The structure, systems and related administrative architecture of SPJIMR have been designed and developed to respond to

1. Aspects generally common for educational institutes and
2. Those connected with the specific strategy adopted by SPJIMR
   

SPJIMR's growth has been based on a commitment to diversify into socially relevant segments and activities that are not adequately addressed at societal level by existing institutions for imparting management education and continuing executive education.

In order to make the management education more effective SPJIMR developed

1. Structured architecture to respond to the development and administration of programs socially relevant to specific segments
2. Pedagogic innovations, which had been the strategic strength of the institute, to be modified to suit specific, needs of each segment and target groups within.
3. Ensuring attention to the traditional individual areas such as Marketing, Finance and so on.
   

The Structure

The SPJIMR course curriculum is a melting pot of ideas meant to nudge participants towards making a mature judgment. To arrive at this, the participant goes through a process of self-examination, assessing tangible as well as intangible factors that determine a particular situation, and their relevance.

The participant is groomed to join the industry not as a mere job-earner, but to influence its practices, and, in the long run, to become an active participant in re-shaping the nation's destiny.

1. A distributed leadership where formal hierarchy as implied by designations has internally, little co-relation to individual responsibility, authority and accountability.
2. Allocation of responsibility as an evolutionary process, reflecting institutes experiences, new entrants, reorganization of campus academics and H.O. restructuring.
3. Diversified and shared Responsibilities.
4. Development of new mechanisms, formal and informal, to facilitate transparency easy accessibility and free information flow to support shared decision making processes.
5. Mutual respect, helping attitude and humility is at the core of working relationship based on the above.
   

The Interactive Learning and Coordinating Mechanisms

A culture that was developed based on strong informal and cooperative behavior induced strong interactions between faculty, between students and between faculty and students. Our planning exercise is unique and consists of Bi-annual exercise of formal strategic planning and review seamlessly integrated with informal interactive, purposeful, 'feel' process amongst all the faculty members in the context of the institute's own systemic culture or response to path breaking academic, global contribution in business strategy.

'Blue Ocean' strategy in Dec 2006

In December 2006 the entire faculty group got together and charted out for each center/activity/program 'Blue Ocean' strategy provoked by contribution by W. Chan Kim and Renee Marborura to Business Strategy where the focus was on processes of drawing a holistic picture, creativity, productive exchange of views and developing consensus amongst all. Based on such interactions, a few Program Heads had redrawn their action plans, with a view to creating a 'niche' for the institute in highly competitive - global and local - but ironically, highly regulated sector.

At macro level, SPJIMR had been known for its path breaking initiatives in 1990s such as delinking from the erstwhile Mumbai University. Social Projects during summer, Autumn Projects, ADMAP and at a broader level beyond classroom learning. This pursuit was continued later with focus on influencing practice through customization, application exercise, dissertation on projects relevant to Industry, extending ADMAP to other programs and building across sensitivity to underprivileged class of society and business ethics in traditional management areas.

Similar exercises and such periodic interactions on direction and growth of the institute, its strategic initiatives coupled with rewarding mechanisms for achieving strategic objectives and tasks and the sense of ownership and belonging, have ensured consistency of performance and high growth and mid-term Corrections, agility of the organisation and feeling of comradeship.