Cloud Computing

Course Description & Learning Objectives

  • How do technologies such as virtualization, containers, and microservices impact the business models and strategies of key participants?

  • How is the relationship among leading suppliers of IT resources (compute, storage and networking) and between IT suppliers, cloud providers, telecom networks, and IT users (both enterprises and consumers) evolving due to the growth of cloud computing and why?

  • What are potential value chain integration strategies in the cloud computing era? How, where, and why are integration strategies changing across the value chain? Which strategies are various companies pursuing and why?

  • How does cloud computing change the economics of development, deployment, and distribution of IT services?

  • How do market participants choose suitable partners and identify the most effective method of engaging these partners both from technical and business practice perspectives?

  • How does the emergence of Artificial Intelligence/Machine Learning reshape competitive strategy among cloud providers and others across the IT spectrum?  Does AI/ML strengthen or undermine incumbent cloud providers?  How and why? Does it enable new means of gaining competitive advantage or rely on established strategies?

Examples cover a variety of companies including Amazon/AWS, Google, Microsoft, Facebook, Salesforce, EMC/VMware/Dell, Citrix, Intel, nVidia, Avago/Broadcom, Cisco, Arista, Nutanix, Barefoot Networks, and numerous startups.

Target Audience

  • Those who have or seek product management or similar operational roles and want to identify and articulate their objectives to others (especially upper management) effectively.

  • Anyone who would like to view industries and markets through the eyes of the general manager/CEO (whether at a start-up or an industry giant), not just aspiring CEOs but anyone in any function who wants to understand why and how strategic choices influence a variety of decisions.

  • Those pursing careers in services firms (management consulting, investment banking, investment management, private equity, venture capital, corporate & intellectual property law) who encounter clients from a variety of industries and markets and are required to identify and assess various strategic options quickly.

  • Those who are new to the Telecom/Media/Technology industry and seek a comprehensive overview.

  • Anyone who would like to apply a strategic filter when choosing employers by critiquing and handicapping their strategies.

  • Anyone who would like to demonstrate the skill MBA recruiters have the most difficult time finding: strategic thinking (full survey results).


Strategy in Practice is required.  Software Business Models is recommended.

Delivery Format

The primary delivery format is traditional classroom instruction.  Each class session is 5 to 7.5 hours depending on the dates scheduled.

Classes will not be recorded.  Students who miss a class session are welcome to attend a makeup session (if available) or the same session in a subsequent offering of the course.

Note the following recent research regarding passive vs. active note taking: To Remember a Lecture Better, Take Notes by Hand 


Class preparation is essential to get the most out of the course.  Most class sessions will include short tutorials or primers, whether related to technologies of interest, regulations, economic/financial terminology, or other concepts relevant to the discussion.  

Students are also expected to complete a group or individual project with guidance from the instructor to apply concepts and methodologies from the class to a specific context.

Registration & Fees

Learn more about upcoming courses and request to join a cohort.

CoursesReza Moazzami