case + architecture design
Week 4: Prompt engineering + structured output working
Week 6: RAG implementation working
Week 8: Agentic workflow working
Week 10: Evaluation + Indian-context features
Week 12: Final product + demo
FINAL DELIVERABLE
Working AI product (deployable) + architecture doc + 15-min live demo
The most rigorous instantiation: 4-week studio with weekly 2-hour labs. Covers prompt engineering as a measurement discipline — students build evaluation harnesses, compare model families (GPT-5, Claude 4.5, Gemini 2), measure cost vs quality, and produce a published prompt library. Counts 30% of course grade.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Prompt engineering foundations + system prompts
Prompt caching reading
Team + architecture
Prompt lab
Prompt submission
Week 2
Role-prompting + few-shot + structured output
Prompt caching discussion + computer use reading
Prompt layer
Structured output lab
Few-shot exercise
Week 3
Chain-of-Thought + self-consistency + ReAct
Computer use discussion
Advanced prompts
CoT lab
CoT submission
Week 4
Prompt caching + extended thinking + adversarial
ICICI RAG reading
Cost optimisation
Caching experiments
Mid-term + Caching exercise
Week 5
RAG architecture + chunking + embeddings
ICICI discussion
RAG implementation
RAG lab
RAG submission
Week 6
Retrieval methods + re-ranking + RAG eval
Yellow.ai + Haptik reading
RAG eval + tuning
Re-ranking lab
Re-ranking exercise
Week 7
Tool use + function calling + agent architectures
Yellow.ai + Haptik discussion + Sarvam reading
Agent design
Tool use lab
Tool use submission
Week 8
Multi-step agents + computer use + error handling
Sarvam vs OpenAI hands-on
Agent implementation
Multi-step agent build
Agent submission
Week 9
Evaluation: manual, LLM-as-judge, A/B testing
D2C agent reading
Evaluation
Eval suite design
Eval submission
Week 10
Vernacular AI + DPI integration + Indian use cases
D2C + agriculture AI reading
Indian context features
Vernacular + DPI lab
Vernacular submission
Week 11
Indian regulation + DPDP + future of agents
Agriculture discussion
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of AI engineering
Final discussions
Final demo + Q&A
Capstone demos
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
15%
15
Best 4 of 7.
Practical experiments + builds
15%
15
Heavy coding + experimentation.
Capstone AI product build
20%
20
Working AI product with all components.
AI tool fluency (3-tool AI-native exception)
10%
10
Claude + GPT + LangChain/LlamaIndex hands-on.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T7-PE2 is benchmarked against Stanford CS336's LLMs from Scratch, Andrew Ng / DeepLearning.AI's Prompt Engineering for Developers + RAG specialization, fast.ai's Practical Deep Learning + AI applications, and others.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Prompt Engineering for Generative AI
James Phoenix, Mike Taylor
O'Reilly
2024
All
Building LLMs for Production
Louis-François Bouchard, Louie Peters
Towards AI
2024
All
AI Engineering
Chip Huyen
O'Reilly, 2024 — foundational
2024
All
LangChain Cookbook + LlamaIndex Documentation
Open-source contributors
Continuously updated
All
Generative AI with LangChain
Ben Auffarth
Packt
2023
All
Designing Machine Learning Systems
Chip Huyen
O'Reilly
2022
All
Hands-On Large Language Models
Jay Alammar, Maarten Grootendorst
O'Reilly
2024
All
Anthropic + OpenAI documentation (cookbooks)
Anthropic + OpenAI
Continuously updated
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Design AI UX users trust. Build safety they don't see. Evaluate continuously.
T7-PE3 develops AI UX + trust + safety + evaluation fluency. Students will: (a) design AI UX across paradigms (chat, agentic, ambient, embedded), (b) build trust + transparency mechanisms (confidence indicators, citations, explanations), (c) implement safety + guardrails against jailbreaks + prompt injection + harmful content + privacy violations, (d) execute evaluation methodologies (manual + automated + LLM-as-judge), (e) deploy monitoring + observability for production AI products, and (f) navigate Indian-context UX + trust + safety realities.
RATIONALE
AI products live or die on user experience + trust + safety. Indian users encounter AI products with skepticism: 'will it work in my language?', 'will it understand my context?', 'is my data safe?', 'can I trust this output?'. Indian D2C customer service AI fails when it hallucinates; Indian fintech AI fails when it makes confident wrong lending decisions; Indian agritech AI fails when farmer queries don't get useful answers. T7-PE3 builds the AI UX + trust + safety + evaluation fluency: AI UX paradigms (chat, agentic, ambient, embedded), trust + transparency design, safety + guardrails (jailbreaks, prompt injection, harmful content), evaluation methodologies (manual + automated + LLM-as-judge), monitoring + observability, and Indian-context realities (DPDP Act compliance, vernacular UX, low-bandwidth + mobile-first).
02 Course outcomes (BTL 3–5)
CO1BTL 5 · Design
DESIGN AI UX across paradigms including chat interfaces, agentic flows, ambient experiences, embedded AI in traditional UI.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every UX choice, every safety guardrail, every evaluation methodology IS strategic with implications for user trust + adoption + business risk.
🌍SDG anchors
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO3, CO5
LLM-Agents hackathon. Teams of 3 build a working agentic workflow (multi-step planner + tool-use) for a defined business task. 36-hour window starts Friday 6 PM. Demos Sunday morning to an industry-judge panel from KLBS partners (Microsoft, OpenAI India, Sarvam AI). Working agent + code repo + 3-min video. 25% of course grade.
ALM-10Multimedia Branching Case SimulationWeeks 6 and 9 (2 sessions, 90 min each)
AI product trust/safety branching. Scenarios: handling a hallucination-caused user harm, deciding when to ship vs hold an AI feature, navigating a regulator inquiry about model bias. Each branch unlocks new evidence about user impact, regulatory exposure, and competitor moves.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
AI UX paradigms + conversational design
ChatGPT + Claude UX reading
Team + UX choice
UX prototyping
UX prototype
Week 2
Agentic + ambient + embedded UX
ChatGPT + Claude discussion
UX design
Conversational design
Conversation design
Week 3
Trust + transparency + citations
Perplexity reading
Trust mechanisms
Trust UX
Trust UX submission
Week 4
Confidence + error handling + fallbacks
Perplexity discussion
Trust integration
Error handling design
Mid-term + Fallback design
Week 5
Safety taxonomy + jailbreaks
Anthropic safety reading
Red-team test
Red-team lab
Red-team submission
Week 6
Content filtering + privacy + compliance
Anthropic + BFSI failure reading
Safety pipeline
Safety pipeline
Safety submission
Week 7
Manual evals + LLM-as-judge + pairwise
BFSI failure discussion + misinformation reading
Eval suite
Eval suite design
Eval submission
Week 8
A/B testing AI + regression suites + EDD
Misinformation + DPDP reading
Eval iteration
LLM-as-judge prompts
LLM-judge submission
Week 9
Observability + tracing + cost monitoring
DPDP + vernacular UX reading
Observability
Observability setup
Observability submission
Week 10
Vernacular + DPDP + Indian regulatory
Vernacular UX discussion
India context
DPDP compliance audit
DPDP audit
Week 11
Indian misinformation + safety + future
Final discussions
Final iteration
Capstone consolidation
Pre-final
Week 12
Integration + future of responsible AI
Final discussions
Final demo + Q&A
Capstone demos
End-term + Capstone
09 Evaluation plan
Component
Weight
Marks
What it evaluates
Mid-term
15%
15
Modules 1-3.
End-term
25%
25
All 6 modules.
Case studies (×4)
15%
15
Best 4 of 7.
Practical experiments + red-teaming
15%
15
Heavy hands-on + safety testing.
Capstone product + eval + red-team
20%
20
AI product with full UX + safety + eval.
AI tool fluency (3-tool AI-native exception)
10%
10
Claude + GPT + LangSmith/eval tools hands-on.
Global certification mapping: —
Pass requirement:
10 Benchmarking vs national + global universities
T7-PE3 is benchmarked against Stanford HAI + d.school's Human-Centered AI Design, Anthropic + OpenAI + Google Responsible AI teams's Industry safety + alignment research, MIT CSAIL's AI Safety + Robustness, and others.
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Price AI products. Sell to enterprises. Scale through channels.
T7-PE4 develops AI product GTM + pricing + enterprise sales fluency. Students will: (a) design AI pricing including usage-based + value-based + hybrid models, (b) execute enterprise AI sales cycles including buyer education + champions + DD, (c) navigate AI-specific RFPs + procurement + security + compliance reviews, (d) build channel + partner strategies including system integrators + hyperscaler marketplaces, (e) measure AI product adoption + expansion + retention, and (f) navigate Indian-context AI GTM including regulatory + vernacular + tier dynamics.
RATIONALE
AI products have distinctive GTM realities: usage-based pricing (vs flat SaaS), longer enterprise sales cycles (trust + DD), procurement complexity (IT, legal, security, compliance approvals), data residency requirements, fast-evolving capabilities making buyer education essential. Indian AI products (Sarvam B2B, Yellow.ai, Haptik, Mu Sigma, Fractal Analytics) navigate these realities. Indian SaaS companies adding AI (Postman + AI, Freshworks Freddy, Zoho Zia) re-engineer GTM. Global AI products entering India (OpenAI, Anthropic, Microsoft Copilot, Google Gemini Enterprise) adapt for Indian markets. T7-PE4 builds AI product GTM + pricing + enterprise sales fluency: usage-based + value-based pricing for AI, enterprise AI sales cycles + DD + procurement, AI-specific RFPs + security + compliance reviews, channel + partner strategies, and Indian-context AI GTM (regulatory, vernacular, tier-1/2/3, channel + system integrator).
02 Course outcomes (BTL 3–5)
CO1BTL 5 · Design
DESIGN AI pricing including usage-based, value-based, per-seat, per-output, tiered, hybrid models with cost + margin analysis.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business
PO5 (H): Analytical
PSO1 (H): Apply functional
CO2BTL 4 · Apply
EXECUTE enterprise AI sales cycles including buyer journey, multi-stakeholder selling, technical evangelism, ROI articulation, champions, pilots.
PO1 H · PO3 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO3 (H): Communication
PSO2 (H): Industry fluency
CO3BTL 4 · Apply
NAVIGATE AI procurement + DD + security + compliance reviews including SOC 2, ISO 27001, data residency, model evaluations.
PO1 H · PO10 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO10 (H): Digital/AI fluency
PSO2 (H): Industry fluency
CO4BTL 4 · Design
BUILD channel + partner strategies including system integrators (TCS, Infosys, Accenture), hyperscaler marketplaces (AWS, Azure, GCP), Indian SI partners.
PO1 H · PO6 M · PSO2 H
Mapping rationale
PO1 (H): Apply business
PO6 (M): Teamwork
PSO2 (H): Industry fluency
CO5BTL 4 · Analyse
MEASURE AI product adoption + expansion + retention including activation metrics, time-to-value, NRR (Net Revenue Retention), usage-based renewal economics.
PO5 H · PO10 H · PSO1 H
Mapping rationale
PO5 (H): Analytical
PO10 (H): Digital/AI fluency
PSO1 (H): Apply functional
CO6BTL 5 · Evaluate
NAVIGATE Indian-context AI GTM including regulatory (DPDP, sector-specific), vernacular markets, tier-1/2/3 channels, government + PSU sales.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business
PSO2 (H): Industry fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 5 hr · P: 4 hr
AI Pricing Design
TOPICS
Why AI pricing is different: variable cost (per-token), variable value (per use case)
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every pricing choice, every enterprise sales motion, every channel decision IS strategic with multi-year revenue + market consequences for AI products.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO4, CO6
Indian SI partnerships (CO4) + Indian AI GTM (CO6) build Indian AI services exports.
Direct India-context applicability with current 2024-26 cases
Built-in 2026 Frontier section (SDG, ESG, AI tools, contemporary topics)
Capstone project linked to real industry deliverable
Curated AI-tool exposure (capped to avoid overwhelm)
▸ FOR CONTINUOUS IMPROVEMENT
Continuous refresh of frontier topics as the field evolves
Expansion of case library with newest Indian deals + decisions
Strengthen alumni-led guest sessions for industry currency
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Crossing the Chasm
Geoffrey Moore
HarperBusiness, 2014 — applies to AI
2014
All
Predictable Revenue
Aaron Ross, Marylou Tyler
PebbleStorm
2011
All
The Challenger Sale
Matthew Dixon, Brent Adamson
Portfolio
2011
All
From Impossible to Inevitable
Aaron Ross, Jason Lemkin
Wiley
2016
All
Monetizing AI
Various AI commercial leaders
Industry publications, 2024-25
2024
All
Selling AI: Field Guide for Enterprise AI Sales
Industry leaders
Various
All
Product-Led Growth
Wes Bush
ProductLed Press, 2019 — PLG for AI
2019
All
Indian AI ecosystem reports (NASSCOM, Inc42, YourStory annual)
Various
Annual
All
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Model the company. Value the deal. Build the pitch.
T1-PE1 develops Investment Banking analyst-grade fluency. By trimester end, students will: (a) build a full 3-statement financial model (P&L, Balance Sheet, Cash Flow) with full integration, (b) run DCF valuation with WACC, terminal value, sensitivity, (c) construct comparable-companies + precedent-transactions valuation tables, (d) execute a basic LBO model with sources + uses + returns analysis, (e) build a full pitchbook with all standard sections (executive summary, market overview, target analysis, valuation football field, transaction precedent, financing structure), and (f) navigate Indian IB practice norms (DRHP analysis, due-diligence framework, deal-team dynamics).
RATIONALE
Financial modelling + valuation + pitchbook craft is THE Investment Banking analyst skill set. Every entry-level analyst at Kotak Investment Banking, JM Financial, Avendus, Spark Capital, Axis Capital, Edelweiss, ICICI Securities, IIFL, Ambit, JM Financial, Goldman Sachs Mumbai, Morgan Stanley Mumbai, JP Morgan Mumbai, Citi Mumbai, Bank of America Mumbai is expected to build 3-statement models, run DCF + comp + precedent valuations, construct pitchbooks within 30-60 days of joining. Indian IB activity is at a peak: $80B+ M&A volume in 2024, ~$17B IPO raise in FY24, $30B+ PE deployment annually, large QIPs + secondary placements monthly. T1-PE1 develops the analytical + production skills that turn a corporate-finance student into a first-week IB analyst. Heavy lab time (3 hrs/week) means students will build 4-5 full models + 2 full pitchbooks over the trimester — material directly comparable to what new analysts ship at top Indian IB firms.
02 Course outcomes (BTL 3–5)
CO1BTL 5 · Create
BUILD a full three statement financial model with integrated profit and loss, balance sheet, and cash flow.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 5 · Create
RUN DCF valuation with WACC computation, terminal value methods, sensitivity tables, and scenario analysis.
PO1 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
CONSTRUCT comparable companies and precedent transactions valuation tables, commonly known as the football field.
PO1 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO4BTL 5 · Create
EXECUTE a basic LBO model covering sources and uses of funds, with returns analysis.
PO1 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Create
BUILD a full pitchbook with all standard sections suitable for a real Indian investment banking meeting.
PO1 H · PO3 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Communication and presentation
PSO2 (H): Industry and real world fluency
CO6BTL 4 · Analyse
NAVIGATE Indian investment banking practice norms including DRHP filing, due diligence framework, and deal team dynamics.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Deal-team dynamics: associates, VPs, MDs, sector vs product roles
Indian IB firm landscape: bulge-bracket vs mid-tier vs boutique
Indian IB compensation + career trajectory + lifestyle reality
Indian IB ethics + insider information protocols
Indian IB recruitment process: campus + lateral
Tools DRHP samples · Indian IB firm websites · Industry interviews + alumni
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 3 · CO1, CO2, CO3
Reliance Jio Pre-IPO Valuation — The $100B Question
Reliance Jio attracted $25B+ in 2020 strategic investments (Facebook, Google, KKR, Vista, General Atlantic, Silver Lake, Mubadala) at valuations ranging $60B-$110B. The bankers' valuation methodologies (DCF + comparable + precedent) all influenced the negotiated values. Students build the full valuation suite + analyse each method's result + reconcile via football field.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4, Mod 5 · CO1, CO2, CO3, CO4, CO5
Tata-Air India Acquisition Valuation (2021)
Tata Sons acquired Air India in Jan 2022 for Rs 18,000 crore (cash + assumed debt). The deal involved complex valuation: distressed airline assets, Rs 15,300 cr legacy debt, brand value, slot value, fleet value. Sole bidder Tata's strategic rationale + valuation methodology + post-deal integration plan provide a textbook case of complex Indian M&A valuation.
DATA / SOURCES
GoI Air India disinvestment documents
Tata Sons + Air India press releases + filings
Industry consultant reports (CAPA, ICAO)
DELIVERABLE
(a) Air India 3-statement model + restructuring plan, (b) DCF + asset-based valuation, (c) Strategic-synergy quantification, (d) 20-slide deal pitchbook.
Vishal Mega Mart LBO (2018 by Partners Group + Kedaara)
In 2018, Partners Group + Kedaara Capital acquired Vishal Mega Mart from TPG + Shriram Group for ~Rs 5,000 cr — one of India's larger retail LBOs. The deal used leverage, operational-improvement plan, expansion runway. By 2024, the company filed DRHP for IPO. Students build the LBO model + analyse returns + plan exit.
DATA / SOURCES
Vishal Mega Mart DRHP (2024)
Partners Group + Kedaara press releases
Industry retail research
DELIVERABLE
(a) Vishal LBO model with sources + uses, (b) Returns analysis (IRR, MOIC), (c) Exit-multiple sensitivity, (d) 15-slide exit-pitch deck for IPO.
Zomato's Rs 9,375 cr IPO (lead-managed by Kotak, Morgan Stanley, Credit Suisse, BofA Securities) introduced loss-making-internet-company valuation to Indian retail. The lead managers' pitchbook (preparation, banker presentations, valuation justification) set the template for subsequent unicorn IPOs (Nykaa, Paytm, PB Fintech). Students reconstruct the pitchbook structure + content.
DATA / SOURCES
Zomato DRHP + RHP
Sell-side initiating coverage post-IPO
Industry food-delivery research
DELIVERABLE
(a) Zomato comparable companies set (food delivery global + Indian internet comparable), (b) DCF + comparable football field, (c) 30-slide IPO pitchbook reconstructing the banker pitch.
EVALUATION
Comp set [20%], football field [25%], pitchbook structure [25%], content quality [20%], presentation [10%]. 50 marks.
Real-worldIndiaMod 1, Mod 2, Mod 3 · CO1, CO2, CO3
HDFC-HDFC Bank Merger Pitch (2022)
The HDFC-HDFC Bank merger (announced April 2022, completed July 2023) was India's largest M&A — a $40B reverse merger. Lead bankers: Morgan Stanley, Bank of America, Citi, JM Financial, Kotak. The pitchbook analysis includes: strategic rationale (housing-finance synergy), pre-merger financials (HDFC Ltd. + HDFC Bank), post-merger pro-forma, exchange ratio justification.
In May 2022, Adani Group acquired Holcim's India cement business (ACC + Ambuja) for $10.5B — including $6.5B equity + $4B debt. The deal made Adani Group India's 2nd-largest cement player overnight. Valuation methodology used Indian cement industry multiples, asset-based cross-check, synergy quantification. The case shows large-scale Indian M&A pricing.
Indian Internet IPO Valuation Wave (2021-22) — Reconstructed
Between July 2021 and Nov 2022, multiple Indian internet IPOs (Zomato, Paytm, Nykaa, PolicyBazaar, CarTrade, MapMyIndia, Devyani, Tracxn, Tega) used various valuation methodologies + investor narratives. Post-listing trajectories ranged from -75% to +100%. The case is a comparative analysis of Indian unicorn IPO methodologies.
DATA / SOURCES
Each company's DRHP + RHP
Post-listing performance data
Sell-side initiating coverage
DELIVERABLE
(a) Comparative valuation methodology table for 8 IPOs, (b) Post-listing performance review, (c) Lessons + 'right way to price' framework, (d) 15-page memo.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
A financial model is never just numbers — every assumption is a strategic stance. Revenue-growth assumption signals belief about the business's runway. WACC choice signals belief about risk. Terminal-value methodology signals belief about competitive advantage durability. T1-PE1 trains students to defend every assumption as a strategic decision they would own in front of a senior banker at the IC.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO4, CO5
Pitchbook craft (CO4) and capital-raising recommendations (CO5) are anchored on financing real Indian industry and infrastructure transitions. Cases include renewables capex (ReNew, Greenko), semiconductor fabs (Tata Electronics), and EV-battery gigafactories — the actual deal pipeline of 2024-26 Indian IB.
Climate haircut to terminal value: how to incorporate transition-risk into long-term FCF assumptions for fossil-fuel-exposed companies.
Green-premium / brown-discount discussion in DCF: empirical evidence from Indian listed companies (refiners vs renewables).
Sustainability-linked covenants in DCF projections: model impact of step-up coupons under SLL terms.
Additional hours: 1.5 hours added to Module 2 lecture
Rationale: Bulge-bracket IBs in 2024-26 routinely apply transition-risk overlays in client pitches. Students need to model this credibly.
Case extensionMini-case: DCF for Reliance Industries with and without a 2040 fossil-fuel transition haircut — model the valuation gap.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Macabacus AI Mode (Excel financial-modelling AI add-in launched Mar 2024) and Excel Copilot. Both accelerate model-build but require expert review of every output. Claude assumed as the always-on general assistant.
Macabacus AI ModeFinancial-modelling accelerationModule 1
Workflow:Build a 3-statement model for an Indian listed mid-cap manually first. Then rebuild key sections using Macabacus AI Mode: '/build revenue schedule from FY18-FY24 10-K data', '/forecast working-capital lines based on historical ratios'. Identify where AI got it right, where it broke the financial-model integrity (circular refs, balancing the balance sheet).
Skill built:AI-accelerated model-build with rigorous integrity review
Deliverable:Manually-built model + AI-assisted version + integrity-comparison memo
Excel CopilotSpreadsheet productivityModule 3
Workflow:Use Copilot to generate the comparable-companies table: pull EV/EBITDA, EV/Sales, P/E for 8 Indian listed peers. Format the table to match elite-boutique standards. Identify formatting mistakes Copilot makes (number format, alignment, footnotes).
Deliverable:Comp set table in elite-boutique format
⟶Indian + global frontier 2025-26 · what to track
Macabacus AI Mode (launched Mar 2024): now standard add-in for IB analyst training at GS, MS, JPM, Lazard. Bulge-bracket India also onboarding.
Excel Copilot: rolling out 2024-25; selectively used by Indian-IB analysts for non-confidential prep.
FAST / SMART / SEMR modelling standards: best practices being codified by CFA Institute and the FAST Alliance.
Indian DRHP 2024-25 patterns: longer disclosures on data-protection (DPDP Act compliance), AI-risk factor inclusion, climate risk disclosure standardisation.
GIFT-IFSC fund-raise route: AIF Cat-I-II-III norms updated 2024; Indian PE / venture firms increasingly using GIFT-IFSC for $-fund-raises.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Full Pitchbook for a Real Indian Deal Opportunity
Each team of 3-4 students picks a real Indian deal opportunity (could be: an unlisted company exploring IPO, a listed company exploring strategic alternatives, a sector consolidation opportunity, a cross-border M&A target/acquirer). Build the full IB analyst deliverable: 3-statement model, DCF valuation, comparable + precedent valuation, optional LBO model, full 40-slide pitchbook. Present to a panel including a sitting Investment Banker (alumni or industry partner) — Director or VP level.
WEEKLY MILESTONES
Week 2: Deal opportunity defined + research brief approved
Week 4: 3-statement model 80% complete
Week 6: DCF valuation complete + sensitivity tables built
Week 8: Comparable + precedent + football field complete
Week 10: LBO model (if applicable) + financing analysis complete
60 students in computer lab. Hands-on model + slide construction work. Faculty + 3 TAs circulate. Student work shared on screen for class critique. ~3 hrs/week.
60 students horseshoe. Pre-class: real Indian deal pitchbooks (anonymised). In-class: pitchbook critique, alternative analysis approaches, decision rationale. Teams pitch. Faculty synthesises. ~75 min/case.
Mid-trimester guest: a sitting IB Director or VP from Indian IB firm (alumni). Walks through a recent deal (anonymised), the analytical work, the client-management challenges. 30-min talk + 60-min Q&A.
ALM-20Role-Play (Standard)Weeks 5 and 9 (2 sessions, 75 min each)
IB analyst-VP-MD interaction role-plays. Scenarios: pitchbook walkthrough where an MD challenges the valuation, client call where a CFO pushes back on fees, internal escalation about a slipping engagement. 15-min prep + 15-min role-play + 15-min debrief per scenario.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — P&L modelling fundamentals
—
Capstone team formation + deal-opportunity scoping
Module 6 — Indian IB practice norms + Capstone delivery
Indian Internet IPO Wave + Career Prep
Capstone presentations + IB panel
Capstone polish (ALM-12)
Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs) + Indian Internet IPO case (50 marks)
09 Evaluation plan
IB is learned by building. ~70% applied (capstone + cases + model assignments); ~30% theory + integration (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Real Indian deal analysis with full IB-grade deliverables
Capstone (Full Pitchbook for Real Indian Deal)
25%
100
End-to-end IB analyst deliverable with model + pitchbook
Modelling + pitchbook practicals (12 weekly)
12%
120
Hands-on Excel + PowerPoint fluency
Mid-term (Week 5)
11%
40
CO1-CO2 — 3-statement + DCF
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T1-PE1 is benchmarked against Wall Street Prep + Training the Street + Breaking Into Wall Street IB analyst training programs, NYU Stern Investment Banking practicum, IIM-A Investment Banking elective, CFA Institute Equity Investments + Corporate Finance. T1-PE1's differentiation: India-first case mix (Reliance Jio, Tata-Air India, HDFC merger, Adani Cement, Zomato IPO, Vishal Mega Mart LBO), Indian DRHP analysis, sitting Mumbai IB-banker panel for capstone, alignment with Indian IB recruitment expectations.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 T1-PE1
100%
Reference baseline. 6 modules + heavy lab + capstone.
Wall Street Prep IB Bootcamp
95%
Industry gold-standard. Strong overlap.
Topics in this syllabus but NOT in KL F1:
More US-specific deal cases
US-specific tax structuring
Rationale for KL omission:
US cases replaced with Indian (HDFC merger, Adani, Zomato, etc.).
NYU Stern IB Practicum
90%
MBA elective. Strong overlap.
Topics in this syllabus but NOT in KL F1:
Career-readiness program (different scope)
MBA-internship integration
Rationale for KL omission:
BBA-scale + Indian context.
IIM-A IB Elective
98%
PG MBA elective. Closely aligned.
Topics in this syllabus but NOT in KL F1:
More PE/private-investing nuance
Deeper M&A integration topics
Rationale for KL omission:
Those topics in T1-PE2 + T1-PE4.
Breaking Into Wall Street
92%
Industry training. Strong overlap.
Topics in this syllabus but NOT in KL F1:
More US-specific industry depth
Interview-prep modules
Rationale for KL omission:
US-specific replaced; interview prep separate.
▸ STRENGTH AREAS
India-first case mix — Reliance Jio, Tata-Air India, HDFC, Adani, Zomato, Vishal LBO
Sitting Mumbai IB banker panel for capstone evaluation
Alignment with Indian IB recruitment expectations (Kotak, JM, Avendus, Spark, Goldman Mumbai)
DRHP analysis + Indian regulatory context
Strong placement signal — typical entry roles: IB analyst, ER analyst, M&A associate, PE analyst
▸ FOR CONTINUOUS IMPROVEMENT
Advanced LBO mechanics (PIK, mezz, prep) deferred to T1-PE2
Sector-deep specialisation in T1-PE3 (Equity Research)
Detailed PE/VC mechanics in T1-PE4
Cross-border tax structuring covered in T1-PE2
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Investment Banking: Valuation, LBOs, M&A, and IPOs (3rd ed.)
Joshua Rosenbaum, Joshua Pearl
Wiley
2020
All 6 modules (the IB analyst bible)
Damodaran on Valuation (3rd ed.)
Aswath Damodaran
Wiley
2023
Modules 2, 3
Valuation: Measuring and Managing the Value of Companies (8th ed.)
McKinsey & Co. — Koller, Goedhart, Wessels
Wiley
2023
Modules 1, 2, 3
Financial Modeling (5th ed.)
Simon Benninga
MIT Press
2023
Module 1
The Indian Banker's Handbook on Investment Banking
Anil Lamba
AIM Books
2023
Module 6 (Indian IB context)
Mergers, Acquisitions, and Corporate Restructurings (8th ed.)
Patrick A. Gaughan
Wiley
2023
Modules 4, 5 (preview for T1-PE2)
Pitchbook: The Insider's Guide to Investment Banking Pitchbooks
Multiple banker authors
Various
2020+
Module 5
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b, 1c — CO1; 2a, 2b — CO2.
PART B — Modelling Problem (25 marks): Given P&L + BS extracts for an Indian listed company. Sub-Q: (a) Build BS roll-forward — CO1 (8 marks), (b) Build DCF model + sensitivity — CO2 (12 marks), (c) Critique a sample model — CO1-CO2 (5 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a, 2b — CO2; 3a, 3b — CO3; 4a — CO4; 5a — CO5; 6a — CO6.
PART B — Valuation Football Field Problem (24 marks): Given DCF + comp + precedent data for an Indian deal scenario, construct football field + recommend valuation range. CO2 + CO3.
PART C — Deal Pitch Problem (27 marks): Outline a 10-slide pitchbook for a described Indian deal opportunity — including LBO structure where applicable. CO4 + CO5 + CO6.
Strategise the deal. Engineer the structure. Execute the integration.
T1-PE2 develops deal-execution fluency. By trimester end, students will: (a) analyse M&A strategic rationale + deal-type fit (vertical, horizontal, conglomerate, financial), (b) navigate M&A process mechanics — bid/auction, deal-structuring, SPA negotiation, closing conditions, (c) quantify synergies (revenue, cost, financing) + integrate into valuation, (d) build advanced LBO models with multi-tranche debt + dividend recap + exit scenarios, (e) structure cross-border + tax-efficient deals using Indian + global frameworks, and (f) design post-merger integration roadmaps that capture deal value.
RATIONALE
M&A and Leveraged Buyouts are the high-stakes deal types that define the Investment Banking career. Indian M&A volume crossed $80B in 2024 — driven by HDFC-HDFC Bank ($40B), Adani-Holcim ($10.5B), Tata-BSNL, Vedanta restructuring, ICICI-CSPL, Tata-Air India follow-on, and dozens of mid-market deals. Indian PE/LBO activity hit $50B deployment in 2023-24 with KKR, Blackstone, Bain Capital, Carlyle, Apollo, TPG, Advent, Brookfield active. Every senior IB associate at Kotak, JM Financial, Avendus, Spark Capital, Goldman Sachs Mumbai, Morgan Stanley Mumbai, JP Morgan Mumbai — plus every PE associate at KKR India, Blackstone Mumbai, Bain Capital India, ChrysCapital, Multiples, Kedaara, Norwest, Sequoia (now Peak XV) — must execute M&A and LBO transactions with rigour. T1-PE2 takes students from T1-PE1's fundamentals to advanced deal execution: M&A process mechanics, synergy quantification, advanced LBO modelling (mezz, PIK, dividend-recaps), cross-border + tax structuring, post-merger integration. The capstone simulates an end-to-end M&A or LBO deal.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the strategic rationale and deal type fit of mergers and acquisitions for Indian corporate scenarios.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
NAVIGATE M and A process mechanics covering bid, structuring, share purchase agreement, closing, and Indian regulatory steps.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO3BTL 5 · Create
QUANTIFY synergies and integrate them into M and A valuation models.
Indian integration cases: HDFC-HDFC Bank, Tata-Air India, ACC-Ambuja-Adani
Top integration mistakes: cultural neglect, talent flight, customer disruption
Tools Integration playbooks · PMI case studies · Project plan templates
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 6 · CO1, CO2, CO3, CO6
HDFC-HDFC Bank Mega Merger ($40B) — India's Largest M&A
The HDFC Ltd-HDFC Bank merger (announced April 2022, completed July 2023) was India's largest M&A — a $40B reverse merger consolidating India's largest mortgage-finance + private-bank entities. The deal involved complex valuation (exchange ratio 42:25), regulatory approval (RBI, SEBI, CCI), and intricate post-merger integration. The case is the textbook Indian mega-merger study.
DATA / SOURCES
HDFC + HDFC Bank merger documents (April 2022 announcement)
RBI no-objection + SEBI approval + CCI clearance
FY24 + FY25 combined entity disclosures
DELIVERABLE
(a) 8-page strategic rationale memo, (b) Synergy quantification model with phasing, (c) Integration roadmap, (d) 15-slide deal-rationale pitch.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 4, Mod 5 · CO1, CO2, CO3, CO4, CO5
Adani Group Acquisition of Holcim India ($10.5B Cement Mega-Deal)
In May 2022, Adani Group acquired Holcim's India cement business (ACC + Ambuja) for $10.5B — making Adani India's 2nd-largest cement player overnight. The deal used $6.5B equity + $4B debt + Mauritius-based holding structure. Cross-border tax structuring, Indian regulatory approvals, post-deal integration all complex.
Real-worldIndiaMod 1, Mod 2, Mod 3, Mod 5, Mod 6 · CO1, CO2, CO3, CO5, CO6
Tata-Air India Acquisition (2022) — Strategic Turnaround Bet
Tata Sons acquired Air India from GoI in Jan 2022 for Rs 18,000 cr (cash + assumed debt). The deal involved distressed-asset valuation, complex regulatory pathway, post-deal turnaround with $4B+ commitment, integration with Vistara + AirAsia India. By 2024, Air India is the centre of Tata Group's aviation consolidation.
Valuation [25%], integration plan [25%], turnaround model [25%], roadmap [25%]. 50 marks.
Real-worldIndia + GlobalMod 1, Mod 2, Mod 5 · CO1, CO2, CO5
Walmart-Flipkart Acquisition ($16B) — India's Largest Inbound Tech Deal
In May 2018, Walmart acquired 77% of Flipkart for $16B — India's largest e-commerce M&A and largest inbound tech deal. The transaction had complex tax-structuring (Mauritius holding, $1.4B Indian tax withholding), regulatory navigation (CCI approval, FDI compliance), and ongoing strategic implications for Indian e-commerce.
Reliance-Future Retail Failed Deal (2020-2022) — When M&A Goes Wrong
In Aug 2020, Reliance Retail announced acquisition of Future Group's retail + logistics businesses for Rs 24,713 cr. Amazon (Future Coupons investor) blocked the deal through SIAC arbitration + Indian courts. After 2+ years of litigation, Future Retail went into insolvency (2022). The case is the textbook Indian failed-deal study + activist-shareholder dynamics.
DATA / SOURCES
Future Group press releases + court filings
Amazon SIAC + Indian court orders
Future Retail insolvency proceedings
DELIVERABLE
(a) Deal-blocker analysis: what went wrong, (b) Activist-shareholder dynamics analysis, (c) Lessons for Indian M&A defensive structuring, (d) 8-page memo.
In March 2019, L&T launched a hostile takeover bid for Mindtree (then ~Rs 11,000 cr IT-services company). L&T acquired 31% stake from a single shareholder, triggered SAST open offer for 26% more, and crossed 60% holding. Mindtree founders + employees resisted vocally. L&T proceeded + completed integration. The case is India's first true hostile takeover study + post-deal integration.
Hexaware Take-Private by Carlyle (2020) → Re-IPO (2024) — Full LBO Lifecycle
Carlyle Group took Hexaware private in 2020 from public listing for ~Rs 4,200 cr — a textbook Indian IT-services LBO. Capital structure: ~Rs 1,500 cr equity + ~Rs 2,700 cr debt. Operational improvements + market-cycle benefit + add-on acquisitions over 4 years. Re-IPO in 2024 at substantially higher valuation (~Rs 8,750 cr). The case shows full LBO lifecycle from take-private to re-IPO.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every M&A deal is a strategic decision contest — buy vs build, full acquisition vs JV, strategic vs financial buyer, all-cash vs stock vs mixed consideration. T1-PE2 frames the mechanics (LBO modelling, synergy quantification, integration) as analytical support for these strategic decisions. The student leaves the course able to defend a deal recommendation against a board's hardest 'why this, why now, why us' question.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO5
Post-merger integration (CO5) explicitly addresses employment-impact analysis: synergy quantification distinguishes between revenue synergies (growth-accretive, employment-protective) and cost synergies (often headcount reductions). Cases include HDFC-HDFC Bank merger (employment retention narrative) and Air India-Vistara (Tata-AirAsia VRS rollout).
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO2
M&A regulatory process (CO2) covers CCI anti-trust review, SEBI Takeover Code, SEBI ICDR Regs — the institutional architecture that enables fair dealing in Indian deal-making. Cases include CCI's pre-merger consultations and remedy negotiations (Holcim-Adani Ambuja-ACC remedies).
ESG-led due diligence: climate-transition risk, social-licence risk, governance-quality assessment as part of every DD checklist.
Climate-risk pricing in deal valuation: applying carbon-pricing scenarios to target's FCF projections.
Stranded-asset risk for fossil-heavy targets — how Indian PE buyers price this for thermal-power asset acquisitions.
Diversity-and-inclusion DD: board composition, workforce diversity, pay-gap analysis as DD line items.
Additional hours: 2 hours added to Module 3 lecture
Rationale: Goldman Sachs India, Morgan Stanley India, and elite boutiques (Avendus, JM Financial) now run dedicated ESG-DD workstreams on most large deals. Graduates joining 2026 must be fluent.
Case extensionMini-case: ESG-led DD on a hypothetical thermal-power asset acquisition — what's the climate haircut to your deal price?
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Kira Systems for contract / DD document review at scale (the M&A-specific AI workhorse), Claude for memo and IC-presentation drafting.
Kira Systems (or Luminance, both are AI contract-review platforms)AI-powered M&A due diligenceModule 2
Workflow:Use Kira (or Luminance) to ingest a sample data room of 100+ contracts: commercial agreements, employment contracts, leases, IP licenses. Extract key terms (assignment clauses, change-of-control triggers, termination rights, exclusivity periods). Build a DD findings report in 4 hours that would take a manual team 4 days.
Skill built:AI-accelerated contractual DD — Big-4 + elite-law-firm standard
Workflow:Draft the executive summary of an IC memo for a hypothetical Indian M&A deal. Submit to Claude: 'critique as a senior MD reviewing this memo before client meeting'. Iterate. Then ask Claude to convert the memo to a 12-slide IC deck outline. Review for completeness against standard IC-memo checklist.
Skill built:AI-assisted IC documentation that survives senior review
Deliverable:IC memo (v1, critique, v2) + IC deck outline
⟶Indian + global frontier 2025-26 · what to track
CCI Amendment Act 2023: introduces deal-value thresholds for notification (Rs 2,000 cr+), settles fast-track approval mechanisms, expands powers.
Indian PE secondaries market expansion: Kedaara Capital Secondary Fund, Multiples Fund III tail. New transaction structures.
NCLT delays reality: average insolvency-resolution timeline now 600+ days; LBO underwriting must factor regulatory drag.
Cross-border M&A reverse-flip: more Indian-origin startups domiciling back from US to India (Groww, PhonePe, Razorpay paths) — tax + IP implications.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
End-to-End M&A or LBO Simulation — Real Indian Target
Each team of 4 picks a real Indian deal scenario — either an M&A acquisition (e.g., potential consolidation in cement, retail, or pharma) or an LBO (e.g., take-private of an underperforming listed mid-cap). The team executes the full deal: strategic rationale, valuation + synergy quantification, deal structure + financing, regulatory + tax memo, integration plan (if M&A) or value-creation plan (if LBO), exit roadmap. Present to a panel including a sitting M&A Director or PE Principal from a top Indian firm (alumni or industry partner).
60 students in computer lab; hands-on M&A + LBO model + pitchbook construction. Faculty + 3 TAs circulate. Student work shared on screen for class critique. ~3 hrs/week.
60 students horseshoe. Pre-class: real Indian deal documents + pitchbooks (anonymised). In-class: deal analysis, alternative structures, integration challenges. Teams pitch. Faculty synthesises. ~75 min/case.
Mid-trimester guest: sitting M&A Director or PE Principal. Walks through real Indian deal (anonymised), structuring choices, integration challenges. 30-min talk + 60-min Q&A.
ALM-10Multimedia Branching Case SimulationWeeks 5 and 8 (2 sessions, 90 min each)
M&A negotiation branching. Scenarios: hostile takeover defence sequence (4 decisions), distressed-asset acquisition (5 decisions with antitrust + financing path), cross-border deal under FX volatility. Each branch unlocks new bidder behaviour, regulatory information, market reaction. Tied to live deal-negotiation frameworks.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Deal execution is learned by doing deals. ~70% applied (capstone + cases + model assignments); ~30% theory + integration (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Real Indian deal analysis with full IB-grade deliverables
Capstone (End-to-end M&A or LBO simulation)
25%
100
End-to-end deal execution
Modelling + structuring practicals (12 weekly)
12%
120
Hands-on Excel + PowerPoint fluency
Mid-term (Week 5)
11%
40
CO1-CO3 — strategy, process, synergy
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T1-PE2 is benchmarked against Wharton WHCM Restructuring, NYU Stern Mergers + Acquisitions, IIM-A M&A elective, Wall Street Prep Advanced LBO Modelling, Breaking Into Wall Street Advanced M&A. T1-PE2's differentiation: India-first deal case mix (HDFC merger, Adani-Cement, Tata-Air India, Walmart-Flipkart, L&T-Mindtree, Reliance-Future, Hexaware LBO), Indian regulatory + tax structuring depth, panel evaluation by sitting M&A Director/PE Principal from top Indian firm.
For each benchmarked syllabus: how much of KL F1 covers what they teach, what they teach that KL doesn't, and why KL excludes those topics.
KLBS Y26 T1-PE2
100%
Reference baseline. 6 modules + heavy lab + capstone.
Wharton WHCM Restructuring
90%
MBA elective. Strong overlap with US-context.
Topics in this syllabus but NOT in KL F1:
More US-bankruptcy-driven deals
US-specific tax structuring
Rationale for KL omission:
US replaced with Indian context.
NYU Stern M&A
92%
Strong overlap.
Topics in this syllabus but NOT in KL F1:
US activist dynamics deeper
US-specific deal-protection devices
Rationale for KL omission:
Indian context preferred for BBA.
IIM-A M&A Elective
98%
PG MBA elective. Closely aligned.
Topics in this syllabus but NOT in KL F1:
More private-investing nuance
Deeper post-deal financial restructuring
Rationale for KL omission:
Those in T1-PE4.
Wall Street Prep Advanced LBO
93%
Industry training.
Topics in this syllabus but NOT in KL F1:
More US-specific debt structures
US-specific industry depth
Rationale for KL omission:
US specifics replaced with Indian.
▸ STRENGTH AREAS
India-first deal case mix — HDFC, Adani-Cement, Tata-Air India, Walmart-Flipkart, L&T-Mindtree, Hexaware
Sitting Indian M&A Director / PE Principal panel for capstone
Indian regulatory depth: SEBI SAST, CCI, FDI, FEMA, GAAR
Advanced LBO mechanics with Indian debt-market specifics
Strong placement signal — entry roles: IB associate, PE associate, M&A consultant
▸ FOR CONTINUOUS IMPROVEMENT
Distressed M&A + insolvency-driven deals covered at preview level only
Activist-shareholder defensive strategies in detail in T6-PE2 Strategy elective
Private debt + structured-debt deals deferred to advanced electives
Detailed PE/VC ecosystem dynamics in T1-PE4
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Mergers, Acquisitions, and Corporate Restructurings (8th ed.)
Patrick A. Gaughan
Wiley
2023
All 6 modules
Investment Banking: Valuation, LBOs, M&A, and IPOs (3rd ed.)
Joshua Rosenbaum, Joshua Pearl
Wiley
2020
Modules 1-4 (the IB analyst bible)
Mergers and Acquisitions in India: Law, Practice and Procedures
Nilanjana Roy + Mehta
LexisNexis India
2023
Modules 2, 5 (Indian regulatory + tax)
The Art of M&A (6th ed.)
Reed, Lajoux, Nesvold
McGraw-Hill
2023
Modules 1-3, 6
Private Equity in Action: Case Studies from Developed and Emerging Markets
Claudia Zeisberger + Bowden + White
Wiley
2021
Modules 4, 5
Cross-Border Mergers and Acquisitions: A Practical Guide
Various — Linklaters editors
Globe Law and Business
2022
Module 5
M&A Integration Handbook
Scott Whitaker
Wiley
2023
Module 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian M&A scenario. Sub-Q: (a) Strategic rationale + deal-type fit — CO1 (8 marks), (b) Process + Indian regulatory navigation — CO2 (8 marks), (c) Synergy quantification + A/D analysis — CO3 (9 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a, 2b — CO2; 3a — CO3; 4a, 4b — CO4; 5a — CO5; 6a — CO6.
PART B — LBO Problem (24 marks): Build multi-tranche LBO with dividend recap + exit analysis for an Indian acquisition. CO4.
PART C — Deal-Structure + Integration Problem (27 marks): Indian cross-border + tax-structuring scenario + post-merger integration roadmap. CO5 + CO6.
Total: 24 + 24 + 27 = 75 marks.
Where this course leads
T1-PE3 Equity Research, Industry Analysis & Initiating Coverage (T7)
T1-PE4 Private Equity, Venture Capital & Growth Capital (T8)
T1-PE3
EQRS
Equity Research, Industry Analysis & Initiating Coverage
T7PE · Investment Banking & Global Capital MarketsLTPS 2-1-3-06 CH/wk · 72 total3 credits
Read the industry. Model the company. Make the call.
T1-PE3 develops Equity Research analyst-grade fluency. By trimester end, students will: (a) navigate the structure + roles of Indian equity research (sell-side + buy-side), (b) execute industry-level analysis (Porter, structural drivers, regulatory + macro overlay), (c) build company-specific research models (3-statement, scenarios, sensitivities), (d) write full Initiating Coverage reports with all standard sections, (e) conduct channel checks + primary research (distributor surveys, customer interviews, supply-chain checks), and (f) generate trading calls + investment ideas with rigorous thesis articulation.
RATIONALE
Equity Research is one of the most analytically demanding entry-level finance roles. Indian sell-side research is anchored by domestic majors (Kotak Institutional Equities, JM Financial Institutional, Motilal Oswal, ICICI Securities, Edelweiss, Axis, IIFL, Nuvama, Anand Rathi) + global majors (Goldman Sachs, Morgan Stanley, JP Morgan, Citi, BofA, UBS, Macquarie, Jefferies, Nomura, Bernstein-AB, Credit Suisse, HSBC, Barclays, CLSA-Citic). Buy-side research is conducted by mutual funds (HDFC AMC, Kotak AMC, ICICI Pru AMC, SBI MF, Aditya Birla SL, Nippon India, Axis), insurance companies (LIC, HDFC Life, SBI Life), PMS firms (Premji Invest, Marcellus, ASK, Motilal Oswal PMS), wealth managers, hedge funds. Every research analyst — sell-side or buy-side — produces: industry analysis, company-specific models, target prices + recommendations, channel-check reports, trading-call notes, earnings-preview/review notes, thematic deep-dives. T1-PE3 develops the analytical + writing + presentation craft required for these roles. Capstone produces a full Initiating Coverage report on a real Indian listed company — the central deliverable analysts ship in their first 3-6 months.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the structure and roles of Indian equity research across both sell side and buy side.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
EXECUTE industry analysis using Porter, structural, and regulatory frameworks.
PO1 H · PO4 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO3BTL 5 · Create
BUILD company specific research models with scenarios and sensitivities.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO4BTL 5 · Create
WRITE full Initiating Coverage reports with all standard analyst sections.
PO1 H · PO3 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Communication and presentation
PSO2 (H): Industry and real world fluency
CO5BTL 4 · Analyse
CONDUCT channel checks and primary research using structured methodology.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO6BTL 5 · Evaluate
GENERATE trading calls and investment ideas with rigorous thesis articulation.
PO1 H · PO3 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Communication and presentation
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Equity Research Industry & Roles
TOPICS
Sell-side: investment bank research desk structure, analyst hierarchy, sector coverage
Buy-side: mutual fund research, PMS, insurance investment, family-office research
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 2, Mod 3, Mod 4 · CO2, CO3, CO4
TCS Initiating Coverage Reconstruction — The Indian IT Services Bedrock
TCS is the most-covered Indian listed company by sell-side analysts. The IC report on TCS typically covers: IT services industry structure, TCS positioning + competitive moats, service-line + geographic decomposition, financial trajectory, multi-scenario valuation, target price + recommendation. Students reconstruct a full IC report.
DATA / SOURCES
TCS annual reports + investor presentations
NASSCOM IT services industry data
Sell-side research samples (anonymised)
DELIVERABLE
(a) IT services industry analysis section, (b) TCS deep-dive with 3-statement model + scenarios, (c) 25-page IC report with target price + recommendation, (d) 12-min analyst pitch.
EVALUATION
Industry analysis [20%], company model [25%], IC report quality [30%], pitch [15%], rigour [10%]. 50 marks.
Real-worldIndiaMod 2, Mod 3, Mod 4, Mod 6 · CO2, CO3, CO4, CO6
Zomato Initiating Coverage — The Indian Internet IPO
Zomato's post-IPO sell-side initiating coverage (multiple analysts: Jefferies, Morgan Stanley, Goldman, Macquarie, JP Morgan) introduced loss-making-internet-company coverage to Indian retail. Diverse views: bullish on Indian internet penetration vs bearish on profitability path. Students reconstruct one of these IC reports.
DATA / SOURCES
Zomato DRHP + post-IPO disclosures
Indian food-delivery industry research
Post-IPO sell-side coverage samples
DELIVERABLE
(a) Indian food-delivery + internet-consumption industry analysis, (b) Zomato deep-dive with profitability-path model, (c) 20-page IC report with bull-base-bear scenarios, (d) Analyst pitch.
EVALUATION
Industry [20%], model + scenarios [30%], IC report [30%], pitch [20%]. 50 marks.
Real-worldIndiaMod 2, Mod 3, Mod 4 · CO2, CO3, CO4
HDFC Bank Initiating Coverage — Indian Banking Bedrock
HDFC Bank is India's largest private bank by market cap. IC coverage requires banking-specific analysis: NII modeling, asset-quality cycles, capital adequacy, post-merger (with HDFC Ltd.) integration tracking. Sell-side analysts use a banking-specific framework. Students build an HDFC Bank IC report.
DATA / SOURCES
HDFC Bank annual reports + investor disclosures
RBI banking statistics + sector reports
Banking sell-side research samples
DELIVERABLE
(a) Indian banking industry analysis (private vs PSU, asset quality, regulatory), (b) HDFC Bank banking model with NII + provisions + capital, (c) 25-page IC report with target price, (d) Pitch.
EVALUATION
Industry [20%], banking model [30%], IC report [30%], pitch [20%]. 50 marks.
Real-worldIndiaMod 5, Mod 6 · CO5, CO6
Indian Pharma Channel Check — Sun + Cipla + Dr Reddy's USFDA Tracking
Indian pharma majors' US business depends on USFDA inspections + approvals. Channel checks include: USFDA Form 483 tracking, plant-inspection-outcome interviews, generic-approval lifecycle monitoring, distributor-channel surveys. Sun Pharma (Halol), Cipla (Goa, Vizag), Dr Reddy's (Bachupally, Hyderabad) each have plant-specific risks. Students execute a channel-check report.
Indian internet IPOs (2021-23: Zomato, Paytm, Nykaa, PolicyBazaar, CarTrade, Tracxn, Mamaearth/Honasa, FirstCry, Ola Electric) had divergent trajectories — some up 100%+, others down 75%+. Sell-side trading calls evolved materially. Students do post-mortem analysis + extract lessons for future internet IPO calls.
DATA / SOURCES
Each IPO's DRHP + post-listing performance
Initial sell-side initiating coverage
Subsequent updates + actuals
DELIVERABLE
(a) Post-mortem table across 8 IPOs with calls + actuals, (b) Lessons framework for internet-IPO calls, (c) New trading-call methodology, (d) Forward-looking calls for upcoming IPOs.
The Adani-Hindenburg episode (Jan 2023 onward) had multiple trading windows: pre-report (long), report-day crash (short), regulatory-clarity recovery (long again), GQG investment cycle (long), 2024 stabilisation. Buy-side + sell-side analysts had to make multiple calls. The case shows trading-call dynamics in Indian high-uncertainty situations.
DATA / SOURCES
Hindenburg report + Adani responses
Sell-side coverage timeline
Adani group stock performance data
DELIVERABLE
(a) Timeline of analyst calls + actuals, (b) Decision-making framework for high-uncertainty calls, (c) Risk-management overlays, (d) Forward-looking framework for similar episodes.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every Initiating Coverage report is a strategic decision: BUY, SELL, or HOLD. Every price target is a strategic position. Every sector view is a strategic call against competitors who cover the same names. T1-PE3 trains students not as report-writers but as institutional decision-makers — analysts whose calls move institutional money and whose accountability is the next earnings season. The course is rebuilt around this strategic-decision frame: every module asks 'what's the decision, who makes it, what does this analysis enable them to decide differently?'
↻CO statements re-framed for strategic decision-making
Original CO1 and CO4 statements describe research-process mechanics. The amended versions lead with strategic-decision framing — the actual job of an equity research analyst.
CO1 · original
Understand the Indian equity research industry structure and the role of sell-side, buy-side analysts.
CO1 · strategic re-frame
STRATEGIC POSITIONING: Articulate the sell-side analyst's strategic role — generating non-consensus calls that move institutional capital, defending those calls in earnings season, and managing the analyst's career-portfolio of cumulative call performance over multi-year horizons.
CO4 · original
Draft a complete Initiating Coverage report on an Indian listed company including industry analysis, company overview, financial projections, and valuation.
CO4 · strategic re-frame
STRATEGIC DECISION: Produce an Initiating Coverage report that culminates in a defensible Buy/Sell/Hold recommendation and 12-month price target, with explicit strategic positioning vs sell-side consensus, full disclosure of the catalysts that would move the call, and an explicit list of conditions under which the analyst would change the recommendation.
🌍SDG anchors
SDG 12Responsible Consumption and ProductionLinked to: CO4
ESG factor weighting in Initiating Coverage reports (CO4). Students learn to incorporate Sustainalytics, MSCI ESG, and Refinitiv ESG scores into their investment thesis — and to take explicit positions where ESG ratings disagree.
SDG 13Climate ActionLinked to: CO2, CO3
Industry analysis (CO2) extends to climate-transition risk by sector; company modelling (CO3) extends to climate-scenario-adjusted EPS projections for carbon-intensive sectors (cement, steel, power, auto).
ESG factor weighting in Initiating Coverage reports — how Goldman, Morgan Stanley, Bernstein, CLSA now integrate ESG into thesis.
Sustainalytics / MSCI ESG / Refinitiv ESG / S&P Global ESG: methodology comparison, India-coverage quality, what to trust.
Climate-scenario stress-testing of company financials: TCFD-aligned methodology for cement, steel, power, auto.
Greenwashing detection in research: when management BRSR-claims don't align with disclosed financial data.
Additional hours: 3 hours added to Module 4 lecture; 2 hours added to Module 4 practical (ESG factor analysis on Initiating Coverage targets)
Rationale: Buy-side asset managers in 2024-26 (ICICI Pru AMC, SBI MF, HDFC AMC, Axis MF) all now use ESG overlays in their portfolios. Sell-side coverage must address this or lose institutional traction.
Case extensionMini-case: Compare Sustainalytics ESG score for Reliance vs ITC vs Adani Enterprises — explain why the rankings differ across ESG raters, take an explicit research view.
🤖AI-augmented practice · 3 specialised tools (cap protects against tool-overwhelm)
Three tools (exception to the 2-tool cap, because equity research is now natively AI-augmented at every elite shop) — AlphaSense for transcript / filing search, Hebbia for long-document AI, Tegus for expert-network AI. This is the actual stack at Bernstein, Redburn-Atlantic, and senior buy-side coverage teams.
AlphaSenseTranscript and filing AI-searchModule 3
Workflow:Use AlphaSense to search 5 years of earnings transcripts for the target company AND its 5 closest competitors. Query: 'management commentary on competitive intensity', 'pricing-power discussion', 'capex guidance Q-by-Q'. Surface 50 quotes; cluster into themes. Identify what management is consistently saying vs avoiding.
Skill built:Multi-document cross-company AI-search at coverage-analyst speed
Workflow:Ingest the target company's full Annual Report (200+ pages) + DRHP (if available) + 4 quarterly earnings transcripts. Run Hebbia queries: 'every mention of capital allocation policy', 'every reference to a specific competitor by name', 'every change in accounting policy'. Build a structured fact-base for the Initiating Coverage report.
Skill built:AI-augmented deep-document analysis — Bernstein / Redburn standard
Deliverable:Structured fact-base (10 categories x 20 facts) feeding company modelling
Tegus (or Stream by AlphaSense)Expert-network AIModule 5
Workflow:Identify three former-employee / former-customer expert calls relevant to your target company on Tegus. Read AI-summarised key takeaways before investing time in full-transcript review. Identify non-consensus insights that justify a differentiated research view.
Skill built:Expert-network workflow at elite-research speed
Deliverable:Three-expert-call synthesis with non-consensus insight identified
⟶Indian + global frontier 2025-26 · what to track
SEBI Research Analyst Regulations updated 2024: net-worth thresholds (Rs 5 lakh for individuals raised), enhanced disclosure, mandatory annual certification.
MNPI + channel-check ethics: SEBI orders in 2023-24 against analysts publishing on undisclosed material information; channel-check methodology under scrutiny.
AI-augmented research at scale: AlphaSense (450,000+ subscribers globally), Hebbia (deployed at major asset managers), Tegus (expert-network leader).
ESG-overlay in institutional money: top Indian AMCs all now publish ESG-integration philosophy. Coverage analysts must address ESG in every IC report.
Direct ETF / passive growth: SEBI direct-listing reforms; share of active-fund AUM declining 60% → 55% in 2 years. Sell-side coverage business model under pressure.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Full Initiating Coverage Report on a Real Indian Listed Company
Each team of 3 picks a real Indian listed company (must be an under-covered or recently-listed mid-cap; not a top-25 mega-cap). Execute the full IC analyst deliverable: industry analysis, company deep-dive with 3-statement model + scenarios, channel checks + primary research, full 30-page IC report with target price + recommendation, summary pitch deck. Present to a panel including a sitting Equity Research Analyst or PM from Mumbai-based firm (alumni or industry partner).
WEEKLY MILESTONES
Week 2: Company chosen + industry brief approved
Week 4: Industry analysis complete + company model 50%
Week 6: Company model complete + scenarios built
Week 8: Channel checks + primary research executed
Week 10: Full IC report 80% complete
Week 11: Pitch deck + IC report final polish
Week 12: ER panel presentation
FINAL DELIVERABLE
(a) 3-statement Excel model with scenarios, (b) Channel-check synthesis, (c) 30-page IC report, (d) 15-min pitch + Q&A.
EVALUATION
Industry analysis [15%], model + scenarios [20%], channel checks [15%], IC report quality [25%], pitch + Q&A [25%]. 100 marks.
06 12 weekly practical experiments
One experiment per week (weeks 1–12) · 3 hrs each in lab · uses Excel + light Python only.
Wk
Title + use case
Tools
Deliverable
W1
Indian ER industry map
Sell-side + buy-side firm landscape + product mix
Industry data
ER landscape map
W2
Porter's 5 forces for Indian sector
Apply to IT services / FMCG / banking / pharma
Industry reports
Industry analysis
W3
Sector structural-driver analysis
Penetration + formalisation + consolidation for chosen sector
Industry data, Excel
Structural-driver report
W4
Research model — P&L + KPI granularity
Detailed model for chosen Indian company
Excel
P&L module of research model
W5
Research model — scenarios + sensitivities
Bull + base + bear scenarios with sensitivity tables
Excel
Multi-scenario research model
W6
IC report — executive summary + investment thesis
First 5 pages of IC report
Word + PowerPoint
IC summary section
W7
IC report — industry + company + financial sections
Middle 15 pages of IC report
Word + PowerPoint
IC body section
W8
Channel check design + execution
Design + execute channel checks for company
Survey tools
Channel-check synthesis
W9
Channel-check + alt-data integration
Triangulate management guidance with channel evidence
Alt-data preview, Excel
Integrated thesis update
W10
Trading call note — long thesis
5-page long-thesis note on chosen stock
Word
Long-thesis trading call
W11
Trading call note — short thesis + thematic
Short + thematic + pair-trade ideas
Word
5 idea pitches
W12
Capstone delivery
Final IC report + pitch + ER panel
PowerPoint
Capstone delivery
07 Active Learning Methods used
Balanced mix — 3 ALMs across the trimester covering discussion, building, and reflection modes.
Mid-trimester guest: sitting ER analyst + PM from Mumbai-based firm. Walks through real coverage decision, model design, channel-check methodology. 30-min talk + 60-min Q&A.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Indian ER industry + firm landscape
—
Capstone team formation + company shortlist
P1: Industry map (ALM-12)
ALM-12
Diagnostic + landscape assignment (10 marks)
Week 2
Module 2 begins — Porter + industry life-cycle
—
Capstone: company chosen + brief approved
P2: Porter analysis (ALM-12)
ALM-12
Porter assignment (15 marks)
Week 3
Module 2 — Indian sector deep-dives
TCS IC reconstruction case (ALM-3)
Capstone: industry section 50%
P3: Structural drivers (ALM-12)
ALM-3 TCS IC
TCS IC case (50 marks)
Week 4
Module 3 begins — Research model granularity
—
Capstone: industry complete + model 30%
P4: P&L module (ALM-12)
ALM-12
Model assignment (15 marks)
Week 5
Module 3 wrap — Scenarios + sensitivities
Zomato IC reconstruction case (ALM-3)
Capstone: model 60%
P5: Scenarios + sensitivities (ALM-12)
ALM-3 + ALM-7
MID-TERM EXAM: 40 marks (CO1-CO3) + Zomato IC case (50 marks)
Week 6
Module 4 begins — IC report craft
—
Capstone: model complete + IC report 20%
P6: IC executive summary (ALM-12)
ALM-12
IC summary assignment (15 marks)
Week 7
Module 4 — IC body sections + writing craft
HDFC Bank IC case (ALM-3)
Capstone: IC report 50%
P7: IC body sections (ALM-12)
ALM-3 HDFC Bank IC
HDFC Bank IC case (50 marks)
Week 8
Module 5 begins — Channel check methodology
—
Capstone: channel-check design
P8: Channel check execution (ALM-12)
ALM-12
Channel-check assignment (15 marks)
Week 9
Module 5 wrap — Alt-data + synthesis
Pharma channel check case + DMart bull/bear case (ALM-3 dual)
Capstone: channel-check synthesis
P9: Channel + alt-data (ALM-12)
ALM-3 dual + ALM-7
Pharma channel + DMart cases (100 marks)
Week 10
Module 6 begins — Trading calls + long thesis
—
Capstone: IC report 80%
P10: Long-thesis note (ALM-12)
ALM-12
Long-thesis assignment (15 marks)
Week 11
Module 6 wrap — Short + thematic + pair-trade
Indian Internet IPO wave + Adani-Hindenburg cases (ALM-3 dual)
Capstone: IC report final + pitch prep
P11: 5 idea pitches (ALM-12)
ALM-3 Internet IPO + Adani-Hindenburg
Internet IPO + Adani-Hindenburg cases (100 marks)
Week 12
Capstone delivery + final wrap
—
Capstone presentations + ER panel
Capstone delivery (ALM-12)
Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs)
09 Evaluation plan
Equity research is learned by writing reports + defending calls. ~75% applied (capstone + cases + reports); ~25% theory (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Real Indian IC + trading-call work
Capstone (Full IC Report on real Indian listed company)
25%
100
End-to-end ER analyst deliverable
Research + writing practicals (12 weekly)
12%
120
Modeling + writing craft fluency
Mid-term (Week 5)
11%
40
CO1-CO3 — industry, modeling
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T1-PE3 is benchmarked against Wharton FNCE 720 Investments, NYU Stern Equity Research Practicum, IIM-A Equity Research, CFA Institute Equity Investments curriculum, Wall Street Prep Equity Research training. T1-PE3's differentiation: India-first IC case mix (TCS, Zomato, HDFC Bank, DMart, Indian pharma USFDA tracking), Indian channel-check methodology, sitting Mumbai ER analyst + PM panel for capstone, alignment with Indian sell-side + buy-side recruitment.
Quantitative research + factor models — deferred to T8 Algorithmic Trading track
Specialised debt research at preview level only
ESG-integrated research covered in dedicated electives
International equity research (US/EU stocks) deferred to advanced electives
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Equity Asset Valuation (4th ed.)
CFA Institute — Pinto, Henry, Robinson, Stowe
Wiley
2023
All 6 modules
Damodaran on Valuation (3rd ed.)
Aswath Damodaran
Wiley
2023
Modules 3, 4
Best Practices for Equity Research Analysts
James J. Valentine
McGraw-Hill
2021
All 6 modules (canonical ER guide)
Investment Analysis and Portfolio Management (11th ed.)
Reilly, Brown
Cengage
2022
Modules 2, 3, 6
Security Analysis (7th ed.)
Benjamin Graham + David Dodd
McGraw-Hill
2021
Modules 3, 6 (canonical)
Common Stocks and Uncommon Profits
Philip Fisher
Wiley
2003 (reissue)
Module 5 (scuttlebutt methodology)
The Equity Research Handbook (Indian Context)
Various — Edelweiss editors
Edelweiss Publishing
2023
Modules 1, 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian sector + company scenario. Sub-Q: (a) Industry analysis — CO2 (10 marks), (b) Build research model scenario + valuation — CO3 (15 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a, 2b — CO2; 3a, 3b — CO3; 4a — CO4; 5a — CO5; 6a — CO6.
PART B — IC Report Problem (24 marks): Given a target company + data extracts, draft an IC executive summary + investment thesis section. CO3 + CO4.
PART C — Channel Check + Trading Call Problem (27 marks): Design channel checks for a given sector; generate a long + short thesis based on hypothetical findings. CO5 + CO6.
Total: 24 + 24 + 27 = 75 marks.
Where this course leads
T1-PE4 Private Equity, Venture Capital & Growth Capital (T8)
T1-PE4
PEVC
Private Equity, Venture Capital & Growth Capital
T8PE · Investment Banking & Global Capital MarketsLTPS 2-1-3-06 CH/wk · 72 total3 credits
Source the deal. Diligence it. Build the value. Exit at peak.
T1-PE4 develops PE/VC associate-grade fluency. By trimester end, students will: (a) navigate the structure + economics of PE, VC + Growth funds, (b) understand sourcing + origination dynamics across stages, (c) execute investment-grade due diligence (commercial, financial, legal, operational), (d) design portfolio-management + value-creation frameworks for portfolio companies, (e) plan + execute exits (IPO, strategic sale, secondary, recap), and (f) navigate the Indian PE/VC ecosystem + founder-economics + governance norms.
RATIONALE
Private Equity + Venture Capital + Growth Capital is the largest absorber of analytical talent in modern finance. Indian PE/VC deployment hit $50B+ in 2023-24; AUM crossed Rs 11 lakh crore; over 40 active institutional PE firms (KKR, Blackstone, Bain Capital, Carlyle, Advent, Apollo, Brookfield, TPG, Warburg Pincus, General Atlantic, Apax, Multiples, ChrysCapital, Kedaara, True North, Mahindra-Manulife, Everstone, ICICI Venture, Tata Capital, plus dozens of mid-market + emerging-manager firms). Indian VC ecosystem is even more vibrant: Peak XV (formerly Sequoia India), Lightspeed, Accel, SoftBank Vision, Nexus, Matrix Partners, Inflexor, 3one4, Blume, Stellaris, Elevation, Nexus, Norwest Venture Partners, Tiger Global, GenericVC, Premji Invest's VC arm. Indian growth + late-stage capital has built 100+ unicorns. Every PE/VC associate must develop: deal-sourcing intuition, due-diligence rigour, investment-memo articulation, portfolio-management discipline, exit-planning craft. T1-PE4 develops the full PE/VC associate toolkit + connects to T1-PE1, T1-PE2's modelling foundations. Capstone simulates a real PE investment-committee memo + value-creation plan.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the structure and economics of Private Equity, Venture Capital, and Growth funds.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
UNDERSTAND sourcing and origination dynamics across PE, VC, and Growth stages.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO3BTL 5 · Create
EXECUTE investment grade due diligence across commercial, financial, legal, and operational dimensions.
PO1 H · PO4 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO4BTL 5 · Create
DESIGN portfolio management and value creation frameworks for portfolio companies.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Create
PLAN and EXECUTE exits including IPO, strategic sale, secondary, and recapitalisation, to maximise returns.
PO1 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 4 · Analyse
NAVIGATE the Indian PE and VC ecosystem alongside founder economics and governance norms.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
PE/VC Industry & Fund Mechanics
TOPICS
PE vs VC vs Growth: stage, ticket size, ownership %, control, hold period
Fund structure: GP + LP, fund-of-funds, secondaries
LP universe: pension, sovereign wealth, endowments, insurance, family offices
Fund economics: 2-and-20, hurdle rate, catch-up, waterfall mechanics
Indian PE/VC firm landscape: Indian-headquartered vs global firms in India
Indian SEBI AIF regulation: Category I, II, III + recent reforms
Indian LP base: HNI + family office + corporate + foreign + insurance evolution
Indian strategic-sale exits: Renu Sharma's Pidilite acquisition of Hira-Niraman, ABG Group
Indian secondary buyouts: Vishal Mega Mart (TPG-Shriram → Partners Group-Kedaara), Hexaware (Carlyle take-private + re-IPO)
Tools Exit-comparable databases · IPO + M&A deal data
Module 6
CO6
L: 4 hr · P: 6 hr
Indian PE/VC Ecosystem & Founder Economics
TOPICS
Indian PE/VC ecosystem maturity: institutional vs emerging-manager, global vs domestic
Indian founder economics: founder shares, ESOP pools, secondary sales by founders
Indian governance norms: board composition, observer seats, reserved matters, protective rights
Indian regulatory environment: FDI, ODI, GAAR, SEBI AIF norms, RBI
Indian unicorn ecosystem evolution: pre-2014 to post-2022 cycles
Indian PE/VC career trajectory: associate → VP → Partner → Operating partner
Indian ESG + impact investing: sustainability-focused funds, climate funds
Career preparation: networking, mentorship, sector specialisation, MBA + work-experience pathways
Tools Industry interviews · Career-prep resources
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 5 · CO1, CO5
Flipkart-Walmart Exit ($16B) — India's Largest PE/VC Exit
When Walmart acquired 77% of Flipkart for $16B in May 2018, it created India's largest PE/VC exit. Tiger Global ($1B initial, multiple rounds), SoftBank ($2.5B), Naspers, Accel, Tencent + others realised massive returns. Tiger Global's IRR is reported at 60%+. The case is the textbook Indian unicorn exit study.
DATA / SOURCES
Walmart-Flipkart acquisition documents
Investor return analysis (industry research)
Flipkart investor history (Tiger, SoftBank, Accel)
DELIVERABLE
(a) Investor-by-investor return analysis, (b) Exit-mechanics analysis, (c) Comparison with alternative exit paths, (d) 10-page learnings memo.
Real-worldIndiaMod 1, Mod 4, Mod 6 · CO1, CO4, CO6
BYJU's PE/VC Saga (2014-2024) — From Unicorn to Distress
BYJU's (Think & Learn Pvt Ltd) was India's largest edtech unicorn — valued at $22B in 2022, attracting Sequoia, General Atlantic, Tiger Global, Naspers, BlackRock, Qatar Investment Authority. By 2024, the company faced distress: $1.2B loan default, BlackRock writedown to <$1B valuation, founder-board disputes, NCLT petitions. The case is the textbook Indian unicorn distress study + PE governance lessons.
Real-worldIndiaMod 3, Mod 4, Mod 5 · CO3, CO4, CO5
Vishal Mega Mart Multi-PE LBO Lifecycle — Successful Indian Retail PE Story
Vishal Mega Mart has had 3 ownership transitions: founders → TPG + Shriram (2008-09), → Partners Group + Kedaara (2018), → IPO (2024-25). Each transition involved LBO structuring + value-creation thesis + exit. Final IPO planned at ~Rs 11,000 cr valuation. The case is the textbook successful Indian retail PE story.
Carlyle took Hexaware private in 2020 for Rs 4,200 cr. Capital structure ~36% equity. Operational improvements + market-cycle benefit + add-on acquisitions over 4 years. Re-IPO 2024 at ~Rs 8,750 cr. MOIC ~2x in 4 years, IRR ~20%. The case shows take-private + re-IPO lifecycle in Indian IT services. (a) APPLY take-private LBO. (b) APPLY value-creation drivers. (c) APPLY market-cycle timing. (d) APPLY re-IPO mechanics. (e) APPLY return-decomposition.
Real-worldIndiaMod 1, Mod 2, Mod 4 · CO1, CO2, CO4
Premji Invest — Long-Horizon Indian Tech + Consumer Investing
Premji Invest (Azim Premji's family-office investment arm) manages ~Rs 60,000+ cr. Distinctive philosophy: long-horizon, Indian-context, sector-tilted (tech, consumer, financial services), reasonable-price discipline. Track record over 15+ years has been alpha-generating. The case shows long-horizon Indian family-office PE investing. (a) APPLY philosophy. (b) APPLY sourcing approach. (c) APPLY due-diligence + decision. (d) APPLY portfolio-monitoring. (e) APPLY exit philosophy.
DATA / SOURCES
Premji Invest public disclosures + interviews
Portfolio company analysis
Family-office research
DELIVERABLE
(a) Philosophy decomposition, (b) Portfolio strategy analysis, (c) Comparison with global counterparts, (d) Learnings for Indian family-office PE. 12-page memo.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every PE / VC decision is a strategic choice — what to invest in, at what valuation, with what value-creation thesis, with what exit horizon, with what fund-level consequences if it works or doesn't. T1-PE4 frames sourcing, DD, value creation, and exits as a chain of strategic decisions a fund partner owns over the 7-10 year fund life. The student leaves able to defend an investment thesis under the same scrutiny an LP applies during a fundraise.
🌍SDG anchors
SDG 5Gender EqualityLinked to: CO2, CO4
Gender-lens investing as a sourcing thesis (CO2) and value-creation lever (CO4). Indian gender-lens funds: Aavishkaar gender-lens fund, Lok Capital, Omnivore. Global benchmarks: 2X Challenge, Acumen Fund Pioneer Gap. Students evaluate target portcos against 2X Challenge criteria.
SDG 10Reduced InequalitiesLinked to: CO6
Indian PE / VC ecosystem (CO6) explicitly covers impact-investing strategies for financial inclusion (Aavishkaar, Lok, Omidyar Network India), MSME growth capital (Aspire Impact, Caspian Debt), and rural enterprise (Omnivore, Ankur Capital). Students size the Indian impact-PE market and identify exit paths.
Impact investing in India — fund-level structures, deal-flow patterns, exit realities (median 7-year horizon vs PE-vanilla 5-year).
Indian impact PE majors: Aavishkaar Capital (Rs 6,000+ cr AUM across funds), Lok Capital, Omidyar Network India, Aspire Impact, Caspian Debt, Acumen India.
ESG-overlay in mainstream Indian PE: Bain Capital, KKR, Carlyle, Blackstone India all now have dedicated ESG / sustainability investment committees.
Continuation funds + GP-led secondaries — newer Indian secondary-market mechanics (Kedaara Secondary Fund, Multiples Fund III tail).
NAV financing for PE GPs: secured by NAV of existing portfolio, used for follow-on rounds or distributions.
Additional hours: 3 hours added to Module 6 lecture
Rationale: Indian PE asset growth (~$50B+ deployed annually) is increasingly bifurcating into vanilla-growth and impact / ESG-overlay strategies. A graduate joining a PE firm in 2026 must understand both poles.
Case extensionMini-case: Compare an Aavishkaar gender-lens investment vs a Bain Capital growth investment in the same sector — different theses, different LPs, different exits.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Affinity for relationship intelligence (the modern PE CRM standard), Claude for IC memo drafting and thesis refinement.
Affinity (or 4Degrees, both AI-relationship-CRMs)Relationship-intelligence sourcingModule 2
Workflow:Use Affinity (or a relationship-CRM equivalent) to map warm-introduction paths from your fund to 10 target portcos in a chosen sector. Identify highest-trust paths. Compare against cold-outreach approach — quantify the conversion-rate difference.
Skill built:Modern PE sourcing — relationship-graph-driven
Deliverable:Relationship-map for 10 targets with prioritised warm-intro paths
ClaudeIC memo + thesis refinementModule 3
Workflow:Draft a 4-page IC memo for a hypothetical Series B investment. Submit to Claude: 'critique as a managing partner — what's missing, what's under-defended, what would a sceptical LP push back on'. Iterate. Build the 'pre-mortem' (10 ways this investment could fail) explicitly.
Skill built:Adversarial IC review — Sequoia / Lightspeed standard
Deliverable:IC memo v1 + AI critique + IC memo v2 + 10-failure-mode pre-mortem
⟶Indian + global frontier 2025-26 · what to track
Continuation funds: Indian PE finally adopting structure popular in US since 2018. Kedaara Capital Secondary Fund (Rs 2,500+ cr).
GP-led secondaries: Multiples Fund III tail, ChrysCapital partial sale of portcos to secondary buyers.
NAV financing: increasingly common for Indian PE — debt secured on portfolio NAV, used for follow-on commitments.
GIFT-IFSC fund-formation: AIF Cat I, II, III in GIFT-IFSC; tax-efficient $-denominated fund structures for India-focused capital.
Indian PE exit cliff 2024-26: 2017-19 vintage funds now in extended exit windows; IPO market revival + secondary sales clearing backlog.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
PE Investment Memo + Value-Creation Plan + Exit Thesis
Each team of 3-4 picks a real Indian acquisition target (could be: family-business succession opportunity, MNC subsidiary exit, mid-cap take-private, growth-equity investment in an unlisted scaleup). Execute the full PE associate deliverable: investment thesis, full DD, IC memo, 100-day value-creation plan, 5-year exit scenarios. Present to a panel including a sitting PE Principal or VP from top Indian firm (alumni or industry partner).
60 students in computer lab. Modeling + IC memo writing + plan-development workshops. Faculty + 3 TAs circulate. Student work shared for class critique. ~3 hrs/week.
60 students horseshoe. Pre-class: real Indian PE/VC deal analyses + IC memos (anonymised). In-class: deal critique, IC-memo debate, value-creation alternatives. ~75 min/case.
ALM-7Industry Talk + PE Partner WalkthroughWeeks 5 + 9 — two sessions
Mid-trimester guest: sitting PE Principal or VC Partner from top Indian firm. Walks through real deal (anonymised), thesis development, due diligence, value-creation, exit. 30-min talk + 60-min Q&A.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Indian PE/VC industry + fund mechanics
—
Capstone team formation + sector shortlist
P1: Industry map (ALM-12)
ALM-12
Diagnostic + industry assignment (10 marks)
Week 2
Module 2 begins — Sourcing + thesis
—
Capstone: target chosen + thesis brief
P2: Sector investment thesis (ALM-12)
ALM-12
Investment thesis assignment (15 marks)
Week 3
Module 2 wrap — Indian sourcing dynamics
Flipkart-Walmart exit case (ALM-3)
Capstone: sourcing strategy + initial DD scoping
P3: Sourcing strategy (ALM-12)
ALM-3 Flipkart-Walmart
Flipkart-Walmart case (50 marks)
Week 4
Module 3 begins — Commercial DD
—
Capstone: commercial DD 60%
P4: Commercial DD (ALM-12)
ALM-12
Commercial DD assignment (15 marks)
Week 5
Module 3 — Financial DD + QoE
BYJU's saga case (ALM-3)
Capstone: financial DD 60%
P5: Financial DD + QoE (ALM-12)
ALM-3 BYJU's + ALM-7
MID-TERM EXAM: 40 marks (CO1-CO3) + BYJU's case (50 marks)
Week 6
Module 3 wrap — IC memo craft
—
Capstone: IC memo draft 30%
P6: IC memo v1 (ALM-12)
ALM-12
IC memo v1 assignment (20 marks)
Week 7
Module 3 finish + Module 4 begin
OYO trajectory case (ALM-3)
Capstone: IC memo 70%
P7: IC memo v2 (ALM-12)
ALM-3 OYO
OYO case (50 marks)
Week 8
Module 4 — Value creation + 100-day plan
—
Capstone: IC memo final + 100-day plan draft
P8: 100-day plan (ALM-12)
ALM-12
100-day plan assignment (15 marks)
Week 9
Module 4 wrap + Module 5 begin — Exit routes
Vishal Mega Mart + Hexaware cases (ALM-3 dual)
Capstone: 5-year value-creation plan
P9: 5-year plan (ALM-12)
ALM-3 dual + ALM-7
Vishal + Hexaware cases (100 marks)
Week 10
Module 5 — Exit mechanics + IPO timing
—
Capstone: exit scenarios
P10: Exit scenarios (ALM-12)
ALM-12
Exit scenarios assignment (15 marks)
Week 11
Module 6 — Indian PE/VC ecosystem + founder economics
Tata Capital + Premji Invest cases (ALM-3 dual)
Capstone: final IC memo + pitch deck
P11: Pitch polish (ALM-12)
ALM-3 Tata Capital + Premji Invest
Tata Capital + Premji cases (100 marks)
Week 12
Capstone delivery + final wrap
—
Capstone presentations + PE panel
Capstone delivery (ALM-12)
Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs)
09 Evaluation plan
PE/VC is learned by doing deals end-to-end. ~75% applied (capstone + cases + memos); ~25% theory (mid + end term).
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Real Indian PE/VC deal analysis with full IC-grade deliverables
Capstone (PE Investment Memo + Value Creation + Exit)
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T1-PE4 is benchmarked against Wharton WHCM Private Equity, NYU Stern PE/VC Practicum, IIM-A Private Equity elective, INSEAD PE elective, Stanford GSB Investing in Private Markets. T1-PE4's differentiation: India-first PE/VC case mix (Flipkart-Walmart, BYJU's, OYO, Vishal Mega Mart, Hexaware, Tata Capital, Premji Invest), sitting Indian PE Principal/VP panel for capstone, alignment with Indian PE/VC recruitment.
All 6 modules (companion to Private Equity in Action)
Venture Deals (5th ed.)
Brad Feld + Jason Mendelson
Wiley
2023
Modules 2, 3, 6
Private Equity at Work: When Wall Street Manages Main Street
Eileen Appelbaum + Rosemary Batt
Russell Sage Foundation
2014
Module 1 (industry context)
King of Capital: The Remarkable Rise, Fall, and Rise Again of Steve Schwarzman and Blackstone
David Carey + John Morris
Crown Business
2010
Module 1 (industry context)
The Founder's Dilemmas
Noam Wasserman
Princeton University Press
2013
Module 6 (founder economics + governance)
Indian Private Equity Almanac
Various — IVCA editors
Indian Private Equity & Venture Capital Association
2024 edition
Modules 1, 6 (Indian ecosystem)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a — CO1; 2a, 2b — CO2; 3a, 3b — CO3.
PART B — Applied Problem (25 marks): Given an Indian acquisition target. Sub-Q: (a) Investment thesis + sourcing analysis — CO1 + CO2 (10 marks), (b) Commercial + financial DD analysis — CO3 (15 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a, 3b — CO3; 4a, 4b — CO4; 5a — CO5; 6a — CO6.
PART B — IC Memo Problem (24 marks): Given target + data, draft IC memo thesis + valuation + DD-findings sections. CO3.
PART C — Value Creation + Exit Problem (27 marks): 100-day plan + 5-year value-creation + exit-scenarios. CO4 + CO5 + CO6.
Total: 24 + 24 + 27 = 75 marks.
Where this course leads
Internship (T9)
Capstone Project (T10)
T2-PE1
PUIS
Payments Infrastructure, UPI & India Stack Architecture
Decode the rails. Build on the stack. Ship the product.
T2-PE1 develops FinTech infrastructure literacy. By trimester end, students will: (a) understand the technical + commercial architecture of UPI + payment rails (RTGS, NEFT, IMPS, cards, prepaid instruments), (b) decode the India Stack layers (Aadhaar, eKYC, eSign, DigiLocker, Account Aggregator, ONDC, OCEN), (c) navigate the Indian FinTech regulatory environment (RBI, NPCI, SEBI, MeitY), (d) analyse payments industry economics (MDR, interchange, switching fees, unit economics), (e) design FinTech product flows that leverage the stack effectively, and (f) understand the Indian FinTech firm + funding landscape.
RATIONALE
UPI is the most transformative payments innovation in modern financial history. From zero in 2016 to over 17 billion transactions per month worth Rs 24+ lakh crore by mid-2024, UPI now processes more transactions than Visa + Mastercard combined globally. The broader India Stack (Aadhaar, eKYC, eSign, DigiLocker, Account Aggregator framework, ONDC, OCEN) is the most-cited public digital infrastructure globally — replicated by Singapore, UAE, Saudi Arabia, France, Trinidad, Peru. Indian FinTech raised $9.8B in 2021, ~$5B in 2022-23, ~$2.8B in 2024. Recruiters at PhonePe, Razorpay, Pine Labs, Cred, Paytm, BharatPe, Mobikwik, Slice, Niyo, Fi Money, Jupiter, Open, Zerodha, Groww, Upstox, plus Indian banks' digital arms (HDFC PayZapp, ICICI iMobile, SBI YONO, Axis MAB), plus global FinTechs operating in India (Stripe India, Razorpay's international arm, Adyen India) — all hire BBA graduates who understand the payments stack + India Stack architecture deeply. T2-PE1 develops the technical + commercial + regulatory fluency for entry FinTech roles. Capstone: design + pitch a new India-Stack-leveraging FinTech product to a sitting FinTech founder panel.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the technical and commercial architecture of UPI and Indian payment rails including RTGS, NEFT, IMPS, cards, and PPIs.
PO1 H · PO5 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO2 (H): Industry and real world fluency
CO2BTL 4 · Analyse
DECODE India Stack layers including Aadhaar, eKYC, eSign, DigiLocker, Account Aggregator, ONDC, and OCEN.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO3BTL 4 · Analyse
NAVIGATE the Indian FinTech regulatory framework across RBI, NPCI, SEBI, and MeitY.
PO1 H · PO2 M · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE payments industry economics covering MDR, interchange, unit economics, and switching dynamics.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO5BTL 5 · Create
DESIGN FinTech product flows that leverage the India Stack effectively.
PO1 H · PO3 H · PO4 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Communication and presentation
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 4 · Analyse
ANALYSE the Indian FinTech firm landscape including funding rounds and competitive dynamics.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Indian Payment Rails — UPI, IMPS, NEFT, RTGS, Cards, PPIs
International players in India: Stripe, Adyen, Square — strategy + adoption
Career paths: product, engineering, growth, compliance, data, sales, ops
Entry roles for BBA: associate PM, growth analyst, business analyst, compliance
Tools Industry data (IVCA, Tracxn, VCCEdge) · FinTech firm public disclosures
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 4 · CO1, CO4
UPI Genesis (2016) — From Concept to 17B Transactions/Month
UPI was launched by NPCI in April 2016 — initially 21 banks participating, BHIM app + bank apps. The architectural choices (VPA layer, interoperability, pull-payment support, zero-MDR on retail UPI) shaped the trajectory. Growth: ~100M txns/month (2018), 5B txns/month (2022), 17B+ txns/month (2024). The case is the textbook study of public digital infrastructure design.
(a) UPI architecture decode with annotated flow, (b) Growth-decomposition analysis, (c) Comparison with global instant-payments (FedNow, Pix in Brazil), (d) Lessons for digital-public-infrastructure design.
PhonePe Trajectory (2016-2024) — From Flipkart Subsidiary to FinTech Major
PhonePe was launched by Flipkart in 2016, separated from Flipkart in 2022, raised $100M + $200M + $200M Series E rounds 2022-23 at $12B valuation. By 2024, PhonePe processes ~50% of UPI volume + has expanded into insurance, mutual funds, gold, lending. Recent DRHP-readiness work + IPO plans. The case shows Indian FinTech major scaling.
DATA / SOURCES
PhonePe public funding announcements + investor updates
Walmart annual reports (PhonePe disclosures)
Industry analyst reports (Bernstein, Macquarie, Jefferies)
Real-worldIndiaMod 1, Mod 4, Mod 6 · CO1, CO4, CO6
Razorpay Architecture — India's Largest Payment Aggregator
Razorpay (founded 2014) is India's largest PA/PG by volume. Architecture: payment-link, payment-page, subscriptions, payouts, RazorpayX (neo-bank for SMEs), Capital (lending). Valuation $7.5B (2021 Series F). By 2024, IPO-readiness work + RBI compliance focus. Recent flip-back from US to India structure (2024).
DATA / SOURCES
Razorpay public disclosures + product documentation
Aadhaar + India Stack — World's Largest Digital Identity
Aadhaar (launched 2009, 138 cr enrolled by 2024) is the world's largest digital identity system. India Stack architecture built atop: eKYC (replaced physical KYC for FinTech), eSign, DigiLocker, AA, ONDC, OCEN. Supreme Court rulings (2018 K. Puttaswamy) shaped the framework. DPDP Act 2023 added data-protection. International adoption: Singapore Singpass, UAE PASS, Trinidad replicating India Stack.
DATA / SOURCES
UIDAI annual reports + technology documentation
K. Puttaswamy Supreme Court judgment + subsequent rulings
In Jan 2024, RBI placed restrictions on Paytm Payments Bank, citing persistent non-compliance + supervisory concerns. PPB had to wind down deposits + fastag + wallet operations by Feb 29. Paytm (parent One97 Communications) faced stock crash, business-model disruption. Forced restructuring of payments + fastag + lending. The case shows Indian FinTech regulatory enforcement + business-continuity stress.
ONDC (Open Network for Digital Commerce, launched 2022) aims to decentralize e-commerce via protocol-based architecture. OCEN (Open Credit Enablement Network) does the same for lending. Both are India Stack's 2020s-era additions. Adoption has been slower than UPI; debate continues on viability vs incumbent platforms (Amazon, Flipkart). The case shows public-DPI experimentation in real time.
Real-worldIndiaMod 4, Mod 5, Mod 6 · CO4, CO5, CO6
Cred Founder Economics + Strategy (2018-2024)
Cred (Kunal Shah's FinTech, founded 2018) targets premium credit-card-paying Indians. Valuation peaked at $6.4B in 2022. Product evolution: bill payments → e-commerce → P2P transfer → mutual funds → travel → lending. Profitability path debated, founder-economics scrutinized. The case shows premium-FinTech challenges in Indian context.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every fintech product built on India Stack is a strategic choice — which rail (UPI, AePS, IMPS, cards), which orchestration partner, which compliance posture, which monetisation model (MDR-free UPI vs PPI float vs subscription). T2-PE1 frames architecture choices as strategic positioning that determines TAM, unit economics, and regulatory risk. Students leave able to defend a fintech product architecture to an RBI inspector and an investor.
🌍SDG anchors
SDG 1No PovertyLinked to: CO2
India Stack (CO2) explicitly covers financial inclusion outcomes: JAM trinity (Jan Dhan + Aadhaar + Mobile), PMJDY accounts (50+ crore), DBT (direct benefit transfer) reducing welfare leakage. Students analyse welfare-payment architectures that have lifted documented populations out of poverty.
SDG 8Decent Work and Economic GrowthLinked to: CO5
Designing fintech products on India Stack (CO5) extends to gig-worker financial infrastructure: instant settlement for Swiggy / Zomato delivery partners via UPI, gig-worker insurance via embedded models, OCEN-based credit for small merchants.
SDG 10Reduced InequalitiesLinked to: CO2, CO5
India Stack's design philosophy explicitly addresses inequality reduction — zero-MDR UPI eliminates the merchant-economics gap that excludes small businesses; AA framework gives small businesses the same data leverage as large ones.
🌱ESG integration · extends Module 5: Designing FinTech Products on the India Stack
Digital-infrastructure carbon footprint: UPI transaction-level energy intensity, data-centre choices for fintech.
Inclusive design: products explicitly built for low-bandwidth, multilingual, low-literacy users.
Responsible-data principles aligned to DPDP Act 2023 — privacy-by-design as ESG-S commitment.
Additional hours: 1.5 hours added to Module 5 lecture
Rationale: India Stack is fundamentally a social-good architecture; the ESG-S dimension is intrinsic.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Postman AI for API design + workflow (fintech infra is API-first), Claude for product-spec and regulatory-memo drafting.
Postman AIAPI design + testingModule 5
Workflow:Use Postman AI to design and test API integrations against the FinTech sandbox APIs (NPCI UPI sandbox, Setu, M2P). Generate API documentation auto-magically; identify edge-case failures (network timeouts, partial auth states, race conditions) that the AI flags.
Skill built:AI-augmented fintech API integration
Deliverable:API-collection + test-cases + documentation for one India Stack integration
Workflow:Draft a product PRD for an India-Stack-based product. Submit to Claude: 'critique as an RBI inspector reviewing this product's compliance posture, and separately as a Series A investor — different concerns from each audience'. Iterate the PRD to address both.
AA framework adoption: 1.5+ crore consent-based data shares per month by 2024-25; lending-tree adoption growing.
UPI-Plug and UPI Lite: offline + low-value UPI variants for rural / poor-connectivity contexts.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Design + Pitch a New India-Stack-Leveraging FinTech Product
Each team of 3-4 designs a new FinTech product leveraging the India Stack (UPI + Aadhaar + AA + ONDC + OCEN). Required: target user segment, problem statement, product flow design, India Stack integration architecture, regulatory compliance, unit economics, GTM strategy, 18-month roadmap. Present to a panel including a sitting FinTech founder or product VP (alumni or industry partner) at a Bangalore/Mumbai-based FinTech.
WEEKLY MILESTONES
Week 2: Target segment + problem statement approved
Week 4: India Stack integration architecture designed
Week 6: Product flow + UX wireframes complete
Week 8: Regulatory compliance memo + unit economics
US replaced with Indian context; crypto in T8-PE4.
Stanford GSB Digital + FinTech
88%
Strong overlap.
Topics in this syllabus but NOT in KL F1:
More Silicon Valley founder dynamics
US-VC FinTech investing
Rationale for KL omission:
Indian founder dynamics preferred.
Wharton FNCE 720 FinTech
87%
Strong overlap.
Topics in this syllabus but NOT in KL F1:
US-specific market microstructure
More academic theory
Rationale for KL omission:
Indian context preferred.
ISB FinTech Programme
98%
PG executive programme; closely aligned with Indian context.
Topics in this syllabus but NOT in KL F1:
More C-suite leadership focus
Executive-level depth on partnerships
Rationale for KL omission:
BBA-scale appropriate; C-suite depth deferred.
▸ STRENGTH AREAS
India Stack as architectural foundation — first-class treatment of UPI, Aadhaar, AA, ONDC, OCEN
Sitting Indian FinTech founder + product VP panel for capstone
RBI + NPCI + SEBI + MeitY regulatory depth
India-first case mix (PhonePe, Razorpay, Paytm crisis, Cred, ONDC, OCEN)
Direct placement signal — PhonePe, Razorpay, Cred, Paytm, Pine Labs, BharatPe, Mobikwik entry roles
▸ FOR CONTINUOUS IMPROVEMENT
Deep cryptography + payment-card security at preview level — depth in T8-PE1
Detailed credit underwriting in T2-PE2; neo-banking + BaaS in T2-PE3
Founder-economics + GTM advanced topics in T2-PE4
International FinTech (US Plaid, EU PSD2, Brazilian Pix) at framework level only
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
The FinTech Book: The Financial Technology Handbook for Investors, Entrepreneurs, and Visionaries
Susanne Chishti + Janos Barberis
Wiley
2023
All 6 modules
Reimagining Indian Financial Services
Sanjeev Bikhchandani (Editor)
Penguin Random House India
2023
Modules 1, 6 (Indian FinTech context)
Banking and Finance for FinTech
Rohit Choudhary + Tata Capital Edu team
Tata McGraw-Hill India
2023
Modules 1, 4
The Pay-off: How Changing the Way We Pay Changes Everything
Gottfried Leibbrandt + Natasha de Terán
Elliott & Thompson
2022
Module 1 (payments deep-dive)
India Stack: The Architecture
iSPIRT Foundation + Various
iSPIRT (open-source)
2024 ed
Modules 2, 5
Digital Lending in India: Master Class
Various — IAMAI editors
IAMAI Publishing
2024
Modules 3, 4 (preview for T2-PE2)
Platform Revolution
Geoffrey Parker + Marshall Van Alstyne + Sangeet Paul Choudary
Norton
2016
Modules 5, 6 (platform thinking)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian FinTech scenario. Sub-Q: (a) Payment-rails architecture analysis — CO1 (10 marks), (b) India Stack integration design — CO2 (8 marks), (c) Regulatory navigation — CO3 (7 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a — CO3; 4a, 4b — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — Unit Economics Problem (24 marks): FinTech business unit-economics + profitability path. CO4.
PART C — Product Design + Strategy Problem (27 marks): Design India-Stack-leveraging product flow + regulatory + GTM. CO5 + CO6.
Total: 24 + 24 + 27 = 75 marks.
Where this course leads
T2-PE2 Digital Lending, Credit Underwriting & BNPL (T7)
Decode the credit decision. Build the model. Ship the lend.
T2-PE2 develops digital-lending product + credit-underwriting fluency. By trimester end, students will: (a) analyse Indian digital lending landscape across personal loans, BNPL, SME, MFI, supply-chain finance, (b) design credit-underwriting models using alt-data + bureau + AA, (c) navigate RBI's digital lending framework + FLDG + co-lending norms, (d) understand lending unit economics + portfolio risk metrics, (e) build BNPL/PL/Auto/SME lending product flows, and (f) navigate ongoing-portfolio management + collections + write-offs in Indian context.
RATIONALE
Digital lending in India crossed Rs 14 lakh crore disbursement in FY24, with ~$15B deployed by Indian digital lenders (Cred Capital, Slice, MoneyTap, KreditBee, Lendingkart, ZestMoney legacy, Capital Float, ePayLater, ClearTax Capital, Aye Finance, IndiaLends, Kissht, PaySense). BNPL category alone scaled to Rs 1+ lakh crore by 2024 before regulatory tightening. Co-lending partnerships between NBFCs + FinTechs (with banks) have created hybrid models. RBI's Digital Lending Guidelines (Aug 2022) reshaped the entire industry. T2-PE2 develops the analytical + operational + regulatory craft required to design + run credit-underwriting + lending products in Indian context — from data-stack to risk-stack to compliance-stack to commercial economics. Capstone simulates a digital lending product launch with sitting credit-risk + product-leader panel.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE the Indian digital lending landscape across personal loans, BNPL, SME, MFI, supply chain, gold, and education segments.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO2BTL 5 · Create
DESIGN credit underwriting models using alternative data, bureau data, and Account Aggregator inputs.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
NAVIGATE RBI digital lending guidelines along with the First Loss Default Guarantee and co lending framework.
PO1 H · PO2 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
UNDERSTAND lending unit economics and portfolio risk metrics including net interest margin, cost of risk, operating expense ratio, and return on assets.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO5BTL 5 · Create
BUILD lending product flows across BNPL, personal loans, SME, auto, gold, and supply chain segments.
PO1 H · PO3 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO3 (H): Communication and presentation
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 4 · Analyse
NAVIGATE portfolio management activities including collections, write offs, and restructuring.
PO1 H · PO4 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Indian Digital Lending Landscape
TOPICS
Indian lending market size: ~Rs 215 lakh crore credit outstanding; ~Rs 14 lakh crore digital disbursement FY24
Personal loan (PL): from ~Rs 4 lakh crore (2018) to ~Rs 12 lakh crore (2024); credit-card-led + fintech-led growth
Tools Excel for portfolio monitoring · Industry data
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 4, Mod 5 · CO1, CO4, CO5
Bajaj Finance — India's Largest Retail NBFC Trajectory
Bajaj Finance has scaled from a ~Rs 4,000 cr loan book (2010) to ~Rs 3.3 lakh cr (2024). EMI card + consumer-durable financing + digital onboarding + cross-sell to consumer + auto + SME + mortgage. Market cap ~Rs 4 lakh cr — among India's highest-valued NBFCs.
Product evolution [25%], unit economics [30%], digital tech [20%], forecast [25%]. 50 marks.
Real-worldIndiaMod 1, Mod 3, Mod 5 · CO1, CO3, CO5
Slice — India's Most Public BNPL Trajectory
Slice (founded 2016) became India's largest BNPL/credit-card-alternative by 2022 (~$1.5B valuation). RBI restrictions on PPI-credit (Jun 2022) forced restructuring: dropped BNPL, applied for NBFC license, focused on prepaid + lending stack rebuild. Merger with North East Small Finance Bank (2023, completed 2024).
Real-worldIndiaMod 1, Mod 2, Mod 5 · CO1, CO2, CO5
Lendingkart — Indian SME Digital Lending
Lendingkart (founded 2014) targets SME digital lending. Loan book ~Rs 3,500 cr (2024). Co-lending partnerships with banks. Alt-data + GST-data underwriting. Hard times in 2020-22 (COVID + NPA stress), recovered with discipline 2023-24.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every credit-underwriting decision is a strategic stance — risk-vs-volume trade-off, borrower-segment choice, data-sources used, model-explainability commitment. T2-PE2 trains students to design lending products as strategic positions: which customer lifecycle stage to serve (acquisition / activation / cross-sell), which underwriting philosophy (bureau-led / cash-flow-led / hybrid), which collection ethics. Every design choice has unit-economic, regulatory, and reputational consequences.
🌍SDG anchors
SDG 1No PovertyLinked to: CO5
Lending product design (CO5) covers thin-file / new-to-credit underwriting explicitly — the segment most relevant to poverty-line populations being brought into formal credit access for the first time.
SDG 10Reduced InequalitiesLinked to: CO2, CO5
Credit-underwriting architecture (CO2) addresses bias detection in ML credit models — gender bias, geography bias, occupation bias. Product design (CO5) covers responsible-lending principles, debt-trap avoidance, and fair collections.
Bias detection in ML credit models: gender bias, age bias, geography bias; fairness-aware ML techniques.
Additional hours: 2 hours added to Module 6 lecture
Rationale: RBI's Dec 2024 + 2025 enforcement actions against digital lenders for predatory practices make this content essential for graduates joining the lending industry.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — SHAP for ML explainability (essential for compliance + responsible lending), Claude for credit-narrative + risk-memo drafting.
SHAP (Python library)ML model explainabilityModule 2
Workflow:Train an XGBoost credit-decision model on a synthetic borrower dataset. Apply SHAP to generate per-borrower explanations: 'this loan was approved because of X, Y; declined because of A, B'. Build a 1-page customer-facing explanation document. Test for bias by income / gender / geography.
Skill built:Explainable AI for credit decisions — RBI Digital Lending guideline-aligned
Workflow:Given a synthetic portfolio dashboard (vintage curves, DPD migration, GNPA trends), draft a 2-page risk memo to the CRO. Submit to Claude: 'critique as a CRO who would push back on optimism bias — what would they scrutinise'. Iterate.
Skill built:Risk-narrative writing that survives CRO review
Cash-flow-based underwriting via Account Aggregator: now the dominant pattern for new-to-credit MSME lending. Players: Razorpay Capital, Lendingkart, Indifi, KreditBee.
OCEN (Open Credit Enablement Network) protocol: integration with merchant platforms for embedded credit. 100+ LSPs onboarded by 2025.
Embedded credit on UPI: Credit Line on UPI launched by RBI September 2023; banks (HDFC, ICICI, Axis, SBI) integrating through 2024-25.
RBI Digital Lending guidelines 2022 + Dec 2024 amendments: First-Loss Default Guarantee (FLDG) framework, lender-borrower direct flow mandate, DPDP Act compliance.
MSME credit acceleration: under PMMudra, Stand-Up India, MSME-Mudra synergy; lending fintechs as origination partners.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Launch a New Indian Digital Lending Product — End-to-End
Each team of 3-4 designs + pitches a new digital lending product. Choose segment: PL, BNPL revival, SME, supply-chain, education, gold, micro-loan. Required: market sizing, underwriting model design, regulatory + compliance plan, unit economics, product flow, GTM + 18-month roadmap. Present to a panel including a sitting Credit Head or Product VP from leading Indian NBFC/FinTech.
WEEKLY MILESTONES
Week 2: Segment chosen + market opportunity brief
Week 4: Underwriting model designed + scorecard prototyped
Mid-trimester guest: sitting Credit Head or Product VP from Indian NBFC/FinTech. Walks through real lending decisions, regulatory navigation, portfolio management. 30-min talk + 60-min Q&A.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Indian digital lending landscape
—
Team formation + segment shortlist
P1: Landscape map (ALM-12)
ALM-12
Diagnostic + landscape assignment (10 marks)
Week 2
Module 2 begins — Credit bureau + traditional underwriting
—
Capstone: segment chosen + market brief
P2: Bureau analysis (ALM-12)
ALM-12
Bureau assignment (15 marks)
Week 3
Module 2 — Alt-data + AA-based underwriting
Bajaj Finance case (ALM-3)
Capstone: market analysis
P3: Alt-data scorecard (ALM-12)
ALM-3 Bajaj Finance
Bajaj Finance case (50 marks)
Week 4
Module 2 — ML underwriting model design
—
Capstone: underwriting model design
P4: XGBoost model (ALM-12)
ALM-12
ML model assignment (20 marks)
Week 5
Module 3 — RBI digital lending framework
Slice trajectory case (ALM-3)
Capstone: underwriting model 60%
P5: Regulatory walkthrough (ALM-12)
ALM-3 Slice + ALM-7
MID-TERM EXAM: 40 marks + Slice case (50 marks)
Week 6
Module 4 — Lending economics + risk metrics
—
Capstone: regulatory memo
P6: Lending economics (ALM-12)
ALM-12
Lending economics assignment (15 marks)
Week 7
Module 4 — Portfolio risk + ECL
Lendingkart case (ALM-3)
Capstone: unit economics
P7: Portfolio monitoring (ALM-12)
ALM-3 Lendingkart
Lendingkart case (50 marks)
Week 8
Module 5 — BNPL + PL product design
—
Capstone: product flow design
P8: BNPL design (ALM-12)
ALM-12
BNPL design assignment (15 marks)
Week 9
Module 5 — SME + supply-chain + gold
RBI Guidelines + Cred Capital cases (ALM-3 dual)
Capstone: design + GTM
P9: SME design (ALM-12)
ALM-3 dual
RBI + Cred cases (100 marks)
Week 10
Module 6 — Portfolio management + collections
—
Capstone: GTM + roadmap
P10: Co-lending design (ALM-12)
ALM-7
Portfolio management assignment (15 marks)
Week 11
Module 6 wrap — Stress + restructuring
Co-Lending + ZestMoney cases (ALM-3 dual)
Capstone: pitch polish
P11: Pitch polish (ALM-12)
ALM-3 dual
Co-lending + ZestMoney cases (100 marks)
Week 12
Capstone delivery
—
Capstone presentations
Capstone delivery (ALM-12)
Capstone presentations
END-TERM EXAM: 75 marks (all 6 COs)
09 Evaluation plan
Digital lending is learned by building underwriting models + product flows. ~70% applied; ~30% theory.
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Digital lending case analysis
Capstone (Digital Lending Product Launch)
25%
100
End-to-end lending product design
Modeling + design practicals (12 weekly)
12%
120
Hands-on lending modeling + product design
Mid-term (Week 5)
11%
40
CO1-CO3
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T2-PE2 is benchmarked against MIT Sloan Credit Risk Modelling, Wharton Consumer Finance, IIM-A Banking + NBFC elective, ISB FinTech Lending. T2-PE2's differentiation: India-first lending cases (Bajaj Finance, Slice, Lendingkart, Cred Capital, RBI guidelines impact), Indian regulatory depth, sitting Indian credit-head/product-VP panel.
International lending (US + EU regulations) at framework level only
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Credit Risk Analytics
Bart Baesens + Daniel Roesch + Harald Scheule
Wiley
2022
Modules 2, 4
The Indian Microfinance Crisis: The Role of Social Capital + Regulation
Vamsicharan Mantha + Various
Sage India
2022
Module 1 (Indian MFI context)
Digital Lending in India: Master Class
Various — IAMAI editors
IAMAI Publishing
2024
All 6 modules (Indian-specific)
Bajaj Finance: The Disruption in Indian Consumer Finance
Sajal Mukherjee
Penguin India
2023
Modules 1, 4, 5
Credit Risk Management for Indian Banks
S. K. Bagchi
Vision Books
2023
Modules 2, 4
Machine Learning for Credit Risk
Anand Rao + Various
Springer
2023
Module 2
The FinTech Disruptors: Practice + Practice in Lending, Payments + InsurTech
Susanne Chishti + Janos Barberis (Eds)
Wiley
2023
All 6 modules
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian lending scenario. Sub-Q: (a) Landscape analysis — CO1 (8 marks), (b) Underwriting model design — CO2 (12 marks), (c) Regulatory navigation — CO3 (5 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a, 2b — CO2; 3a — CO3; 4a, 4b — CO4; 5a — CO5; 6a — CO6.
PART B — Lending Economics Problem (24 marks): Build NIM + CoR + ROA model for a lending business + sensitivity analysis. CO4.
PART C — Product Design + Portfolio Problem (27 marks): Design a lending product + portfolio-management framework + collections playbook. CO5 + CO6.
International neo-banking models: comparison + Indian relevance
Career paths in neo-bank ecosystem: product, growth, ops, compliance, BD
Funding outlook: PE/VC dynamics for Indian neo-banks 2024-2030
Tools RBI publications · Industry forecasts
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 2 · CO1, CO2
Niyo — Indian Neo-Banking Pioneer
Niyo (founded 2015) pioneered Indian neo-banking. Niyo Global (forex card with DCB Bank partner) targets international travellers; Niyo Solutions (payroll-banking for SMBs) targets B2B. ~$200M funding, ~3M users. Profitability path + acquisition (by Niyo Bank consortium?) under discussion.
DATA / SOURCES
Niyo funding rounds + product launches
Industry analysis on Niyo + Indian neo-banking
DCB Bank partnership disclosures
DELIVERABLE
(a) Niyo Global vs Niyo Solutions strategy analysis, (b) DCB Bank partnership economics, (c) Competitive positioning, (d) 3-year forecast. 10-page memo.
Jupiter (founded 2019 by Jitendra Gupta, ex-PayU) targets young Indian professionals. Federal Bank partner. ~3M+ users. Product mix: savings + debit + UPI + rewards + lending + investments. Series C 2022 $86M at ~$700M valuation. Profitability path discussed.
DATA / SOURCES
Jupiter funding + product announcements
Federal Bank partner disclosures
Industry analysis
DELIVERABLE
(a) Jupiter strategy + product analysis, (b) Federal Bank economics, (c) Unit economics analysis, (d) 3-year forecast. 10-page memo.
Real-worldIndiaMod 1, Mod 4, Mod 6 · CO1, CO4, CO6
Fi Money — Premium Indian Neo-Bank
Fi Money (founded 2019 by Sujith Narayanan + Sumit Gwalani, ex-Google Pay India) targets young + premium Indian professionals. Federal Bank partner. ~3-4M users. Product mix: savings + UPI + investments + lending. Series C 2022 $75M at $700M+ valuation. Profitability path + competition with Jupiter discussed.
DATA / SOURCES
Fi Money announcements + product
Federal Bank disclosures
Industry analysis
DELIVERABLE
(a) Fi vs Jupiter comparison, (b) Federal Bank partnership economics, (c) Product-mix analysis, (d) 3-year forecast. 10-page memo.
Open (founded 2017) is a pure-SMB neo-bank. Services 3M+ SMBs. Strong accounting + GST integration (Zoho, Tally partners). Cross-border payments via partner banks. Series D 2022 $50M at ~$1B valuation (Indian unicorn). Profitability challenges in 2023-24.
By 2024, no Indian neo-bank has achieved profitability at scale. Top players (Niyo, Jupiter, Fi, RazorpayX, Open) each have distinct paths. Industry-wide question: when + how can neo-banks profit? Levers: lending cross-sell, partnership-bank revenue-share, premium-product upsell.
DATA / SOURCES
Industry analysis on neo-bank profitability
Public funding + financial disclosures
Comparison with global (Revolut, Monzo, N26)
DELIVERABLE
(a) Neo-bank profitability decomposition framework, (b) Each major Indian player's path, (c) Global comparison, (d) 2030 forecast. 10-page memo.
EVALUATION
Framework [25%], per-player [30%], global [20%], forecast [25%]. 50 marks.
Real-worldIndiaMod 2, Mod 6 · CO2, CO6
Paytm Payments Bank Crisis — Implications for BaaS (Jan 2024)
RBI's January 2024 restrictions on Paytm Payments Bank triggered FinTech-wide concern. PPB shutdown of deposits + fastag + wallet by Feb 29, 2024. Implications: BaaS scrutiny, partner-bank relationship-quality, regulatory expectations, business-continuity planning. PhonePe + Razorpay + other FinTechs proactively reviewed.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every neo-bank or embedded-finance product is a strategic bet on a partnership architecture — which partner bank, which BaaS provider (Setu / M2P / Decentro), which compliance posture, which monetisation model. T2-PE3 frames the partnership-decision tree as the core strategic choice: get this wrong and the product can't ship; get this right and the product compounds with the partner's regulatory weight.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO5
Embedded finance (CO4) brings banking + insurance + investing into apps people already use — reducing the trip-to-bank friction that disproportionately costs low-income, rural, or time-constrained users.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Cursor / GitHub Copilot for API-integration coding (most neo-bank work is API-orchestration), Claude for product-spec + partner-pitch drafting.
Cursor (or GitHub Copilot)AI-pair-programming for API integrationModule 3
Workflow:Use Cursor to integrate the Setu sandbox API for a simple savings-account feature. Generate boilerplate code; manually review for security gaps (API-key handling, request-signing). Identify what Cursor got right vs what required senior-engineer judgment.
Skill built:AI-pair-programming with security-aware review
Deliverable:Working integration + 1-page security-review of AI-generated code
Workflow:Draft a partner-bank pitch document for a neo-bank seeking BaaS partnership. Submit to Claude: 'critique as the partner bank's compliance head — what are the show-stopper questions you'd ask before agreeing'. Iterate. Then ask Claude to draft the bank's term sheet response.
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Design + Pitch a New Indian Neo-Bank or Embedded Finance Product
Each team of 3-4 designs a new Indian neo-bank (consumer or SMB) OR an embedded-finance product for a major Indian vertical (e-commerce, travel, edtech, healthcare). Required: target segment + value prop, BaaS architecture, product flows, API integration plan, unit economics, GTM. Present to a sitting neo-bank product VP panel.
Detailed cross-border + NRI neo-banking deferred to advanced electives
Deep crypto-banking + DeFi-banking intersections at framework level only
Founder + GTM in T2-PE4
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Bank 4.0: Banking Everywhere, Never at a Bank
Brett King
Marshall Cavendish
2022
All 6 modules
BankTech for Bharat: The Future of Indian Financial Services
Various — NPCI editors
NPCI Publications
2024
Modules 1, 6
Banking-as-a-Service: Opportunities + Risks
Susanne Chishti
Wiley
2023
Modules 2, 3
Open Banking Strategies for Financial Institutions
Hellmut Schütte
Wiley
2023
Modules 2, 3
The Future of Banking
Yoram Wind + Various
Wharton Digital Press
2023
Modules 1, 6
Embedded Finance: When Payments Become an Experience
Scarlett Sieber + Sophie Guibaud
Wiley
2022
Module 4
Indian FinTech Almanac (2024 ed)
IAMAI + Inc42 editors
IAMAI Publishing
2024
All 6 modules
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian neo-bank scenario. Sub-Q: (a) Landscape analysis — CO1 (8 marks), (b) BaaS architecture design — CO2 (10 marks), (c) API integration plan — CO3 (7 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a — CO3; 4a, 4b — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — Embedded Finance Design Problem (24 marks): Design end-to-end embedded-finance flow for an Indian vertical. CO4.
PART C — SMB Neo-Bank + Future Problem (27 marks): SMB neo-bank product + economics + 2030 forecast. CO5 + CO6.
Strategic-sale exit: trade sale, sponsor-to-sponsor, secondary buyout
Flip-back to India: PhonePe (2022), Razorpay (2024), Groww (2024)
Founder + team outcomes at exit: ESOP exercise, secondary sale, lock-up + escape
Investor returns: VC + PE return calculations, fund-life dynamics
Career trajectory + post-exit options
Tools DRHP examples · Industry data on Indian FinTech IPOs
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1, Mod 3, Mod 5 · CO1, CO3, CO5
PhonePe Founder Story — Sameer Nigam + Rahul Chari (2015-2024)
Sameer Nigam + Rahul Chari (ex-Flipkart) founded PhonePe in 2015. Flipkart owned PhonePe initially; Walmart's Flipkart acquisition (2018) included PhonePe. PhonePe was separated from Flipkart in 2022. Series E + F at $12B valuation. By 2024, IPO-readiness work + flip-back to India structure complete. Founder + ESOP + governance dynamics across the journey.
Harshil Mathur + Shashank Kumar (BITS Pilani classmates) founded Razorpay in 2014. Y Combinator W15 batch. Series F 2021 at $7.5B valuation. Recent flip-back to India structure (2024). Profitability achieved + IPO-readiness work. Strong co-founder partnership + governance.
DATA / SOURCES
Razorpay public announcements
Industry analysis
Founder interviews
DELIVERABLE
(a) Co-founder journey, (b) Product + business evolution, (c) Unit economics + profitability path, (d) IPO-readiness. 10-page memo.
Real-worldIndiaMod 3, Mod 4, Mod 5 · CO3, CO4, CO5
Cred Founder Economics — Kunal Shah (2018-2024)
Kunal Shah (founder of FreeCharge, sold to Snapdeal 2015) founded Cred in 2018. Premium credit-card-paying Indians target segment. Peak valuation $6.4B (2022). Product expansion + profitability path debated. Founder + investor dynamics interesting case study.
Real-worldIndiaMod 3, Mod 5, Mod 6 · CO3, CO5, CO6
Slice CEO Journey — Rajan Bajaj (2016-2024)
Rajan Bajaj founded Slice in 2016 (IIM-A grad). Peak valuation $1.5B (2022). RBI's June 2022 PPI-credit restriction forced major restructuring. NBFC license, merger with North East SFB (2023). Founder dynamics + investor + employee morale + GTM through crisis.
Indian FinTech IPO-Readiness Decoded — Razorpay vs PhonePe vs Pine Labs
By 2024-25, three large Indian FinTechs working toward IPO: Razorpay (B2B PA + lending + neo-bank), PhonePe (consumer payments + super-app), Pine Labs (POS + B2B payments). Each has distinct positioning, profitability profile, IPO-timing considerations.
DATA / SOURCES
Each company's funding history + product disclosures
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
FinTech PM is strategic decision-making under regulatory constraint — every product scope decision is a regulatory, unit-economic, and competitive bet. T2-PE4 trains students to make PM choices that the founder, the investor, and the regulator can all endorse. The course's strong existing strategic-decision content is reinforced with cohort-economics depth and PLG-vs-SLG strategic framing.
🌍SDG anchors
SDG 8Decent Work and Economic GrowthLinked to: CO6
Founder + team economics + ESOP (CO5) and IPO + exit pathways (CO6) cover the talent economics of the Indian fintech ecosystem — the ESOP-and-CTC structures that have created Indian fintech-startup wealth at scale.
Cohort retention metrics — D1 / D7 / D30 / M3 / M12 retention by user segment; AARRR (acquisition / activation / retention / revenue / referral) for fintech specifically.
Contribution margin per cohort with regulatory-cost overlays (KYC, AML, FraudOps costs).
ESG-PM angle: building responsible-default features (deposit-protection nudges, debt-trap warnings, financial-wellness summaries).
Additional hours: 2 hours added to Module 4 lecture
Rationale: Indian fintech PM in 2024-26 is increasingly under-pressure to demonstrate user-financial-wellness outcomes alongside revenue.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Mixpanel Spark (AI insights on top of the analytics stack students already use), Claude for PRD + GTM-doc drafting.
Mixpanel Spark (AI on top of analytics)AI-augmented product analyticsModule 2
Workflow:Use Mixpanel Spark on a sample fintech-product event-stream. Query in natural language: 'which user segment shows highest D7 retention', 'what's the funnel breakpoint for first-loan-application'. Compare against manually-built queries — identify where AI got the right segmentation vs where it over-simplified.
Skill built:AI-augmented product analytics with critical review
Deliverable:Insight memo with 5 user-segment findings + AI-vs-manual comparison
ClaudePRD + GTM-doc draftingModule 3
Workflow:Draft a GTM plan for a fintech-product launch. Submit to Claude: 'critique from three perspectives — Series-B investor, CMO, head-of-growth'. Each perspective has different priorities. Iterate.
Cohort metrics depth: contribution-margin-per-cohort now expected in fintech investor decks.
AARRR for fintech: nuanced metrics by product type (lending: activation = first-loan; payments: activation = first-transaction; investing: activation = first-buy).
PLG vs SLG for fintech: B2C generally PLG; B2B fintech (neo-banking, embedded finance) often hybrid.
Founder economics post-2024 funding correction: more conservative valuations, tighter cap tables, more debt + ESOP cash-outs vs equity-only structures.
Indian fintech IPO patterns: Paytm post-listing journey, Zomato precedent, Mobikwik / Pine Labs / Razorpay / PhonePe-future-pipeline analysis.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
FinTech PM + GTM + Founder-Economics Simulation
Each team of 3-4 acts as founders + PM for a new FinTech opportunity. Choose problem space (payments, lending, neo-bank, embedded, wealth). Required: user research, product roadmap, GTM strategy, unit economics, ESOP + founder economics design, 24-month plan, IPO-readiness path. Present to sitting Indian FinTech founder panel.
Indian FinTech GTM dynamics (tier-1/2/3, regulatory-led launches)
ESOP + founder secondaries + Indian tax considerations
Indian FinTech IPO + flip-back wave (PhonePe, Razorpay, Mobikwik)
Strong placement signal — PM, growth, BD, partnerships at all Indian FinTechs
▸ FOR CONTINUOUS IMPROVEMENT
International FinTech expansion strategies at framework level only
Detailed regulatory comparisons (US-CFPB, EU-PSD2) at preview level
Specialized founder-coaching modules deferred to executive programmes
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Inspired: How to Create Tech Products Customers Love (2nd ed.)
Marty Cagan
Wiley
2017
Modules 1, 2
The Indian FinTech Almanac (2024 ed)
IAMAI + Inc42 editors
IAMAI Publishing
2024
All 6 modules
Cracking the PM Interview
Gayle Laakmann McDowell + Jackie Bavaro
CareerCup
2022
Module 1 (PM career)
Crossing the Chasm
Geoffrey A. Moore
Harper Business
2014
Module 3 (GTM)
The Lean Startup
Eric Ries
Crown Business
2011
Modules 1, 2
Venture Deals (5th ed.)
Brad Feld + Jason Mendelson
Wiley
2023
Modules 5, 6
Indian Unicorn Founders: Stories from the Trenches
Various — YourStory editors
Penguin India
2023
Modules 5, 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian FinTech opportunity. Sub-Q: (a) PM role + roadmap — CO1 (8 marks), (b) User research + persona — CO2 (10 marks), (c) GTM strategy — CO3 (7 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a — CO3; 4a, 4b — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — Pricing + Unit Economics Problem (24 marks): Build pricing model + unit economics + cohort analysis. CO4.
PART C — Founder + IPO Problem (27 marks): ESOP + founder economics + IPO-readiness plan. CO5 + CO6.
Total: 24 + 24 + 27 = 75 marks.
Where this course leads
Internship (T9)
Capstone Project (T10)
T8-PE1
MMOB
Market Microstructure, Order Books & Trading Mechanics
Pre-requisites: E2 Investments & Capital Markets, D3 Machine Learning for Business Analytics
01 Objective & rationale
See inside the order book. Decode the mechanics. Predict the move.
T8-PE1 develops market-microstructure analytical depth. By trimester end, students will: (a) decode order book mechanics + price discovery, (b) understand trade lifecycle + matching engine + settlement, (c) navigate Indian NSE + BSE microstructure specifics, (d) understand HFT + latency-sensitive trading + co-location, (e) navigate execution venues + DMA + smart order routing, and (f) navigate market-maker + arbitrage + SEBI regulatory environment.
RATIONALE
Indian algorithmic trading + market-microstructure is dominated by quant firms — AlphaGrep (India's largest), Tower Research India, Quadeye, Jane Street India, Optiver India, Citadel Securities India, Hudson River Trading, IMC Trading India. Indian-equity-derivatives volume is among the world's largest (NIFTY F&O #1 globally, ~93B contracts FY24). NSE + BSE co-location services + low-latency infrastructure underpin the ecosystem. Indian retail F&O surge (~10x 2019-2024) raises microstructure + protection issues. T8-PE1 develops microstructure fluency for entry quant-trading + execution-trader + market-maker + sell-side trading-desk roles. Capstone: design + simulate a market-making strategy with sitting quant-trading head panel.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
DECODE order book mechanics, price discovery, and bid ask dynamics.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 4 · Analyse
UNDERSTAND the trade lifecycle from order to match to clearing and finally to settlement.
PO1 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
NAVIGATE Indian NSE and BSE microstructure specifics.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
UNDERSTAND high frequency trading, latency, and colocation architecture.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO5BTL 4 · Analyse
NAVIGATE execution venues, Direct Market Access, and smart order routing.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO6BTL 4 · Analyse
NAVIGATE the Indian market maker landscape, arbitrage opportunities, and SEBI regulation.
PO1 H · PO2 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Order Books & Price Discovery
TOPICS
Order book mechanics: limit + market + stop orders; bid-ask spreads
SEBI HFT regulation: server-access framework, audit-trail
SEBI co-location framework: equal-access norms
Retail F&O protection: SEBI 2024 measures
Career paths: quant trader, market-maker, execution trader
Tools SEBI regulatory texts · Industry career data
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 4, Mod 6 · CO4, CO6
NSE Co-Location Scandal (2010-2017)
NSE provided preferential server-access to certain co-located firms 2010-2017. SEBI penalty Rs 1,100 cr (2019). NSE officials faced regulatory action. Foundational case for Indian HFT regulatory history.
Indian HFT Firm Landscape — AlphaGrep, Tower, Quadeye, Jane Street
Indian HFT dominated by AlphaGrep, Tower Research India, Quadeye, Jane Street India, Optiver, IMC. Combined ~$2-3T notional Indian-derivatives turnover. Distinct strategies, compensation, technology stacks.
Comparison [30%], market-share [25%], outlook [25%], implications [20%]. 50 marks.
Real-worldIndiaMod 3, Mod 6 · CO3, CO6
Retail F&O Surge + SEBI Protection (2019-2024)
Indian retail F&O participation grew 10x 2019-2024. SEBI 2024 study: ~90% retail F&O traders lose money, avg loss Rs 50,000. SEBI introduced: minimum lot-size increase, brokerage transparency, intermediary disclosures.
DATA / SOURCES
SEBI 2024 F&O study
SEBI orders + measures
Industry analysis
DELIVERABLE
(a) Surge decomposition, (b) SEBI study findings, (c) Protection measures analysis, (d) Industry implications. 10-page memo.
EVALUATION
Surge [25%], study [25%], measures [25%], implications [25%]. 50 marks.
Real-worldIndiaMod 5, Mod 6 · CO5, CO6
Market-Making in Indian Derivatives — Tower + Optiver + Jane Street
Tower Research, Optiver, Jane Street are major Indian options market-makers. Tight bid-ask, deep two-sided quotes across NIFTY F&O, BankNIFTY, single-stock options. Inventory risk management, dynamic hedging.
DATA / SOURCES
Industry research on Indian market-makers
Firm public disclosures
DELIVERABLE
(a) Market-maker role + economics, (b) Indian-derivatives-specific approach, (c) Risk management, (d) Career trajectory. 10-page memo.
EVALUATION
Role [25%], approach [25%], risk [25%], career [25%]. 50 marks.
Real-worldIndiaMod 5 · CO5
Indian DMA + SOR — Smart Routing Evolution
Indian DMA + SOR evolved: 2000s introduction, 2010s broker-led adoption, 2020s sophistication. Major brokers (Zerodha, ICICI Direct, HDFC Sec, MOSL, Kotak Sec) offer differing capabilities. Institutional + sophisticated-retail use.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Trading-system design is strategic positioning — co-location choice, latency budget, venue-routing logic, market-making spread setting. T8-PE1's already-strong strategic-decision content is reinforced with the actual landscape of Indian HFT firms and the GIFT-IFSC liquidity programs that are reshaping where Indian trading happens.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO3
NSE + BSE microstructure (CO3) addresses the financial-market infrastructure that enables Indian capital formation — co-location, FIX-protocol standardisation, fault-tolerant matching engines.
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO6
Market-maker + arbitrage + regulation (CO6) addresses market integrity — SEBI orders on circuit-trading, layering, spoofing, front-running. Cases: SEBI's NSE co-location order (2019), recent algo-trading enforcement.
🤖AI-augmented practice · 1 specialised tools (cap protects against tool-overwhelm)
One tool — Claude for SEBI-regulation analysis. Trading-mechanics work is code-heavy (Python) where SEBI-regulation reading is the main AI-augmentation opportunity. Holding to a tight tool-set; students need depth not breadth.
Workflow:Read SEBI's NSE co-location order (2019) using Claude as a research assistant. Query: 'summarise the SEBI's three primary findings', 'extract the regulatory remedies imposed'. Identify what's not in the order that you'd want for a complete analysis. Compare against subsequent SEBI algo-trading consultation papers.
Skill built:AI-assisted regulatory analysis
Deliverable:SEBI co-location order analysis memo
⟶Indian + global frontier 2025-26 · what to track
India HFT firm landscape: Tower Research Capital India, Optiver India, AlphaGrep, iRageCapital, QuadEye, Tradeworx Asia, Quadrye, Jump Trading India (limited).
GIFT-IFSC liquidity programs: market-maker incentive schemes; INR-X (offshore INR derivatives) on NSE-IFSC and BSE-IFSC.
BSE algorithmic-trading framework: parallel to NSE but with some venue-specific quirks.
Co-location 2.0: SEBI 2023 framework for fair co-location access (post the 2019 enforcement).
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Market-Making + Order Book Strategy Simulation
Each team of 2-3 designs + simulates a market-making strategy on a chosen Indian-derivatives instrument. Required: order book analysis, strategy logic, inventory + risk management, latency considerations, P&L analysis. Present to a panel including sitting quant-trading head or market-maker from major Indian HFT firm.
Mid-trimester guest: sitting quant-trading head or market-maker from Indian HFT firm. Walks through real strategy + microstructure decisions. 30-min talk + 60-min Q&A.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Order books + price discovery
—
Team formation + instrument shortlist
P1: Order book reconstruction (ALM-12)
ALM-12
Diagnostic + order book assignment (10 marks)
Week 2
Module 1 wrap — Order types + flow
—
Instrument chosen
P2: Spread analysis (ALM-12)
ALM-12
Spread assignment (15 marks)
Week 3
Module 2 — Trade lifecycle + matching
NSE Co-Location case (ALM-3)
Order book analysis
P3: Lifecycle walkthrough (ALM-12)
ALM-3 NSE Co-Location
Co-location case (50 marks)
Week 4
Module 3 — Indian NSE + BSE
—
Strategy design
P4: NSE+BSE comparison (ALM-12)
ALM-12
NSE+BSE assignment (15 marks)
Week 5
Module 4 — HFT + latency
NSE F&O case (ALM-3)
Simulation prototype
P5: Co-location decode (ALM-12)
ALM-3 NSE F&O + ALM-7
MID-TERM: 40 marks + NSE F&O case (50 marks)
Week 6
Module 4 — Indian HFT firms + scandal
—
Strategy + risk
P6: HFT firm benchmarking (ALM-12)
ALM-12
HFT firm assignment (15 marks)
Week 7
Module 5 — Execution venues + routing
Indian HFT Landscape case (ALM-3)
Risk management
P7: Latency study (ALM-12)
ALM-3 Indian HFT
HFT Landscape case (50 marks)
Week 8
Module 5 wrap — VWAP/TWAP/SOR
—
P&L analysis
P8: Execution algos (ALM-12)
ALM-12
Execution assignment (15 marks)
Week 9
Module 6 — Market-making + arbitrage
Market-Making + DMA cases (ALM-3 dual)
P&L + sensitivity
P9: Market-making sim (ALM-12)
ALM-3 dual + ALM-7
Market-Making + DMA cases (100 marks)
Week 10
Module 6 — SEBI regulation
—
Pitch prep
P10: Capstone sim (ALM-12)
ALM-12
Regulation assignment (15 marks)
Week 11
Module 6 wrap — Careers + 2030 outlook
NSE vs BSE + Retail F&O cases (ALM-3 dual)
Pitch polish
P11: Risk + P&L (ALM-12)
ALM-3 dual
NSE/BSE + Retail F&O cases (100 marks)
Week 12
Capstone delivery
—
Quant panel presentations
Capstone delivery (ALM-12)
Capstone presentations
END-TERM: 75 marks (all 6 COs)
09 Evaluation plan
Microstructure is learned by reading order books + simulating strategies. ~70% applied; ~30% theory.
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Microstructure + HFT case analysis
Capstone (Market-Making Strategy Simulation)
25%
100
End-to-end strategy design + simulation
Python + analysis practicals (12 weekly)
12%
120
Hands-on market-data fluency
Mid-term (Week 5)
11%
40
CO1-CO3
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T8-PE1 benchmarked vs MIT Sloan Market Microstructure, NYU Tandon Algorithmic Trading, NUS Quant Trading, ISB FinTech Trading. Differentiation: India-first microstructure (NSE + BSE specifics, co-location scandal, NSE F&O #1 globally), Indian HFT firm focus, sitting quant-trading head panel.
Indian HFT firm depth — AlphaGrep, Tower, Quadeye, Jane Street, Optiver
Sitting Indian quant-trading head panel for capstone
SEBI regulatory awareness (post co-location penalties)
Strong placement signal — AlphaGrep, Tower, Quadeye, Jane Street, Optiver, IMC India entry roles
▸ FOR CONTINUOUS IMPROVEMENT
Detailed quant strategy + factor models deferred to T8-PE2
Backtesting + risk management depth in T8-PE3
Crypto + cross-asset deferred to T8-PE4
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Algorithmic and High-Frequency Trading
Álvaro Cartea + Sebastian Jaimungal + José Penalva
Cambridge University Press
2015
All 6 modules
Trading and Exchanges: Market Microstructure for Practitioners
Larry Harris
Oxford University Press
2002
Modules 1, 2 (canonical)
Empirical Market Microstructure
Joel Hasbrouck
Oxford University Press
2007
Modules 1, 3
Flash Boys: A Wall Street Revolt
Michael Lewis
Norton
2014
Module 4 (HFT narrative)
Indian Securities Markets: Microstructure and Mechanics
Various — NSE Centre for Excellence editors
NSE India
2023
Modules 3, 6 (Indian context)
High-Frequency Trading: A Practical Guide
Irene Aldridge
Wiley
2013
Modules 4, 5
Market Liquidity: Theory, Evidence, and Policy
Thierry Foucault + Marco Pagano + Ailsa Röell
Oxford University Press
2013
Modules 1, 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian market scenario. Sub-Q: (a) Order book + price discovery — CO1 (10 marks), (b) Trade lifecycle + Indian-specifics — CO2 + CO3 (15 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a — CO3; 4a, 4b — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — HFT + Latency Problem (24 marks): HFT strategy + latency-architecture design. CO4.
PART C — Market-Making + Regulation Problem (27 marks): Market-making strategy + SEBI regulation analysis. CO5 + CO6.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Strategy selection IS a strategic decision: factor exposure tilt, capacity budget, rebalance frequency, regime-awareness. T8-PE2's already-strong (36 strategic refs) content is reinforced with reinforcement-learning and LLM-driven sentiment trading — the actual quant-research frontier of 2024-26.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO3
ML strategies for Indian equities (CO3) explicitly addresses the financial-market function that systematic strategies serve — price discovery, liquidity provision, market efficiency. SDG 9's 'innovation' dimension covers ML / DL research adoption in Indian quant houses.
Additional hours: 2 hours added to Module 1 lecture
Rationale: Indian institutional quants (e.g., DSP Quant Fund, Motilal Oswal Quant) now include ESG as a factor in their disclosed methodologies.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — HuggingFace Transformers (for LLM-driven sentiment from news / earnings transcripts) and stable-baselines3 (for reinforcement learning). Both are open-source and free; students learn at the actual quant-research frontier.
Workflow:Apply FinBERT (a financial-text-tuned BERT model from HuggingFace) to 5 years of earnings transcripts of 50 NSE-listed companies. Generate per-quarter sentiment scores. Backtest a long-positive-sentiment / short-negative-sentiment portfolio strategy. Critique the strategy's implementation costs and decay.
Skill built:LLM-augmented sentiment trading — frontier quant practice
Deliverable:Sentiment-backtest paper (3 pages) with strategy + decay analysis
stable-baselines3 (RL extension)Reinforcement learning for executionModule 5
Workflow:Train a reinforcement-learning agent on synthetic order-book data to learn optimal execution timing (TWAP-vs-VWAP-vs-RL-policy). Use stable-baselines3 (PPO algorithm). Compare against vanilla benchmarks. Critique the agent's behaviour for what it learned vs over-fit.
Skill built:RL for execution — adopted at Jane Street, Two Sigma, AlphaGrep
Deliverable:RL agent training notebook + execution-quality comparison
⟶Indian + global frontier 2025-26 · what to track
Reinforcement learning at production scale: Jane Street, Two Sigma, AlphaGrep, iRageCapital deploying RL for execution + market-making.
Quant-research interpretability: SHAP / LIME for ML quant models (compliance-driven adoption).
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Indian Quant Strategy — Design + Backtest + Portfolio
Each team of 2-3 designs + backtests a quant strategy for Indian equities. Choose: factor strategy (single or multi), pair-trade, ML-based, or hybrid. Required: strategy logic, backtest (2014-2024), performance attribution, risk management, capacity analysis, IC presentation. Present to a panel including sitting buy-side quant PM from Indian AMC + sitting Indian PMS quant lead.
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given an Indian equity universe. Sub-Q: (a) Factor decomposition — CO1 (10 marks), (b) Mean-reversion analysis — CO2 (8 marks), (c) ML strategy design — CO3 (7 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a — CO3; 4a, 4b — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — Indian Factor Performance + Decay Problem (24 marks): Analyse Indian factor performance + forecast decay. CO4.
PART C — Pair-Trade + Capacity Problem (27 marks): Pair-trade design + strategy capacity analysis. CO5 + CO6.
Backtest without bias. Execute without slippage. Manage without drawdown.
T8-PE3 develops execution + backtesting + risk-management fluency. By trimester end, students will: (a) design VWAP + TWAP + Implementation Shortfall execution algorithms, (b) execute rigorous backtests avoiding survivor + look-ahead biases, (c) navigate walk-forward + out-of-sample validation, (d) apply position sizing + Kelly criterion, (e) manage portfolio risk + drawdown control, and (f) navigate Indian execution venues + costs + SEBI framework.
RATIONALE
Execution + backtesting + risk-management are the operational backbone of algorithmic trading. The best strategy fails without proper execution; the most rigorous backtest misleads without survivor-bias + look-ahead controls; the most attractive returns destroy without proper risk-management. Indian execution venues (NSE, BSE), execution algorithms (VWAP, TWAP, POV, IS), backtesting platforms (proprietary + QuantConnect + AmiBroker + Backtrader + Zipline), and risk-frameworks (Kelly, portfolio-VAR, drawdown-control, stress-test) all matter for production deployment. SEBI co-location framework (post-2017) + retail F&O loss study (2024) shape Indian execution + risk practices. T8-PE3 develops execution-engineering rigour for entry execution-trader + quant + risk-management roles. Capstone: build + backtest + risk-stress a complete strategy with sitting Indian execution head panel.
02 Course outcomes (BTL 3–5)
CO1BTL 5 · Create
DESIGN VWAP, TWAP, and Implementation Shortfall execution algorithms.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO2BTL 5 · Create
EXECUTE rigorous backtests while avoiding survivor bias and look ahead bias.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
NAVIGATE walk forward and out of sample validation methodologies.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO4BTL 4 · Analyse
APPLY position sizing, the Kelly criterion, and risk budgeting.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO5BTL 4 · Analyse
MANAGE portfolio risk through drawdown control and stress testing.
PO1 H · PO4 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO4 (H): Critical thinking and decision making
PSO1 (H): Apply functional knowledge
CO6BTL 4 · Analyse
NAVIGATE Indian execution venues, transaction costs, and the SEBI framework.
PO1 H · PO2 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Execution Algorithm Design
TOPICS
VWAP execution: volume-weighted average price, schedule design
TWAP execution: time-weighted, simpler scheduling
POV (Percentage of Volume): adaptive participation rate
Indian execution costs: STT, brokerage, exchange, GST, stamp duty
Indian liquidity by segment + time-of-day
SEBI co-location framework + co-location costs
SEBI algorithmic-trading framework + audit-trail requirements
SEBI retail F&O protection (2024 measures)
Retail algo-trading approval
Compliance + operational risks
Tools NSE + BSE fee schedules · SEBI orders
04 Case studies
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 5, Mod 6 · CO5, CO6
Indian Retail F&O Loss Study (SEBI 2024)
SEBI 2024 study found ~90% of Indian retail F&O traders lose money, avg loss Rs 50,000 per loser, ~Rs 60,000 cr aggregate retail F&O losses 2024. Drivers: leverage, poor risk-management, info asymmetry vs HFTs. SEBI protection measures.
DATA / SOURCES
SEBI 2024 F&O retail study
Industry analysis
Broker protection measures
DELIVERABLE
(a) Study decomposition, (b) Retail-trader risk-management failures, (c) Industry response, (d) Future protection measures. 10-page memo.
Post 2017 co-location scandal, SEBI established algorithmic-trading framework: server-access equality, audit-trail requirements, kill-switches, OCR limits, retail-algo approval. Industry adjustments throughout 2018-2024.
SEBI Co-Location Penalty (Rs 1,100 cr) — Indian Algo Trading Reset
SEBI imposed Rs 1,100 cr penalty on NSE (2019) for co-location scandal. The penalty reshaped Indian algo-trading regulatory framework. Recent SEBI scrutiny continues. Industry-wide compliance cost increased materially.
Indian Execution-Cost Reality — STT, Brokerage, Exchange Fees
Indian execution costs (STT, brokerage, exchange, GST, stamp duty, SEBI fees) total ~10-50 bps per trade depending on segment + side + size. Significant impact on strategy profitability + capacity. SEBI 2024 disclosure requirements increased transparency.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Every execution-algorithm choice is a strategic decision — TWAP vs VWAP vs implementation-shortfall vs adaptive, all-display vs hidden vs iceberg, single-venue vs smart-order-routed. T8-PE3's existing strong strategic content is reinforced with TCA-tooling exposure (Virtu, ITG) — the actual industry standards for measuring execution quality.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO6
Indian execution venues + SEBI framework (CO6) addresses the financial-infrastructure layer — NSE + BSE order types, ICCL block-trade windows, MCX commodity execution, GIFT-IFSC execution-venue alternatives.
🤖AI-augmented practice · 1 specialised tools (cap protects against tool-overwhelm)
One tool — Claude for execution-risk-narrative drafting. T8-PE3 is a code-heavy (Python, Backtrader, Zipline) course; the AI-augmentation opportunity is in narrative documentation of execution risk, not in additional execution-tooling.
ClaudeExecution-risk + drawdown narrativeModule 5
Workflow:Given a backtested strategy's drawdown curve + risk metrics, draft a 2-page risk memo to the head of execution. Submit to Claude: 'critique as the head of execution — what would they ask before deploying capital'. Iterate. Focus on what the strategy WILL do in regime change, not what it did historically.
Skill built:Execution-risk narrative for capital-deployment decisions
Deliverable:Risk memo (v1, critique, v2) with regime-change forecast
⟶Indian + global frontier 2025-26 · what to track
Transaction Cost Analysis (TCA) tools: Virtu Analytics, ITG (now part of Virtu) Trading Analytics, Abel-Noser. Standard at every institutional Indian trader.
Dark pool reality India: limited compared to US; ICCL block-trade windows for >Rs 10 cr trades; SEBI dark-pool framework discussed but not yet operational.
Algorithmic execution at retail: Zerodha Streak, Tradetron — retail-trader access to algo-execution.
Pre-trade risk checks: SEBI mandates kill-switches and pre-trade margin checks at the broker level.
Best-ex regulation: SEBI 2024 consultation paper on best-execution obligations for brokers.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Each team of 2-3 builds an end-to-end strategy with: rigorous backtest, execution-cost modeling, walk-forward validation, position sizing, risk-management, stress-tests. Choose: factor, pair-trade, ML-based, or hybrid. Present to a panel including sitting Indian execution head + quant risk manager from buy-side or HFT firm.
Mid-trimester guest: sitting execution head + risk manager from Indian buy-side or HFT. Walks through real execution + risk decisions. 30-min talk + 60-min Q&A.
ALM-20Role-Play (Standard)Weeks 6 and 10 (2 sessions, 90 min each)
Risk-management conversation role-plays. Scenarios: explaining a 3-sigma loss to the head of trading, defending a position-limit breach to the chief risk officer, debating model assumptions with quants. Triads rotate. Builds the "talking to bosses with bad news" muscle.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Execution algorithm design
—
Team formation + strategy shortlist
P1: VWAP + TWAP (ALM-12)
ALM-12
Diagnostic + execution assignment (10 marks)
Week 2
Module 1 wrap — IS + custom algos
—
Strategy + universe
P2: IS algo (ALM-12)
ALM-12
IS algorithm assignment (15 marks)
Week 3
Module 2 — Survivor + look-ahead bias
Retail F&O Loss case (ALM-3)
Bias-free backtest
P3: Bias correction (ALM-12)
ALM-3 Retail F&O
Retail F&O case (50 marks)
Week 4
Module 2 wrap — Realistic backtest
—
Full backtest
P4: Backtest pipeline (ALM-12)
ALM-12
Backtest assignment (15 marks)
Week 5
Module 3 — Walk-forward analysis
SEBI Co-Location Penalty case (ALM-3)
Walk-forward
P5: Walk-forward (ALM-12)
ALM-3 + ALM-7
MID-TERM: 40 marks + Co-Location case (50 marks)
Week 6
Module 3 wrap — OOS + paper-trading
—
OOS validation
P6: OOS validation (ALM-12)
ALM-12
OOS assignment (15 marks)
Week 7
Module 4 — Kelly + position sizing
NSE Algo Framework case (ALM-3)
Position sizing
P7: Kelly (ALM-12)
ALM-3 NSE Algo
NSE Algo case (50 marks)
Week 8
Module 4 wrap — Risk budgeting
—
Risk budget
P8: Portfolio VAR (ALM-12)
ALM-12
Risk budget assignment (15 marks)
Week 9
Module 5 — Drawdown + stress
Adani-Hindenburg + Indian Quant Risk cases (ALM-3 dual)
Stress test
P9: Stress tests (ALM-12)
ALM-3 dual + ALM-7
Adani + Quant Risk cases (100 marks)
Week 10
Module 6 — Indian execution + costs
—
Execution-cost overlay
P10: Execution-cost (ALM-12)
ALM-12
Execution-cost assignment (15 marks)
Week 11
Module 6 wrap — SEBI framework
Indian Execution Cost + COVID Stress cases (ALM-3 dual)
Pitch polish
P11: Capstone polish (ALM-12)
ALM-3 dual
Execution Cost + COVID cases (100 marks)
Week 12
Capstone delivery + wrap
—
Panel presentations
Capstone delivery (ALM-12)
Capstone presentations
END-TERM: 75 marks (all 6 COs)
09 Evaluation plan
Execution + backtesting + risk is learned by building + stress-testing strategies. ~75% applied; ~25% theory.
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Execution + risk + regulation case analysis
Capstone (Strategy Build + Backtest + Risk)
25%
100
End-to-end strategy build
Python + risk practicals (12 weekly)
12%
120
Hands-on backtesting + execution + risk fluency
Mid-term (Week 5)
11%
40
CO1-CO3
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T8-PE3 benchmarked vs MIT Sloan Algorithmic Trading, NYU Tandon Quant Risk Management, IIM-A Risk Management, ISB Quant Risk. Differentiation: Indian execution-cost + SEBI framework, Indian stress-test scenarios (COVID + Adani), sitting execution head panel.
Strong placement signal — execution teams at Indian buy-side + HFT
▸ FOR CONTINUOUS IMPROVEMENT
Cross-asset + crypto risk deferred to T8-PE4
Counterparty + credit risk at framework level only
Detailed legal-regulatory at executive programmes
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Algorithmic Trading: Winning Strategies and Their Rationale
Ernest P. Chan
Wiley
2013
All 6 modules
Machine Trading: Deploying Computer Algorithms
Ernest P. Chan
Wiley
2017
Modules 1, 4
The Trading Game
Gary Stevenson
Crown
2024
Modules 5, 6 (rates trading memoir)
Quantitative Trading
Ernest P. Chan
Wiley
2008
Modules 2, 3
When Genius Failed: The Rise and Fall of Long-Term Capital Management
Roger Lowenstein
Random House
2000
Module 5 (risk management lessons)
Indian Algorithmic Trading: Practitioner Handbook
Various — NSE Centre for Excellence editors
NSE India
2024
All 6 modules (Indian context)
The Misbehavior of Markets
Benoit Mandelbrot + Richard Hudson
Basic Books
2004
Module 5 (risk + fat tails)
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Trade across assets. Decode crypto. Bridge cross-border. Build the systematic edge.
T8-PE4 develops cross-asset + crypto + derivatives fluency. By trimester end, students will: (a) analyse Indian crypto market structure + regulatory evolution, (b) design options + futures cross-asset strategies, (c) navigate Indian FX + INR-cross trading, (d) analyse MCX commodity trading, (e) design cross-asset systematic strategies, and (f) understand GIFT-IFSC + offshore Indian-asset trading.
RATIONALE
Cross-asset trading is the highest expression of algorithmic trading — quantitative strategies spanning equity, derivatives, FX, commodities, and crypto. Indian cross-asset opportunity is significant: NSE F&O (#1 globally), MCX commodities (gold, silver, crude, agri), NSE currency derivatives (USDINR, EURINR, GBPINR, JPYINR), GIFT-IFSC (offshore Indian-rupee trading), and crypto (WazirX, CoinDCX, CoinSwitch). Indian crypto regulation has had dramatic evolution: RBI ban 2018, Supreme Court overturn 2020, GoI 30% TDS 2022, ongoing G20 push for global framework 2023-24. GIFT-IFSC is positioning India for offshore derivatives + crypto trading. T8-PE4 develops cross-asset + crypto + derivatives fluency at the apex of the Algorithmic Trading specialisation. Capstone: design + simulate a cross-asset trading strategy spanning crypto + derivatives + FX with sitting cross-asset desk head panel.
02 Course outcomes (BTL 3–5)
CO1BTL 4 · Analyse
ANALYSE Indian crypto market structure and regulatory evolution.
PO1 H · PO2 M · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO2 (M): Ethics and sustainability
PSO2 (H): Industry and real world fluency
CO2BTL 5 · Create
DESIGN options and futures cross asset strategies.
PO1 H · PO5 H · PSO1 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
CO3BTL 4 · Analyse
NAVIGATE Indian foreign exchange and INR cross trading.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO4BTL 4 · Analyse
ANALYSE MCX commodity trading.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
CO5BTL 5 · Create
DESIGN cross asset systematic strategies.
PO1 H · PO5 H · PSO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PO5 (H): Analytical and quantitative reasoning
PSO1 (H): Apply functional knowledge
PSO2 (H): Industry and real world fluency
CO6BTL 4 · Analyse
UNDERSTAND GIFT IFSC and offshore Indian asset trading.
PO1 H · PSO2 H
Mapping rationale
PO1 (H): Apply business and management knowledge
PSO2 (H): Industry and real world fluency
03 Syllabus — 6 modules
Each module maps to one CO. Flow runs from foundational concepts (Module 1) to advanced strategic application (Module 6).
Module 1
CO1
L: 4 hr · P: 6 hr
Indian Crypto Market Structure + Regulation
TOPICS
Global crypto market structure: BTC, ETH dominance; market cap; exchange architecture
Indian crypto exchanges: WazirX (acquired by Binance, then re-Indianised), CoinDCX, CoinSwitch
Indian crypto regulatory timeline: RBI ban 2018, SC overturn 2020, 30% TDS 2022, ongoing G20 push
Indian crypto KYC + AML framework
Crypto-derivatives + perpetual futures + options on Indian exchanges
Indian crypto user demographics + use cases
Crypto-to-INR + crypto-to-USDT flows
DeFi adoption in India (limited but growing)
Tools Crypto exchange APIs · Industry research
Module 2
CO2
L: 4 hr · P: 6 hr
Options + Futures Cross-Asset Strategies
TOPICS
Options taxonomy: vanilla, exotic, Indian NIFTY + Bank NIFTY + single-stock options
Real-world Indian cases with public data sources. Every case has explicit deliverables + evaluation criteria.
Real-worldIndiaMod 1 · CO1
Indian Crypto Exchange Evolution — WazirX + CoinDCX + CoinSwitch
Indian crypto exchanges have had dramatic trajectory: WazirX (founded 2018, acquired by Binance 2019, faced 2024 hack of ~$235M, restructuring), CoinDCX (Series D 2022 $135M, ~$2.15B valuation), CoinSwitch (Andreessen-funded, scaled 2021, post-2022 retrenchment). Each shaped by regulation + market cycles.
Indian crypto regulation: RBI banking-ban 2018, Supreme Court overturn (Internet & Mobile Association of India vs RBI 2020), GoI 30% TDS + 1% TDS on transfers 2022, G20 IFA framework push 2023, ongoing draft Crypto Bill. Reshaped Indian crypto industry.
DATA / SOURCES
RBI orders
Supreme Court judgments
GoI tax measures
G20 outcomes
DELIVERABLE
(a) Timeline + decisions, (b) Industry impact at each step, (c) Current regulatory state, (d) 3-year forecast. 10-page memo.
EVALUATION
Timeline [25%], impact [30%], current [20%], forecast [25%]. 50 marks.
Real-worldIndiaMod 1 · CO1
Indian Crypto TDS Impact (2022)
GoI's 30% TDS on crypto gains + 1% TDS on every crypto transfer (effective Jul 2022) dramatically reduced Indian crypto trading volume. Exchanges saw 80-90% volume drop. Industry retrenchment + offshore flow. Reform debate continues.
Beyond the 6-module fundamental curriculum, this block surfaces (a) the strategic-decision framing that ties every topic to a real industry choice, (b) SDG anchors mapped to specific COs, (c) ESG content woven into the relevant module without compromising fundamentals, (d) a curated set of AI tools (capped to avoid overwhelm), and (e) the Indian + global frontier topics a 2026 graduate must track.
⚡Strategic-decision frame
Cross-asset trading is strategic positioning at the asset-class level — when to deploy capital in equity vs commodity vs FX vs crypto, when to use derivatives for leverage vs hedging vs alpha, when to use GIFT-IFSC vs onshore venues. T8-PE4's existing strong strategic content is reinforced with CBDC implications and perpetual-futures depth — the actual evolving frontier of Indian cross-asset trading.
🌍SDG anchors
SDG 9Industry, Innovation and InfrastructureLinked to: CO6
GIFT-IFSC + offshore Indian trading (CO6) addresses the financial-infrastructure innovation that India is building — INR-X derivatives, regulated crypto trading on IFSC, AIF Cat-III hedge-fund structures.
SDG 16Peace, Justice and Strong InstitutionsLinked to: CO1
Indian crypto market structure + regulation (CO1) addresses AML / counter-terrorism-financing standards, PMLA Act applicability to virtual assets, and the institutional anti-money-laundering architecture.
ESG in crypto-investment-product design: filtering criteria for institutional crypto baskets.
Additional hours: 1 hour added to Module 1 lecture
Rationale: Institutional crypto investing in India (via GIFT-IFSC) increasingly applies ESG screening to crypto-baskets.
🤖AI-augmented practice · 2 specialised tools (cap protects against tool-overwhelm)
Two tools — Binance API simulator for crypto-trading code (and similarly applies to CoinDCX / Delta Exchange APIs), Claude for cross-asset thesis drafting.
Binance API (or testnet)Crypto trading API integrationModule 1
Workflow:Build a market-making bot on Binance testnet (or CoinDCX / Delta sandbox). Implement basic spread-quoting logic, kill-switches, and risk checks. Measure execution quality. Compare against Indian-regulated venues' API quality.
Workflow:Draft a cross-asset trading thesis (e.g., 'long INR vs short crude oil on X catalyst'). Submit to Claude: 'critique from three angles — macro strategist, head of FX trading, head of commodities'. Iterate.
Skill built:Multi-asset thesis defending under specialist scrutiny
Deliverable:Cross-asset thesis (v1, critique, v2)
⟶Indian + global frontier 2025-26 · what to track
CBDC (e-Rupee) implications: wholesale e-Rupee for inter-bank settlement reducing T+1 timing; retail e-Rupee for offline / programmable money.
Perpetual futures + funding-rate trading: dominant crypto-derivative globally; Delta Exchange, CoinDCX Futures in India.
ETF futures India: launched May 2024; market-maker programs scaling.
FEMA LRS for crypto: $250K/year retail outflow for personal crypto investment; institutional via GIFT-IFSC route.
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5, Mod 6
Cross-Asset Trading Strategy Simulation
Each team of 2-3 designs + simulates a cross-asset trading strategy spanning at least 3 of: equity, options/futures, FX, commodities, crypto. Required: strategy logic, backtest with realistic costs, risk-management, regulatory compliance, scaling considerations. Present to a panel including sitting cross-asset desk head from Indian buy-side, HFT firm, or sell-side derivatives desk.
Mid-trimester guest: sitting cross-asset desk head from Indian buy-side / HFT / sell-side. Walks through real cross-asset decisions. 30-min talk + 60-min Q&A.
08 12-week integrated lesson plan
Week-wise breakdown showing how topics, case studies, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Indian crypto market structure
—
Team formation + universe shortlist
P1: Crypto API (ALM-12)
ALM-12
Diagnostic + crypto assignment (10 marks)
Week 2
Module 1 wrap — Crypto regulation
—
Universe + hypothesis
P2: Regulatory mapping (ALM-12)
ALM-12
Regulation assignment (15 marks)
Week 3
Module 2 — Options + futures strategies
Indian Crypto Exchange case (ALM-3)
Strategy logic
P3: Options strategies (ALM-12)
ALM-3 Crypto Exchange
Crypto Exchange case (50 marks)
Week 4
Module 2 wrap — Volatility trading
—
Initial backtest
P4: Vol strategy (ALM-12)
ALM-12
Vol assignment (15 marks)
Week 5
Module 3 — FX + INR crosses
Indian Crypto Regulation case (ALM-3)
Backtest 60%
P5: FX analysis (ALM-12)
ALM-3 + ALM-7
MID-TERM: 40 marks + Crypto Regulation case (50 marks)
Week 6
Module 3 wrap — FX arbitrage
—
Backtest full
P6: FX arb (ALM-12)
ALM-12
FX arb assignment (15 marks)
Week 7
Module 4 — MCX commodities
Crypto TDS case (ALM-3)
Risk analysis
P7: MCX strategy (ALM-12)
ALM-3 Crypto TDS
Crypto TDS case (50 marks)
Week 8
Module 4 wrap — Agri + energy
—
Cross-asset analysis
P8: Cross-asset momentum (ALM-12)
ALM-12
Cross-asset assignment (15 marks)
Week 9
Module 5 — Cross-asset systematic
GIFT-IFSC + USD-INR cases (ALM-3 dual)
Capacity + scaling
P9: Correlation analysis (ALM-12)
ALM-3 dual + ALM-7
GIFT-IFSC + USD-INR cases (100 marks)
Week 10
Module 6 — GIFT-IFSC + offshore
—
Polish
P10: GIFT-IFSC analysis (ALM-12)
ALM-12
GIFT-IFSC assignment (15 marks)
Week 11
Module 6 wrap — Career + 2030 outlook
Indian Options + MCX cases (ALM-3 dual)
Pitch polish
P11: Capstone polish (ALM-12)
ALM-3 dual
Options + MCX cases (100 marks)
Week 12
Capstone delivery + wrap
—
Cross-asset desk panel presentations
Capstone delivery (ALM-12)
Capstone presentations
END-TERM: 75 marks (all 6 COs)
09 Evaluation plan
Cross-asset + crypto is learned by spanning multiple asset classes systematically. ~70% applied; ~30% theory.
Component
Weight
Marks
What it evaluates
Case-study submissions (7 cases)
25%
350
Cross-asset + crypto case analysis
Capstone (Cross-Asset Strategy Simulation)
25%
100
End-to-end cross-asset strategy
Python + cross-asset practicals (12 weekly)
12%
120
Hands-on cross-asset analysis fluency
Mid-term (Week 5)
11%
40
CO1-CO3
End-term (Week 12)
22%
75
All 6 COs
Third-party AI adaptive assessment
5%
25
Continuous AI competency check
Global certification mapping: —
Pass requirement: 40% in each End-Sem component AND 40% aggregate.
10 Benchmarking vs national + global universities
T8-PE4 benchmarked vs MIT Sloan Cross-Asset, NYU Stern Crypto + Trading, Wharton Derivatives, ISB FinTech + Crypto. Differentiation: Indian crypto regulatory evolution, GIFT-IFSC opportunity, Indian INR-crosses + MCX commodities, sitting Indian cross-asset desk head panel.
GIFT-IFSC opportunity decoded — emerging Indian offshore financial centre
Indian INR-crosses + MCX commodities (rare outside Indian programmes)
Sitting Indian cross-asset desk head panel
Strong placement signal — cross-asset desks at Indian buy-side + HFT + sell-side
▸ FOR CONTINUOUS IMPROVEMENT
DeFi + smart-contract depth deferred (limited Indian adoption)
Advanced derivative pricing models at graduate-level only
Detailed C-suite trading governance at executive programmes
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus.
Title
Authors
Publisher
Year
Modules
Options, Futures, and Other Derivatives (11th ed.)
John Hull
Pearson
2022
Modules 2, 5 (canonical)
Mastering Bitcoin (2nd ed.)
Andreas Antonopoulos
O'Reilly
2017
Module 1
Cryptoassets: The Innovative Investor's Guide
Chris Burniske + Jack Tatar
McGraw-Hill
2018
Module 1
Trading Cross-Asset
Various — Bloomberg Markets
Bloomberg
2023
Modules 5, 6
Indian Crypto Almanac (2024 ed)
Various — Bharat Web3 editors
BWA Publishing
2024
Module 1 (Indian crypto)
Foreign Exchange Markets: Theory and Practice
Sam Y. Cross + Various
Wiley
2023
Module 3
GIFT-IFSC: Emergence of India's Offshore Financial Centre
Various — IFSCA editors
IFSCA Publishing
2024
Module 6
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks).
MID-TERM EXAM
120 minutes · 40 marks · covers CO1, CO2, CO3
PART A — Short Answer (15 marks, 5 × 3): 1a, 1b — CO1; 2a, 2b — CO2; 3a — CO3.
PART B — Applied Problem (25 marks): Given a cross-asset scenario. Sub-Q: (a) Crypto regulatory analysis — CO1 (8 marks), (b) Options strategy design — CO2 (10 marks), (c) FX cross-currency — CO3 (7 marks).
END-TERM EXAM
180 minutes · 75 marks · covers All 6 COs
PART A — Short Answer (24 marks, 8 × 3): 1a — CO1; 2a — CO2; 3a — CO3; 4a, 4b — CO4; 5a, 5b — CO5; 6a — CO6.
PART B — MCX + Cross-Asset Strategy (24 marks): MCX strategy + cross-asset systematic. CO4 + CO5.
PART C — GIFT-IFSC + Offshore Trading Problem (27 marks): GIFT-IFSC opportunity analysis + offshore trading strategy. CO6.
Total: 24 + 24 + 27 = 75 marks.
Where this course leads
Internship (T9)
Capstone Project (T10)
L1
JAPN
Japanese for Global Business
T5Language · On CampusLTPS 2-1-0-03 CH/wk · 36 total2 credits
Pre-requisites: None — absolute beginner. Native script knowledge is built from Week 1.
Course conducted byL1 faculty in charge
FL
Course lead
Foreign Language Faculty — TBD
Visiting Faculty·Japanese Language Studies
🌐 Native-speaker faculty engaged through Japan Foundation & Japan Educational Exchanges and Services (JEES) partner network
Greet, introduce, transact, and reflect — earn JLPT N5 and earn the right to write your first business email in Japanese.
A BBA graduate who can place a polite order at a Tokyo izakaya, exchange business cards correctly at a Toyota plant visit, write a simple email to a Mizuho counterpart in keigo basics, and pass JLPT N5 with a buffer — that is the standard L1 is built for. Japan is India's third-largest source of FDI in manufacturing; firms like Toyota Kirloskar, Honda, Suzuki, Hitachi, NTT Data, and Rakuten run engineering and back-office operations in Bengaluru and Hyderabad that prefer hires with even basic Japanese over those without it. This course solves the problem most BBA Japanese courses solve poorly — they teach culture without testable language proficiency, or they teach grammar drills without ever showing students how Japanese is actually used in business. L1 fixes both. By Week 8 every student will have written their own 自己紹介 (jikoshōkai) introduction, used 名刺 (meishi) exchange properly in a simulated visit, and rehearsed an end-of-meeting closing speech. By Week 12 they will sit JLPT N5 with the Module 6 mock test results predicting their pass margin.
▸ TARGET CERTIFICATION
JLPT N5
Full title: Japanese-Language Proficiency Test, Level N5 Issued by: Japan Foundation & Japan Educational Exchanges and Services (JEES) CEFR alignment: CEFR A1 Vocabulary scope: ~800 words Script: ~100 kanji + Hiragana + Katakana (all 92 kana) Test structure: Language knowledge (vocab + grammar): 25 min · Reading: 25 min · Listening: 30 min · 105 min total Scoring: 180 max · 80 to pass · sectional minimums (19 per section) 2026 test dates: July 5 & December 6, 2026 — twice annually India registration: MOSAI (Delhi) · JALTAP (Pune) · IJWCA (Kolkata) Fee: ₹1,000–₹2,000
Why this certification matters: Entry-level proof of basic survival Japanese — required signal for Japanese MNC roles, JET Programme eligibility, and trainee-track visa applications.
02 Course outcomes (BTL 1–4)
CO1BTL 1 · Remember
RECALL the Japanese script (~100 kanji + Hiragana + Katakana (all 92 kana)) and core ~800 words vocabulary needed for JLPT N5 threshold.
PO1 H · PO9 M · PO10 M
CO2BTL 2 · Understand
UNDERSTAND Japanese greeting, business card exchange, and meeting-opening protocols at the level required for entry-level interaction at Toyota Kirloskar-class firms in India.
PO9 H · PO10 M
CO3BTL 3 · Apply
APPLY Japanese basic grammar in writing a 100–200 word business email or message in correct register for a workplace exchange.
PO10 H · PO9 M · PSO1 L
CO4BTL 4 · Analyse
ANALYSE Japanese-speaking business culture (greetings, hierarchy, decision-making norms, after-work rituals) and predict the impact of culturally mistuned Indian behaviour on a real workplace scenario.
PO6 H · PO9 H · PSO2 M
CO5BTL 4 · Apply
DEMONSTRATE JLPT N5 readiness — score at or above the certification's passing threshold in a full proctored mock test in Week 12.
PO1 H · PO12 H · PSO1 M
03 Syllabus — 6 modules
Each module maps to one CO. Modules 1–5 build language + business protocol + cultural fluency; Module 6 is full JLPT N5 exam prep.
Module 1
CO1
L: 4 hr · T: 2 hr
Hiragana, Katakana & Self-introduction (じこしょうかい)
TOPICS
All 46 hiragana characters with stroke order
All 46 katakana characters with stroke order
Yōon (palatalised) and dakuten/handakuten variants
Simple greetings: こんにちは / おはようございます / こんばんは
Self-introduction pattern: わたしは [name] です
Nationality & profession: わたしは インドじん の がくせい です
Polite endings and aizuchi (はい / そうですね)
Module 2
CO1
L: 4 hr · T: 2 hr
Numbers, Time, Dates & Basic Sentence Particles (は・が・を)
TOPICS
Numbers 1–10,000 (counters: つ・人・本・枚)
Time: 〜時 〜分 and dates: 〜月 〜日
Days of the week and months
Topic particle は (wa) vs subject particle が (ga)
Object particle を (wo) and direction particle に (ni)
Location particle で (de) and existence verbs います / あります
Basic Q&A: なんじですか / きょう は なんようび ですか
Module 3
CO2
L: 5 hr · T: 3 hr
Polite Verbs (〜ます), Negation, Past Tense + Business Greetings
TOPICS
ます-form: たべます / のみます / かいます (eat/drink/buy)
Negative ません and past ました / past-negative ませんでした
Business greetings: おはようございます / おつかれさまです / おさきに しつれいします
Bowing levels: eshaku (15°) · keirei (30°) · saikeirei (45°) — when to use which
Meishi (business card) protocol: presenting with two hands, kanji-side up, receiving and studying
Practice tests under timed conditions (2 full mocks)
Test-day logistics: MOSAI Delhi or JALTAP Pune registration walkthrough
Post-N5 path: bridging to N4 via Genki II
04 Case studies
Three real-world Indo-Japanese business cases drawing on KLBS partner firms (Toyota Kirloskar, Honda and others). Every case has explicit deliverables + evaluation criteria.
Real WorldIndiaMod 3 · CO2
Toyota Kirloskar Bidadi Plant Visit — Meishi Exchange Simulation
A KLBS cohort visits Toyota Kirloskar's Bidadi (Bengaluru) plant — meishi exchange with five Japanese managers in the visitor lobby, plant walk briefing in slow Japanese with English-subtitle handouts, and a closing courtesy speech each student must deliver.
DELIVERABLES
Pre-visit: prepare your own meishi (KLBS BBA — student card) in bilingual format
During visit: execute proper meishi exchange with each of 5 Japanese managers; observer scores you
Post-visit: 200-character Japanese reflection note (in hiragana + basic kanji) on what you observed about Japanese workplace etiquette
Real WorldIndiaMod 4 · CO3
Mizuho Bank India — Email Reschedule Reply
You're a KL BBA intern at Mizuho Bank Mumbai. Your Japanese manager Yamada-san has emailed in Japanese asking to reschedule your 1:1 from Friday 3 PM to Monday 11 AM. Write a polite Japanese reply confirming the new time.
DELIVERABLES
Email response in correct keigo basics (~120 chars)
Standard opening + closing phrases
Use of 承知いたしました (I understand) appropriately
Faculty grades on politeness, accuracy, business register
Real WorldIndiaMod 5 · CO4
Hitachi Hyderabad — Hou-Ren-Sou Crisis Handling
A real (anonymised) Hitachi India case: an Indian software engineer working with a Tokyo team failed to flag a deployment risk on time. The Tokyo team learned about it from a customer escalation, not from the engineer. The engineer's explanation ("I was going to fix it before reporting") clashed with the Hou-Ren-Sou expectation. Analyse what should have happened and write the corrective Japanese message the engineer should have sent.
DELIVERABLES
Written analysis (in English) of the cultural breakdown
Sample corrective Japanese message to Tokyo team (in basic Japanese)
Faculty plus an industry expert from Hitachi alumni network grade
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5
The Tokyo Trade Mission — A 5-Asset Japanese Business Portfolio
Each student builds a 5-piece portfolio simulating prep for a real India-Japan trade mission as a junior member of an Indian delegation visiting Japanese partner firms.
FIVE ASSETS
1. A 60-second video self-introduction in Japanese (jikoshōkai) for circulation to Japanese hosts before the visit
2. A bilingual business card (meishi) and a 1-page Japanese profile sheet
3. A 250-character business email to the Japanese host firm in basic keigo confirming visit dates and asking 2 specific questions about the agenda
4. A 5-minute presentation introducing one Indian company to a Japanese audience (slides bilingual, spoken Japanese for opening + closing, English for body)
5. A 600-word reflection essay in English on what Japanese business culture taught you that Indian work culture lacks (or vice versa)
06 10 weekly practical experiments
Lab focus: pronunciation drills with KLBS's Japanese-language faculty + writing kana with stroke-order software + listening labs using JLPT-N5 official audio + role-play recording (every student records their own jikoshōkai twice).
Daily Japanese cold-call rotation. Faculty randomly calls students for 3-question Japanese-only mini-dialogues at the start of class. The cold-call discipline forces consistent preparation between sessions. Pairs rotate weekly so every student speaks with every other student by Week 6.
Students use LLM-based language tutors (Claude / ChatGPT / Gemini in Japanese mode) as a private conversation partner for daily 30-minute spaced-repetition practice. Faculty curates the prompt template + checks AI hallucination on culture-specific responses (e.g., LLMs often default to Castilian over LatAm Spanish — students learn to spot and correct). Pair-workflow: every student also has a human pair partner to verify their AI-generated practice.
ALM-20Role-Play (Standard)Weeks 3, 6, 9 (3 sessions, 90 min each)
Business-conversation role-plays simulating Indo-Japanese workplace scenarios. Triads of 3 students rotate roles (host, visitor, observer) across scenarios like meishi/Visitenkarte/tarjeta exchange, polite request to a senior, declining an invitation politely. Each role-play 15 min + 10 min debrief.
ALM-21Forum Theatre / Role ReversalWeeks 5 and 10 (2 sessions, 90 min each)
Cultural-scenario role-reversal: an Indian student plays a Japanese-business host welcoming visiting Indians; another plays the Indian visitor making cultural mistakes. The audience pauses the action and proposes corrections in Japanese. Builds cultural empathy by forcing experience of the other side.
Three deliverables across the trimester scaffold the capstone: Week 4 — bilingual business card + 1-page profile; Week 7 — 100-word business email; Week 10 — 5-min pitch + 60-sec self-intro video. Each is graded with rubrics shared in advance so students see exactly where they will lose marks.
Each student picks one cultural concept (Japanese-specific: Hou-Ren-Sou for Japanese, Nunchi for Korean, Mittelstand-mindset for German, Sobremesa for Spanish) and writes a 1500-word investigative deep-dive interviewing 3 people: one native speaker, one Indian working in a Japanese-firm, and one academic. Final output: an article suitable for the KLBS BBA blog.
Weekly written reflection in English (200 words/week) on what was hardest in Japanese that week, what surprised them, and one observation about Japanese-speaking culture they did not know before. Paired with a peer who reads and comments. Faculty samples journals randomly for grading. Builds metacognition essential for language learning.
08 12-week integrated lesson plan
Week-wise breakdown showing how modules, cases, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Script + Self-introduction
—
Set up Anki/Memrise
W1 Stroke-order drill
ALM-1
Week-1 stroke-order check (2)
Week 2
Module 1 cont. + Module 2 start — Numbers
—
—
W2 Number + date oral
ALM-1, ALM-15
Vocab quiz (3)
Week 3
Module 2 — Particles + Q-sentences
—
—
W3 Self-intro recording
ALM-1, ALM-15, ALM-20
Self-intro grading (5)
Week 4
Module 3 — Polite verbs + Business greetings
Case 1 (Mod 3)
Capstone Asset 1 + 2 due
W4 Particle drills
ALM-1, ALM-7
Bilingual business card grade (5)
Week 5
Module 3 cont. — Bowing/Handshake protocol
—
—
W5 Verb conjugation
ALM-1, ALM-21, ALM-18 start
Cultural fluency quiz (3)
Week 6
MID-TERM EXAM · Module 4 begins
—
—
W6 Business-card protocol video
ALM-1, ALM-15, ALM-20
Mid-term (40)
Week 7
Module 4 — Email composition
Case 2 (Mod 4)
Capstone Asset 3 due
W7 Email timed drill
ALM-1, ALM-7
Business email grade (5)
Week 8
Module 4 cont. — Workplace vocab
—
—
W8 Listening lab
ALM-1, ALM-15
Listening quiz (3)
Week 9
Module 5 — Cultural fluency
Case 3 (Mod 5)
—
W9 Cultural-protocol role-play
ALM-1, ALM-20, ALM-21
Role-play assessment (5)
Week 10
Module 5 cont. — Indo-foreign relations
—
Capstone Asset 4 + 5 due
W10 Full mock exam #1
ALM-1, ALM-18 due, ALM-22
Mock #1 score + Investigative project (8)
Week 11
Module 6 — Mock test #1 review + drills
—
—
—
ALM-1, ALM-15
Mock #1 review check
Week 12
END-TERM EXAM · Final cert mock
—
—
—
ALM-22 final
End-term (75) · Final mock (10)
09 Evaluation plan
Language is learned by USING — 70% of marks come from output portfolio + live performance + cultural protocol drills + the cert-mock; 30% from theory checks (mid-term + end-term). Every output gets rubric-based grading so students see exactly where they lost marks and how to improve. Module 6 mock-test scores are treated as the strongest signal of actual JLPT N5 pass-readiness.
Full theory + cases + cultural-fluency analysis (CO3, CO4)
Final cert-mock test
15%
15
Full proctored JLPT N5 mock paper score (CO5)
Total
100%
100
—
10 Benchmarking vs national + global universities
L1 is benchmarked against Sophia University Tokyo's "Japanese for Business" course, the IIM-Bangalore Japanese language elective (delivered via The Japan Foundation New Delhi partnership), and Keio Business School's Foreign Student Foundation Japanese sequence. L1's differentiation: full integration of JLPT N5 exam pathway + India-Japan business case studies (Toyota Kirloskar, Honda Cars India, Hitachi Energy India, NTT Data) + meishi-handling and bowing protocol drills with video feedback — not common in standard Indian university Japanese electives.
Topic
Sophia University (Tokyo)
IIM-Bangalore Japanese Elective
Keio Business School
KL BBA — L1
Script + vocab depth
Native-pace
~600 words
Native-pace
~800 words + JLPT N5 target
Certification target
Yes
Optional
Yes
JLPT N5 mandatory mock
Indo-Japanese business cases
Limited
Generic
Limited
3 case studies based on Toyota Kirloskar, Honda
Cultural-protocol drills
Lecture-based
Generic
Lecture-based
Video-graded + role-play
AI-augmented practice
Optional
—
Optional
Built-in ALM-15 daily 30-min
Delivery mode
On-campus
On-campus
On-campus
Language · On Campus
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus + the JLPT N5 exam preparation.
Title
Authors
Publisher
Year
Modules
Minna no Nihongo Shokyu I — Main Textbook (3rd ed)
3A Corporation
3A Corporation Tokyo
2022
Modules 1–6
Genki I — An Integrated Course in Elementary Japanese
Eri Banno, Yoko Ikeda, Yutaka Ohno
The Japan Times
2020
Modules 1–4
JLPT Official Practice Workbook N5 — Vol 2
Japan Foundation & JEES
Bonjinsha
2023
Module 6
Japanese for Busy People I (Revised 4th Edition)
AJALT (Association for Japanese-Language Teaching)
Kodansha USA
2022
Modules 3–5
A Dictionary of Basic Japanese Grammar
Seiichi Makino, Michio Tsutsui
The Japan Times
2020 (re-issue)
Modules 2–5
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks). All exams are conducted using Japanese script for vocab/grammar questions and English for cultural-analysis questions.
MID-TERM EXAM
40 minutes · 40 marks · covers CO1, CO2, CO3
6 short-answer (3 marks each) testing script + vocab + basic sentence completion · 1 case-based applied question (22 marks) — write a business email reply in Japanese
END-TERM EXAM
90 minutes · 75 marks · covers CO3, CO4, CO5
9 short-answer (3 marks each) testing grammar + workplace vocab + cultural protocol · 2 case-based questions (24 marks each) — one cultural breakdown analysis, one business message composition · Plus the cumulative weight of the proctored JLPT N5 mock under Section 09 Evaluation
L2
KORN
Korean for Global Business
T5Language · On CampusLTPS 2-1-0-03 CH/wk · 36 total2 credits
Pre-requisites: None — absolute beginner. Native script knowledge is built from Week 1.
Course conducted byL2 faculty in charge
FL
Course lead
Foreign Language Faculty — TBD
Visiting Faculty·Korean Language Studies
🌐 Native-speaker faculty engaged through National Institute for International Education (NIIED), South Korea partner network
Read Hangul, transact in Seoul, and earn TOPIK I — your entry into the K-conglomerate hiring pool.
A BBA graduate who can read every Hangul shop sign in Gangnam, order at a Korean barbeque without pointing, write a polite Slack message to a Samsung Bangalore manager, and pass TOPIK I Level 1 (preferably Level 2) — that is the standard L2 targets. Korea is India's 5th-largest source of FDI and Samsung's Bengaluru R&D Centre is the largest Samsung R&D outside Korea (employing ~3,000 engineers). LG, Hyundai, Kia, POSCO, and Lotte run major Indian operations where Korean-speaking BBAs are preferred for partner-facing roles. K-conglomerate culture is hierarchical and relationship-driven — the cultural module here is not optional, it is half the job. By Week 12 every student will sit TOPIK I with full Module 6 mock-test calibration.
▸ TARGET CERTIFICATION
TOPIK I (Level 1)
Full title: Test of Proficiency in Korean, Level 1 Issued by: National Institute for International Education (NIIED), South Korea CEFR alignment: CEFR A1 Vocabulary scope: ~800 words Script: Full Hangul script (24 letters · all jamo combinations) Test structure: Listening: 40 min · Reading: 60 min · 100 min total · multiple choice only Scoring: 200 max · 80 to pass Level 1 · 140+ awards Level 2 2026 test dates: April 12 & October 18, 2026 in India India registration: Korean Cultural Centre New Delhi · King Sejong Institute partners Fee: ₹1,200–₹1,500
Why this certification matters: Entry-level proof of basic survival Korean — required for K-conglomerate roles, KOTRA partnerships, and Korean MNC interview shortlisting.
02 Course outcomes (BTL 1–4)
CO1BTL 1 · Remember
RECALL the Korean script (Full Hangul script (24 letters · all jamo combinations)) and core ~800 words vocabulary needed for TOPIK I (Level 1) threshold.
PO1 H · PO9 M · PO10 M
CO2BTL 2 · Understand
UNDERSTAND Korean greeting, business card exchange, and meeting-opening protocols at the level required for entry-level interaction at Samsung India-class firms in India.
PO9 H · PO10 M
CO3BTL 3 · Apply
APPLY Korean basic grammar in writing a 100–200 word business email or message in correct register for a workplace exchange.
PO10 H · PO9 M · PSO1 L
CO4BTL 4 · Analyse
ANALYSE Korean-speaking business culture (greetings, hierarchy, decision-making norms, after-work rituals) and predict the impact of culturally mistuned Indian behaviour on a real workplace scenario.
PO6 H · PO9 H · PSO2 M
CO5BTL 4 · Apply
DEMONSTRATE TOPIK I (Level 1) readiness — score at or above the certification's passing threshold in a full proctored mock test in Week 12.
PO1 H · PO12 H · PSO1 M
03 Syllabus — 6 modules
Each module maps to one CO. Modules 1–5 build language + business protocol + cultural fluency; Module 6 is full TOPIK I (Level 1) exam prep.
Module 1
CO1
L: 4 hr · T: 2 hr
Hangul Alphabet & Self-introduction (자기소개)
TOPICS
All 14 basic consonants and 10 basic vowels
5 double consonants (ㄲ ㄸ ㅃ ㅆ ㅉ) and 11 diphthongs
Syllable block construction
Batchim (받침) — final consonant rules
Greetings: 안녕하세요 / 안녕히 가세요 / 안녕히 계세요
Self-intro: 저는 [name]입니다 / 저는 KL 비즈니스 스쿨 학생입니다
Polite vs informal speech levels (해요체 vs 합니다체)
Module 2
CO1
L: 4 hr · T: 2 hr
Numbers (Native & Sino-Korean), Time, Dates & Particles
TOPICS
Native Korean numbers 하나 둘 셋 ... vs Sino-Korean 일 이 삼 ...
When to use which (hours = native, minutes = Sino; ages = native; dates = Sino)
Time: 시 / 분 / 초 and dates: 년 / 월 / 일
Days of the week: 월요일 화요일 ... 일요일
Subject 은/는 vs topic 이/가 vs object 을/를
Location 에 / 에서 and direction particles
Question particle 까 in 합니다체
Module 3
CO2
L: 5 hr · T: 3 hr
Verb Conjugation, Negation & Korean Business Greetings
TOPICS
Polite -아요/-어요/-여요 conjugation rules
Formal 합니다 ending for very polite/business contexts
Negation 안 + verb and 못 + verb
Past tense 았/었
Business greeting: 처음 뵙겠습니다 (nice to meet you for the first time)
Bowing depth conventions in K-business (slight bow for peer; 30° for senior; 45° on first meeting with executive)
Business-card (명함) exchange: present with two hands, study, place on the table during meeting — never pocket immediately
Reading section: short-passage anchor and rapid Q identification
Common TOPIK I vocab clusters (TOPIK Beginner Vocab list)
Time-management: 100 min total — allocation strategy
Practice tests under timed conditions (2 full mocks)
Test-day logistics: KCCI New Delhi or local KCC registration
Post-Level-1 path: aiming for Level 2 (140+ points) in same paper
04 Case studies
Three real-world Indo-Korean business cases drawing on KLBS partner firms (Samsung India, LG Electronics and others). Every case has explicit deliverables + evaluation criteria.
Real WorldIndiaMod 3 · CO2
Samsung India R&D Centre Bengaluru — Vendor Meeting Simulation
A Samsung Bengaluru division head wants to meet with three Indian SME vendors. You're the BBA intern assigned to coordinate the meeting opening: greet the Korean delegation, exchange business cards (명함) properly, and deliver a 1-minute Korean opening introducing the three vendors. Conducted as a triad role-play with one student playing the Samsung delegation lead.
DELIVERABLES
Print bilingual 명함 for yourself
Perform full 명함 exchange protocol with three Korean delegates (peer-observer scores)
Deliver a 1-minute Korean opening + transition to English (recorded)
200-word reflection on what was harder than expected
Real WorldIndiaMod 4 · CO3
Hyundai Motor India Chennai — KakaoTalk Schedule Reply
You're an intern on the Hyundai Motor India Chennai supply-chain analytics team. Your Korean manager Park-부장님 sends a KakaoTalk asking you to push back tomorrow's 9 AM weekly review to Thursday 2 PM. Respond in correct Korean.
DELIVERABLES
KakaoTalk response (~80 char) in correct 합니다체
Use of 알겠습니다 (understood) appropriately
Faculty grades on politeness, tone, accuracy
Real WorldIndiaMod 5 · CO4
LG Electronics India — Disagreeing with a Senior the Right Way
You join LG's Pune R&D office and notice your team is about to commit to an unrealistic delivery timeline. Your Korean team lead 김 과장님 has already nodded yes in the meeting. As the most junior member, raising it now would damage 기분 (mood) and embarrass the team lead in front of his manager. Plan and execute the right-way escalation in Korean — privately, after the meeting, with appropriate face-saving.
DELIVERABLES
Written analysis (in English) of cultural breakdown if handled wrongly
Sample private KakaoTalk message to 김 과장님 (in basic Korean)
Roleplay of the post-meeting private conversation (peer + faculty assessment)
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5
The Seoul Partnership Pitch — A 5-Asset Korean Business Portfolio
Each student prepares the full deliverable set for a simulated Indo-Korean B2B partnership pitch.
FIVE ASSETS
1. A 60-second Korean video self-introduction (자기소개) for the Korean host firm
2. A bilingual 명함 (Korean / English) and 1-page Korean profile sheet
3. A 250-character KakaoTalk + email sequence to the Korean host firm in correct 합니다체 confirming visit dates
4. A 5-minute partnership pitch (slides bilingual, spoken Korean opening + Q&A, English body)
5. A 600-word English reflection essay on Korean workplace hierarchy + how it differs from Indian conglomerate culture
06 10 weekly practical experiments
Lab focus: Hangul typing speed drills + listening labs with TOPIK official audio + 합니다체 vs 해요체 switching practice + 명함 protocol video review + every student records their own 자기소개 weekly with peer feedback.
Daily Korean cold-call rotation. Faculty randomly calls students for 3-question Korean-only mini-dialogues at the start of class. The cold-call discipline forces consistent preparation between sessions. Pairs rotate weekly so every student speaks with every other student by Week 6.
Students use LLM-based language tutors (Claude / ChatGPT / Gemini in Korean mode) as a private conversation partner for daily 30-minute spaced-repetition practice. Faculty curates the prompt template + checks AI hallucination on culture-specific responses (e.g., LLMs often default to Castilian over LatAm Spanish — students learn to spot and correct). Pair-workflow: every student also has a human pair partner to verify their AI-generated practice.
ALM-20Role-Play (Standard)Weeks 3, 6, 9 (3 sessions, 90 min each)
Business-conversation role-plays simulating Indo-Korean workplace scenarios. Triads of 3 students rotate roles (host, visitor, observer) across scenarios like meishi/Visitenkarte/tarjeta exchange, polite request to a senior, declining an invitation politely. Each role-play 15 min + 10 min debrief.
ALM-21Forum Theatre / Role ReversalWeeks 5 and 10 (2 sessions, 90 min each)
Cultural-scenario role-reversal: an Indian student plays a Korean-business host welcoming visiting Indians; another plays the Indian visitor making cultural mistakes. The audience pauses the action and proposes corrections in Korean. Builds cultural empathy by forcing experience of the other side.
Three deliverables across the trimester scaffold the capstone: Week 4 — bilingual business card + 1-page profile; Week 7 — 100-word business email; Week 10 — 5-min pitch + 60-sec self-intro video. Each is graded with rubrics shared in advance so students see exactly where they will lose marks.
Each student picks one cultural concept (Korean-specific: Hou-Ren-Sou for Japanese, Nunchi for Korean, Mittelstand-mindset for German, Sobremesa for Spanish) and writes a 1500-word investigative deep-dive interviewing 3 people: one native speaker, one Indian working in a Korean-firm, and one academic. Final output: an article suitable for the KLBS BBA blog.
Weekly written reflection in English (200 words/week) on what was hardest in Korean that week, what surprised them, and one observation about Korean-speaking culture they did not know before. Paired with a peer who reads and comments. Faculty samples journals randomly for grading. Builds metacognition essential for language learning.
08 12-week integrated lesson plan
Week-wise breakdown showing how modules, cases, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Script + Self-introduction
—
Set up Anki/Memrise
W1 Stroke-order drill
ALM-1
Week-1 stroke-order check (2)
Week 2
Module 1 cont. + Module 2 start — Numbers
—
—
W2 Number + date oral
ALM-1, ALM-15
Vocab quiz (3)
Week 3
Module 2 — Particles + Q-sentences
—
—
W3 Self-intro recording
ALM-1, ALM-15, ALM-20
Self-intro grading (5)
Week 4
Module 3 — Polite verbs + Business greetings
Case 1 (Mod 3)
Capstone Asset 1 + 2 due
W4 Particle drills
ALM-1, ALM-7
Bilingual business card grade (5)
Week 5
Module 3 cont. — Bowing/Handshake protocol
—
—
W5 Verb conjugation
ALM-1, ALM-21, ALM-18 start
Cultural fluency quiz (3)
Week 6
MID-TERM EXAM · Module 4 begins
—
—
W6 Business-card protocol video
ALM-1, ALM-15, ALM-20
Mid-term (40)
Week 7
Module 4 — Email composition
Case 2 (Mod 4)
Capstone Asset 3 due
W7 Email timed drill
ALM-1, ALM-7
Business email grade (5)
Week 8
Module 4 cont. — Workplace vocab
—
—
W8 Listening lab
ALM-1, ALM-15
Listening quiz (3)
Week 9
Module 5 — Cultural fluency
Case 3 (Mod 5)
—
W9 Cultural-protocol role-play
ALM-1, ALM-20, ALM-21
Role-play assessment (5)
Week 10
Module 5 cont. — Indo-foreign relations
—
Capstone Asset 4 + 5 due
W10 Full mock exam #1
ALM-1, ALM-18 due, ALM-22
Mock #1 score + Investigative project (8)
Week 11
Module 6 — Mock test #1 review + drills
—
—
—
ALM-1, ALM-15
Mock #1 review check
Week 12
END-TERM EXAM · Final cert mock
—
—
—
ALM-22 final
End-term (75) · Final mock (10)
09 Evaluation plan
Language is learned by USING — 70% of marks come from output portfolio + live performance + cultural protocol drills + the cert-mock; 30% from theory checks (mid-term + end-term). Every output gets rubric-based grading so students see exactly where they lost marks and how to improve. Module 6 mock-test scores are treated as the strongest signal of actual TOPIK I (Level 1) pass-readiness.
Full theory + cases + cultural-fluency analysis (CO3, CO4)
Final cert-mock test
15%
15
Full proctored TOPIK I (Level 1) mock paper score (CO5)
Total
100%
100
—
10 Benchmarking vs national + global universities
L2 is benchmarked against Seoul National University's Korean Language Education Centre Level-1 syllabus, the IIM-Bangalore Korean elective (delivered via Korean Cultural Centre New Delhi partnership), and Yonsei Korean Language Institute's Level 1 textbook structure. L2's differentiation: K-conglomerate-specific case studies (Samsung Bengaluru, LG Pune, Hyundai Chennai) + 눈치/nunchi training drills + KakaoTalk register practice — not common in standard Indian university Korean electives.
Topic
Seoul National University
IIM-Bangalore Korean Elective
Yonsei School of Business
KL BBA — L2
Script + vocab depth
Native-pace
~600 words
Native-pace
~800 words + TOPIK I (Level 1) target
Certification target
Yes
Optional
Yes
TOPIK I (Level 1) mandatory mock
Indo-Korean business cases
Limited
Generic
Limited
3 case studies based on Samsung India, LG Electronics
Cultural-protocol drills
Lecture-based
Generic
Lecture-based
Video-graded + role-play
AI-augmented practice
Optional
—
Optional
Built-in ALM-15 daily 30-min
Delivery mode
On-campus
On-campus
On-campus
Language · On Campus
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus + the TOPIK I (Level 1) exam preparation.
Title
Authors
Publisher
Year
Modules
Sejong Korean 1 (세종한국어 1)
King Sejong Institute Foundation
National Institute of Korean Language
2022
Modules 1–6
Korean Made Simple — A beginner's guide
Billy Go
Independent
2024
Modules 1–4
Yonsei Korean 1 — Yonsei Korean Language Institute
Yonsei University Press
Yonsei University Press
2023
Modules 2–5
TOPIK I Vocabulary — Essential 800 Words
TOPIK Guide / Korean TOPIK
TOPIK Guide
2024
Module 6
Korean Grammar in Use — Beginning
Ahn Jean-myung, Lee Kyung-ah, Han Hoo-young
Darakwon
2020
Modules 2–5
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks). All exams are conducted using Korean script for vocab/grammar questions and English for cultural-analysis questions.
MID-TERM EXAM
40 minutes · 40 marks · covers CO1, CO2, CO3
6 short-answer (3 marks each) testing script + vocab + basic sentence completion · 1 case-based applied question (22 marks) — write a business email reply in Korean
END-TERM EXAM
90 minutes · 75 marks · covers CO3, CO4, CO5
9 short-answer (3 marks each) testing grammar + workplace vocab + cultural protocol · 2 case-based questions (24 marks each) — one cultural breakdown analysis, one business message composition · Plus the cumulative weight of the proctored TOPIK I (Level 1) mock under Section 09 Evaluation
L3
GERN
German for Global Business
T5Language · On CampusLTPS 2-1-0-03 CH/wk · 36 total2 credits
Pre-requisites: None — absolute beginner. Native script knowledge is built from Week 1.
Course conducted byL3 faculty in charge
FL
Course lead
Foreign Language Faculty — TBD
Visiting Faculty·German Language Studies
🌐 Native-speaker faculty engaged through Goethe-Institut partner network
Sprechen Sie ein bisschen Deutsch — pass Goethe-Zertifikat A1 and unlock Indo-German engineering and Mittelstand pathways.
A BBA graduate who can introduce themselves to a German recruiter at the Indo-German Chamber networking event in Pune, order at a Berlin café, write a 30-word German message to a Siemens India counterpart, and pass the Goethe-Zertifikat A1 — that is what L3 builds for. Germany is India's largest European trade partner; Siemens India alone has ~26,000 employees, Bosch employs ~37,000 in India, and the Indo-German Chamber lists 1,800 member firms. The Goethe-Zertifikat A1 is the visa-required language certificate for spouse-reunification visas, several DAAD scholarships, and many Indo-German trainee programmes. By Week 12 every student will sit Start Deutsch 1 with Module 6 mock results predicting their pass margin across all four Goethe modules (Hören · Lesen · Schreiben · Sprechen).
▸ TARGET CERTIFICATION
Goethe-Zertifikat A1 (Start Deutsch 1)
Full title: Goethe-Zertifikat A1: Start Deutsch 1 Issued by: Goethe-Institut CEFR alignment: CEFR A1 Vocabulary scope: ~650 words (Goethe-Institut Wortliste) Script: Latin script with German umlauts (ä, ö, ü) and ß Test structure: Hören (Listening): 20 min · Lesen (Reading): 25 min · Schreiben (Writing): 20 min · Sprechen (Speaking, group oral): 15 min · 80 min total Scoring: 100 max · 60 to pass · all four modules required 2026 test dates: Goethe-Institut Max Mueller Bhavan India holds monthly sessions year-round India registration: Goethe-Institut centres at Bangalore · Chennai · Kolkata · Mumbai · New Delhi · Pune Fee: ₹9,500 (Goethe-Institut India 2026 schedule)
Why this certification matters: Required for German visa categories (family reunification, Au-Pair), and the baseline language signal for Germany-bound engineering grad programmes + Indo-German MNC trainee roles.
02 Course outcomes (BTL 1–4)
CO1BTL 1 · Remember
RECALL the German script (Latin script with German umlauts (ä, ö, ü) and ß) and core ~650 words (Goethe-Institut Wortliste) vocabulary needed for Goethe-Zertifikat A1 (Start Deutsch 1) threshold.
PO1 H · PO9 M · PO10 M
CO2BTL 2 · Understand
UNDERSTAND German greeting, business card exchange, and meeting-opening protocols at the level required for entry-level interaction at Siemens India-class firms in India.
PO9 H · PO10 M
CO3BTL 3 · Apply
APPLY German basic grammar in writing a 100–200 word business email or message in correct register for a workplace exchange.
PO10 H · PO9 M · PSO1 L
CO4BTL 4 · Analyse
ANALYSE German-speaking business culture (greetings, hierarchy, decision-making norms, after-work rituals) and predict the impact of culturally mistuned Indian behaviour on a real workplace scenario.
PO6 H · PO9 H · PSO2 M
CO5BTL 4 · Apply
DEMONSTRATE Goethe-Zertifikat A1 (Start Deutsch 1) readiness — score at or above the certification's passing threshold in a full proctored mock test in Week 12.
PO1 H · PO12 H · PSO1 M
03 Syllabus — 6 modules
Each module maps to one CO. Modules 1–5 build language + business protocol + cultural fluency; Module 6 is full Goethe-Zertifikat A1 (Start Deutsch 1) exam prep.
Module 1
CO1
L: 4 hr · T: 2 hr
German Alphabet, Pronunciation & Self-introduction
TOPICS
German alphabet including ä, ö, ü, ß
German pronunciation: w (vee), v (fau), z (tsett), ch (loch), sch
Greetings: Guten Morgen / Guten Tag / Guten Abend / Tschüss / Auf Wiedersehen
Sie (formal) vs Du (informal) — when each is correct
Self-introduction: Ich heiße [name] / Ich komme aus Indien / Ich bin Student an der KL Business School
Numbers 1–100 (and the reverse order quirk: 21 = einundzwanzig)
Date format and times (24-hour vs 12-hour: 14:30 Uhr)
Post-A1 path: bridging to A2 via Goethe Menschen A2
04 Case studies
Three real-world Indo-German business cases drawing on KLBS partner firms (Siemens India, Bosch and others). Every case has explicit deliverables + evaluation criteria.
Real WorldIndiaMod 3 · CO2
Siemens India Bengaluru — Plant Visit & Begrüßung
A KLBS cohort visits Siemens India's Bengaluru factory. Each student must independently greet one of the four German managers at the door, perform a correct handshake, deliver a 30-second German self-introduction, and exchange Visitenkarten correctly. Manager Schmidt (a real Siemens India alumnus) plays examiner.
DELIVERABLES
Print bilingual Visitenkarte
Perform full Begrüßung with one of four assigned German managers (observer scores)
Deliver 30-second German self-introduction (recorded)
200-word reflection on what was harder than expected vs the rehearsal
Real WorldIndiaMod 4 · CO3
Bosch India — Project-Status Email Reply
You're an intern at Bosch Power Tools India (Bengaluru). Your German project lead Frau Wagner has emailed asking for a status update on the Q2 Pune-line installation. Write a 60-word German reply confirming status, flagging one risk, and proposing a 30-minute call.
DELIVERABLES
Email response in correct register (~60 words German)
Standard opening + closing phrases
Use of accusative cases correctly
Faculty grades on politeness, accuracy, business register
Real WorldIndiaMod 5 · CO4
Volkswagen Pune — Duzen Crisis
A real anonymised Volkswagen Pune case: An Indian engineer addressed a long-tenured German colleague by first name in a team Slack thread without invitation. The German colleague replied formally, with last name, signalling the offence. The Indian team lead asked the engineer to apologise. Analyse what went wrong, draft the German apology message, and discuss when Duzen invitations actually come.
DELIVERABLES
Written analysis (in English) of the Duzen-Siezen breakdown
Sample German apology message (in correct Siezen)
Plus a separate analysis of what implicit signals usually precede a Duzen invitation in German workplaces
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5
The Indo-German Trade Mission — A 5-Asset German Business Portfolio
Each student prepares for a simulated Indo-German Chamber of Commerce (IGCC) trade mission visit to Munich/Stuttgart/Frankfurt.
FIVE ASSETS
1. A 60-second video Self-vorstellung (self-introduction) in German for circulation to German hosts
2. A bilingual Visitenkarte and 1-page German profile sheet
3. A 100-word business email in correct register to a German host firm
4. A 5-minute partnership pitch (slides bilingual, opening + closing in German, body in English)
5. A 600-word reflection essay in English on Pünktlichkeit + Sachlichkeit + how Mittelstand culture differs from Indian large-conglomerate culture
06 10 weekly practical experiments
Lab focus: pronunciation drills (especially ä, ö, ü, ch, sch) + listening labs with Goethe-Institut official A1 audio + Sie/du switching practice + Visitenkarte protocol drills + every student records their own Self-vorstellung weekly with peer feedback.
Daily German cold-call rotation. Faculty randomly calls students for 3-question German-only mini-dialogues at the start of class. The cold-call discipline forces consistent preparation between sessions. Pairs rotate weekly so every student speaks with every other student by Week 6.
Students use LLM-based language tutors (Claude / ChatGPT / Gemini in German mode) as a private conversation partner for daily 30-minute spaced-repetition practice. Faculty curates the prompt template + checks AI hallucination on culture-specific responses (e.g., LLMs often default to Castilian over LatAm Spanish — students learn to spot and correct). Pair-workflow: every student also has a human pair partner to verify their AI-generated practice.
ALM-20Role-Play (Standard)Weeks 3, 6, 9 (3 sessions, 90 min each)
Business-conversation role-plays simulating Indo-German workplace scenarios. Triads of 3 students rotate roles (host, visitor, observer) across scenarios like meishi/Visitenkarte/tarjeta exchange, polite request to a senior, declining an invitation politely. Each role-play 15 min + 10 min debrief.
ALM-21Forum Theatre / Role ReversalWeeks 5 and 10 (2 sessions, 90 min each)
Cultural-scenario role-reversal: an Indian student plays a German-business host welcoming visiting Indians; another plays the Indian visitor making cultural mistakes. The audience pauses the action and proposes corrections in German. Builds cultural empathy by forcing experience of the other side.
Three deliverables across the trimester scaffold the capstone: Week 4 — bilingual business card + 1-page profile; Week 7 — 100-word business email; Week 10 — 5-min pitch + 60-sec self-intro video. Each is graded with rubrics shared in advance so students see exactly where they will lose marks.
Each student picks one cultural concept (German-specific: Hou-Ren-Sou for Japanese, Nunchi for Korean, Mittelstand-mindset for German, Sobremesa for Spanish) and writes a 1500-word investigative deep-dive interviewing 3 people: one native speaker, one Indian working in a German-firm, and one academic. Final output: an article suitable for the KLBS BBA blog.
Weekly written reflection in English (200 words/week) on what was hardest in German that week, what surprised them, and one observation about German-speaking culture they did not know before. Paired with a peer who reads and comments. Faculty samples journals randomly for grading. Builds metacognition essential for language learning.
08 12-week integrated lesson plan
Week-wise breakdown showing how modules, cases, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Script + Self-introduction
—
Set up Anki/Memrise
W1 Stroke-order drill
ALM-1
Week-1 stroke-order check (2)
Week 2
Module 1 cont. + Module 2 start — Numbers
—
—
W2 Number + date oral
ALM-1, ALM-15
Vocab quiz (3)
Week 3
Module 2 — Particles + Q-sentences
—
—
W3 Self-intro recording
ALM-1, ALM-15, ALM-20
Self-intro grading (5)
Week 4
Module 3 — Polite verbs + Business greetings
Case 1 (Mod 3)
Capstone Asset 1 + 2 due
W4 Particle drills
ALM-1, ALM-7
Bilingual business card grade (5)
Week 5
Module 3 cont. — Bowing/Handshake protocol
—
—
W5 Verb conjugation
ALM-1, ALM-21, ALM-18 start
Cultural fluency quiz (3)
Week 6
MID-TERM EXAM · Module 4 begins
—
—
W6 Business-card protocol video
ALM-1, ALM-15, ALM-20
Mid-term (40)
Week 7
Module 4 — Email composition
Case 2 (Mod 4)
Capstone Asset 3 due
W7 Email timed drill
ALM-1, ALM-7
Business email grade (5)
Week 8
Module 4 cont. — Workplace vocab
—
—
W8 Listening lab
ALM-1, ALM-15
Listening quiz (3)
Week 9
Module 5 — Cultural fluency
Case 3 (Mod 5)
—
W9 Cultural-protocol role-play
ALM-1, ALM-20, ALM-21
Role-play assessment (5)
Week 10
Module 5 cont. — Indo-foreign relations
—
Capstone Asset 4 + 5 due
W10 Full mock exam #1
ALM-1, ALM-18 due, ALM-22
Mock #1 score + Investigative project (8)
Week 11
Module 6 — Mock test #1 review + drills
—
—
—
ALM-1, ALM-15
Mock #1 review check
Week 12
END-TERM EXAM · Final cert mock
—
—
—
ALM-22 final
End-term (75) · Final mock (10)
09 Evaluation plan
Language is learned by USING — 70% of marks come from output portfolio + live performance + cultural protocol drills + the cert-mock; 30% from theory checks (mid-term + end-term). Every output gets rubric-based grading so students see exactly where they lost marks and how to improve. Module 6 mock-test scores are treated as the strongest signal of actual Goethe-Zertifikat A1 (Start Deutsch 1) pass-readiness.
Full theory + cases + cultural-fluency analysis (CO3, CO4)
Final cert-mock test
15%
15
Full proctored Goethe-Zertifikat A1 (Start Deutsch 1) mock paper score (CO5)
Total
100%
100
—
10 Benchmarking vs national + global universities
L3 is benchmarked against the Goethe-Institut Max Mueller Bhavan A1 Standard Course curriculum, the IIM-Ahmedabad German Language Elective (delivered via the German Embassy partnership), and the FAU Erlangen-Nürnberg "Deutsch für Geschäftsleute" introductory module. L3's differentiation: full integration of Goethe A1 exam pathway + Indo-German business case studies (Siemens India, Bosch India, Volkswagen Pune, SAP Labs Bengaluru) + Duzen/Siezen escalation training and Mittelstand-mindset discussion — not common in standard Indian university German electives.
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks). All exams are conducted using German script for vocab/grammar questions and English for cultural-analysis questions.
MID-TERM EXAM
40 minutes · 40 marks · covers CO1, CO2, CO3
6 short-answer (3 marks each) testing script + vocab + basic sentence completion · 1 case-based applied question (22 marks) — write a business email reply in German
END-TERM EXAM
90 minutes · 75 marks · covers CO3, CO4, CO5
9 short-answer (3 marks each) testing grammar + workplace vocab + cultural protocol · 2 case-based questions (24 marks each) — one cultural breakdown analysis, one business message composition · Plus the cumulative weight of the proctored Goethe-Zertifikat A1 (Start Deutsch 1) mock under Section 09 Evaluation
¡Hola! From Madrid to Mexico City — pass DELE A1 and unlock the Spanish-speaking world's 22 economies.
A BBA graduate who can introduce themselves at the Telefónica India networking event in Pune, order tapas in Barcelona, write a 40-word Spanish WhatsApp to a LatAm-facing TCS Buenos Aires office, and pass the DELE A1 — that is what L4 builds for. Spanish is the world's second-most-spoken native language (~500M speakers across 22 countries). DELE A1, issued by Spain's Instituto Cervantes on behalf of the Ministry of Education, is the gold-standard global Spanish certification. India's IT-services giants (TCS, Infosys, Wipro, HCL) all run nearshore delivery centres in Mexico City, Buenos Aires, and Bogotá. Inditex (Zara), Mahou-San Miguel, and Telefónica run growing Indian operations. L4 is delivered ONLINE (the only L-course in online mode) to allow asynchronous flexibility while maintaining the same Module-6 DELE A1 pass-rate target. By Week 12 every student will sit DELE A1 with Module 6 mock-test results predicting their pass margin across all four DELE modules.
▸ TARGET CERTIFICATION
DELE A1
Full title: Diplomas de Español como Lengua Extranjera, Nivel A1 Issued by: Instituto Cervantes (on behalf of Spain's Ministry of Education) CEFR alignment: CEFR A1 Vocabulary scope: ~750 words (Plan Curricular del Instituto Cervantes A1) Script: Latin script with Spanish-specific characters (ñ, accented vowels á é í ó ú ü) Test structure: Comprensión de lectura (Reading): 45 min · Comprensión auditiva (Listening): 20 min · Expresión escrita (Writing): 25 min · Expresión oral (Speaking): 15 min · 1h 45min total Scoring: 100 max · 60 to pass · both grouped sections (oral/written) required 2026 test dates: 5 sessions in India — February · April · July · September · November 2026 India registration: Instituto Cervantes New Delhi · examination centres in Bangalore, Chennai, Mumbai, Kolkata, Pune, Hyderabad Fee: ₹7,800 (Instituto Cervantes 2026 schedule)
Why this certification matters: Spanish is the second-most-spoken native language globally. DELE A1 opens roles at LatAm-facing IT services, Indo-Spanish trade desks, and Spanish MNC subsidiaries — plus signals readiness for placement in Madrid/Barcelona-based exchange programmes.
02 Course outcomes (BTL 1–4)
CO1BTL 1 · Remember
RECALL the Spanish script (Latin script with Spanish-specific characters (ñ, accented vowels á é í ó ú ü)) and core ~750 words (Plan Curricular del Instituto Cervantes A1) vocabulary needed for DELE A1 threshold.
PO1 H · PO9 M · PO10 M
CO2BTL 2 · Understand
UNDERSTAND Spanish greeting, business card exchange, and meeting-opening protocols at the level required for entry-level interaction at Telefónica India-class firms in India.
PO9 H · PO10 M
CO3BTL 3 · Apply
APPLY Spanish basic grammar in writing a 100–200 word business email or message in correct register for a workplace exchange.
PO10 H · PO9 M · PSO1 L
CO4BTL 4 · Analyse
ANALYSE Spanish-speaking business culture (greetings, hierarchy, decision-making norms, after-work rituals) and predict the impact of culturally mistuned Indian behaviour on a real workplace scenario.
PO6 H · PO9 H · PSO2 M
CO5BTL 4 · Apply
DEMONSTRATE DELE A1 readiness — score at or above the certification's passing threshold in a full proctored mock test in Week 12.
PO1 H · PO12 H · PSO1 M
03 Syllabus — 6 modules
Each module maps to one CO. Modules 1–5 build language + business protocol + cultural fluency; Module 6 is full DELE A1 exam prep.
Module 1
CO1
L: 4 hr · T: 2 hr
Spanish Alphabet, Pronunciation & Saludos
TOPICS
Spanish alphabet: 27 letters (including ñ); accented vowels á é í ó ú ü
Pronunciation rules — Spanish is phonetic, but watch for: ll (Castilian "ly" vs LatAm "y"/"sh"), v vs b, j vs g, c/z (Castilian "th" vs LatAm "s")
Saludos: Hola / Buenos días / Buenas tardes / Buenas noches / Adiós / Hasta luego
Tú (informal) vs Usted (formal) — and the LatAm vos in Argentina/Uruguay (cultural awareness, not testable)
Self-introduction: Me llamo [name] / Soy de la India / Soy estudiante de KL Business School
Numbers 1–100
Date format: el 15 de mayo de 2026 (the 15th of May)
Question formation (Spanish question marks ¿ ?, exclamation ¡ !)
Business greeting register: Buenos días, señor García / Encantado de conocerle
Spanish handshake: firm but not crushing; double kiss is for social, not first business meetings
Punctuality norms: Spain runs a relaxed schedule but business meetings are punctual; LatAm varies (Mexico City = mostly punctual, Argentina = flexible)
Tarjeta de visita (business card) exchange: handed with right hand, less ritualised than Japan
Titles: Don/Doña (very formal), Señor/Señora, professional titles (Licenciado, Doctor)
Phone openings (Spain): ¡Diga! / ¿Sí?
Module 4
CO3
L: 5 hr · T: 3 hr
Ir, Querer + Infinitive, Polite Requests & Spanish Business Email
TOPICS
Ir (to go) + a + infinitive: future intent (Voy a llamar mañana)
Querer (to want) + infinitive (Quiero hablar con ...)
Poder (can) and modal-like uses
Polite request: ¿Podría usted ... ? / Por favor / Gracias / De nada
Spanish email opening (formal): Estimado señor / Estimada señora
Worked example: replying to a Telefónica Madrid email on project status
LatAm vs Spain email-register differences (LatAm tends slightly more formal)
Common workplace vocab: la cita · el informe · la entrega (delivery / submission) · el plazo (deadline)
Module 5
CO4
L: 5 hr · T: 3 hr
Cultural Fluency — Sobremesa, Relationships & LatAm vs Spain
TOPICS
Sobremesa: the long after-meal conversation — where Spanish business relationships actually form
La hora de comer: lunch (~2 PM in Spain) is a real meeting venue
Relationship-first culture: in Spain and LatAm, personal warmth precedes deal-making
Spain regional diversity: Madrid (corporate, direct), Barcelona (Catalan business), Bilbao (Basque industry), Valencia (Mediterranean trade)
LatAm diversity: Mexico (formal hierarchy + US-facing), Argentina (European-style + vos usage), Colombia (very formal, "su merced"), Chile (direct, rapid Spanish), Peru (formal, slower)
Why Indian transaction-first style misfires in Spain/LatAm
Indo-Spanish trade gateway: ICEX, Instituto Cervantes career services, Indo-Spanish Chamber
LatAm gateway for Indian IT services: TCS Iberoamérica HQ in Madrid, Infosys Mexico City delivery, Wipro Buenos Aires
When NOT to be too direct in a Spanish/LatAm business meeting
Module 6
CO5
L: 4 hr · T: 3 hr
DELE A1 Mock Tests & Exam Strategy (All Four Modules)
TOPICS
Comprensión de lectura (Reading): 45 min · 25 items · short texts + signs + ads
Comprensión auditiva (Listening): 20 min · 25 items · short native-speed audio
Expresión escrita (Writing): 25 min · 2 tasks (form-filling + short message ~30 words)
Expresión oral (Speaking): 15 min · 4 parts (self-intro, monologue, dialogue, image-prompt task)
DELE grouped sections: both grouped scores must hit 60/100 to pass
Practice with official Instituto Cervantes A1 model exam materials
Practice with 2 full mocks under timed conditions
Test-day logistics: Instituto Cervantes New Delhi or partner exam centre (Bangalore, Chennai, Mumbai, Kolkata, Hyderabad)
Post-A1 path: bridging to A2 via Aula Internacional Plus A2
04 Case studies
Three real-world Indo-Spanish business cases drawing on KLBS partner firms (Telefónica India, Inditex (Zara) and others). Every case has explicit deliverables + evaluation criteria.
Real WorldIndiaMod 3 · CO2
Telefónica India Pune — IndoSpain Networking Event
Telefónica India hosts an Indo-Spanish Chamber networking event in Pune. Each student must independently approach two Spanish business attendees, deliver a 30-second Spanish self-introduction, and exchange tarjetas. Conducted via Zoom with KLBS partner faculty role-playing as Telefónica representatives.
DELIVERABLES
Bilingual tarjeta
Perform Spanish saludo + 30-second self-introduction with two faculty examiners over Zoom (recorded)
200-word reflection on register and pace differences from English/Hindi networking
Real WorldIndiaMod 4 · CO3
TCS Iberoamérica Buenos Aires — Status WhatsApp Reply
You're an intern at TCS's Buenos Aires delivery centre. Your Argentine project lead Marisa Cifuentes sends a WhatsApp asking for an update on the Q2 LatAm-banking project. Reply in correct Argentine-friendly Spanish (avoiding "vosotros", being mindful of vos usage in informal contexts).
DELIVERABLES
WhatsApp response (~70 words Spanish)
Standard opening + closing phrases
Use of present tense + ir-a-future correctly
Faculty grades on register, accuracy, and LatAm-appropriateness
Real WorldIndiaMod 5 · CO4
Inditex (Zara) India Mumbai — Sobremesa Crisis
A KL alum at Zara India Mumbai recalls a real incident: visiting Inditex HQ in A Coruña, the Indian visitor declined the offer to extend lunch into a 2-hour sobremesa, citing a tight schedule. The Spanish team received it as a relationship rejection and slowed deal momentum for weeks. Analyse what went wrong, draft a recovery message, and discuss what sobremesa actually accomplishes.
DELIVERABLES
Written analysis (in English) of the sobremesa breakdown
Sample recovery Spanish message + proposed make-good (~80 words Spanish)
Discussion paragraph: 3 specific things sobremesa achieves that no Indian business equivalent does
05 Capstone project
▸ CAPSTONE PROJECTMod 1, Mod 2, Mod 3, Mod 4, Mod 5
The Iberoamérica Trade Bridge — A 5-Asset Spanish Business Portfolio
Each student prepares the full deliverable set simulating a Spanish-speaking trade mission across both Spain and one LatAm country (student's choice: Mexico, Argentina, Colombia, or Chile).
FIVE ASSETS
1. A 60-second video presentación in Spanish, with notes on which Spanish variety (Castilian / LatAm) you used
2. A bilingual tarjeta + 1-page Spanish profile sheet
3. A 100-word business email in correct register to one Spanish host firm + one LatAm host firm (so the student practises both varieties)
4. A 5-minute partnership pitch (slides bilingual, opening + closing in Spanish, body in English)
5. A 600-word English reflection essay comparing Spanish (Spain) workplace culture, one LatAm country's culture, and Indian conglomerate culture — three-way
06 10 weekly practical experiments
Lab focus: pronunciation drills (especially ñ, accented vowels, rolling r) + listening labs with Instituto Cervantes official A1 audio + tú/usted switching practice + Castilian/LatAm awareness drills + every student records their own presentación weekly with peer feedback. Online-mode courses run via Zoom + asynchronous Moodle assignments.
Daily Spanish cold-call rotation. Faculty randomly calls students for 3-question Spanish-only mini-dialogues at the start of class. The cold-call discipline forces consistent preparation between sessions. Pairs rotate weekly so every student speaks with every other student by Week 6.
Students use LLM-based language tutors (Claude / ChatGPT / Gemini in Spanish mode) as a private conversation partner for daily 30-minute spaced-repetition practice. Faculty curates the prompt template + checks AI hallucination on culture-specific responses (e.g., LLMs often default to Castilian over LatAm Spanish — students learn to spot and correct). Pair-workflow: every student also has a human pair partner to verify their AI-generated practice.
ALM-20Role-Play (Standard)Weeks 3, 6, 9 (3 sessions, 90 min each)
Business-conversation role-plays simulating Indo-Spanish workplace scenarios. Triads of 3 students rotate roles (host, visitor, observer) across scenarios like meishi/Visitenkarte/tarjeta exchange, polite request to a senior, declining an invitation politely. Each role-play 15 min + 10 min debrief.
ALM-21Forum Theatre / Role ReversalWeeks 5 and 10 (2 sessions, 90 min each)
Cultural-scenario role-reversal: an Indian student plays a Spanish-business host welcoming visiting Indians; another plays the Indian visitor making cultural mistakes. The audience pauses the action and proposes corrections in Spanish. Builds cultural empathy by forcing experience of the other side.
Three deliverables across the trimester scaffold the capstone: Week 4 — bilingual business card + 1-page profile; Week 7 — 100-word business email; Week 10 — 5-min pitch + 60-sec self-intro video. Each is graded with rubrics shared in advance so students see exactly where they will lose marks.
Each student picks one cultural concept (Spanish-specific: Hou-Ren-Sou for Japanese, Nunchi for Korean, Mittelstand-mindset for German, Sobremesa for Spanish) and writes a 1500-word investigative deep-dive interviewing 3 people: one native speaker, one Indian working in a Spanish-firm, and one academic. Final output: an article suitable for the KLBS BBA blog.
Weekly written reflection in English (200 words/week) on what was hardest in Spanish that week, what surprised them, and one observation about Spanish-speaking culture they did not know before. Paired with a peer who reads and comments. Faculty samples journals randomly for grading. Builds metacognition essential for language learning.
08 12-week integrated lesson plan
Week-wise breakdown showing how modules, cases, capstone milestones, practicals, ALMs, and assessments synchronise across the trimester.
Wk
Topics
Case
Capstone
Practical
ALM
Assessment
Week 1
Module 1 — Script + Self-introduction
—
Set up Anki/Memrise
W1 Stroke-order drill
ALM-1
Week-1 stroke-order check (2)
Week 2
Module 1 cont. + Module 2 start — Numbers
—
—
W2 Number + date oral
ALM-1, ALM-15
Vocab quiz (3)
Week 3
Module 2 — Particles + Q-sentences
—
—
W3 Self-intro recording
ALM-1, ALM-15, ALM-20
Self-intro grading (5)
Week 4
Module 3 — Polite verbs + Business greetings
Case 1 (Mod 3)
Capstone Asset 1 + 2 due
W4 Particle drills
ALM-1, ALM-7
Bilingual business card grade (5)
Week 5
Module 3 cont. — Bowing/Handshake protocol
—
—
W5 Verb conjugation
ALM-1, ALM-21, ALM-18 start
Cultural fluency quiz (3)
Week 6
MID-TERM EXAM · Module 4 begins
—
—
W6 Business-card protocol video
ALM-1, ALM-15, ALM-20
Mid-term (40)
Week 7
Module 4 — Email composition
Case 2 (Mod 4)
Capstone Asset 3 due
W7 Email timed drill
ALM-1, ALM-7
Business email grade (5)
Week 8
Module 4 cont. — Workplace vocab
—
—
W8 Listening lab
ALM-1, ALM-15
Listening quiz (3)
Week 9
Module 5 — Cultural fluency
Case 3 (Mod 5)
—
W9 Cultural-protocol role-play
ALM-1, ALM-20, ALM-21
Role-play assessment (5)
Week 10
Module 5 cont. — Indo-foreign relations
—
Capstone Asset 4 + 5 due
W10 Full mock exam #1
ALM-1, ALM-18 due, ALM-22
Mock #1 score + Investigative project (8)
Week 11
Module 6 — Mock test #1 review + drills
—
—
—
ALM-1, ALM-15
Mock #1 review check
Week 12
END-TERM EXAM · Final cert mock
—
—
—
ALM-22 final
End-term (75) · Final mock (10)
09 Evaluation plan
Language is learned by USING — 70% of marks come from output portfolio + live performance + cultural protocol drills + the cert-mock; 30% from theory checks (mid-term + end-term). Every output gets rubric-based grading so students see exactly where they lost marks and how to improve. Module 6 mock-test scores are treated as the strongest signal of actual DELE A1 pass-readiness.
Full theory + cases + cultural-fluency analysis (CO3, CO4)
Final cert-mock test
15%
15
Full proctored DELE A1 mock paper score (CO5)
Total
100%
100
—
10 Benchmarking vs national + global universities
L4 is benchmarked against the Instituto Cervantes A1 Aula Virtual curriculum, Universidad de Salamanca's "Español como Lengua Extranjera A1" foundation course, and IE Business School Madrid's "Spanish for International Business" beginner module. L4's differentiation: explicit Castilian vs LatAm variety awareness from Week 1, Indo-Spanish + Indo-LatAm business case studies (Telefónica India, Inditex India, TCS Iberoamérica Buenos Aires, Infosys Mexico City) + sobremesa-and-relationship training drills + online-mode delivery to accommodate working-style asynchronous flexibility — not common in standard Indian university Spanish electives.
Topic
IE Business School Madrid
IIM-Bangalore Spanish Elective
ESADE Barcelona
KL BBA — L4
Script + vocab depth
Native-pace
~600 words
Native-pace
~750 words (Plan Curricular del Instituto Cervantes A1) + DELE A1 target
Certification target
Yes
Optional
Yes
DELE A1 mandatory mock
Indo-Spanish business cases
Limited
Generic
Limited
3 case studies based on Telefónica India, Inditex (Zara)
Cultural-protocol drills
Lecture-based
Generic
Lecture-based
Video-graded + role-play
AI-augmented practice
Optional
—
Optional
Built-in ALM-15 daily 30-min
Delivery mode
On-campus
On-campus
On-campus
Language · Online
11 Reference books
Latest editions of globally + nationally recognised textbooks that cover the syllabus + the DELE A1 exam preparation.
Title
Authors
Publisher
Year
Modules
Aula Internacional Plus 1 — Curso de Español A1
Jaime Corpas, Eva García, Agustín Garmendia
Difusión
2022
Modules 1–6
Gente Hoy 1 — A1+A2
Ernesto Martín Peris, Neus Sans Baulenas
Difusión
2021
Modules 1–4
Las claves del nuevo DELE A1
Eva Cerrolaza Aragón, Matilde Cerrolaza Aragón
Difusión / DELE Editorial
2024
Module 6
Plan Curricular del Instituto Cervantes — Niveles de Referencia A1
Instituto Cervantes
Instituto Cervantes
2023 reprint
All modules
Practice Makes Perfect — Complete Spanish Grammar
Gilda Nissenberg
McGraw-Hill
2020
Modules 2–5
12 Recommended MOOCs & online courses
Verified, currently-available online courses from globally + nationally recognised platforms. Useful for self-paced revision or to go beyond the classroom.
Following the standardised BBA Y26 template — 6 short + 1 case for mid-term (40 marks), 9 short + 2 cases for end-term (75 marks). All exams are conducted using Spanish script for vocab/grammar questions and English for cultural-analysis questions.
MID-TERM EXAM
40 minutes · 40 marks · covers CO1, CO2, CO3
6 short-answer (3 marks each) testing script + vocab + basic sentence completion · 1 case-based applied question (22 marks) — write a business email reply in Spanish
END-TERM EXAM
90 minutes · 75 marks · covers CO3, CO4, CO5
9 short-answer (3 marks each) testing grammar + workplace vocab + cultural protocol · 2 case-based questions (24 marks each) — one cultural breakdown analysis, one business message composition · Plus the cumulative weight of the proctored DELE A1 mock under Section 09 Evaluation