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At the centre of most cities and towns in the UK, public library buildings form a significant part of the civic landscape. No other country has such an extensive collection of buildings principally designed for the collection, categorization, storage and provision of knowledge, learning and information, dedicated for public use. Argues that the role and function of the library have never been actualized. That the concern of cultural studies with social constructionism has ignored the obvious ‐ that the socio‐historic construction of an image of knowledge is represented by the placing and design of library buildings; and pre‐library notions of a global knowledge have become a reality through the development of information technology (the information superhighway) and this is displacing and superseding the constructionist displays of knowledge embodied in the library building.

The purpose of this paper is to examine critically both utopian and dystopian discourses of offshoring so that a more considered, nonetheless theoretically informed, view of the global offshore phenomenon can be formed.

Drawing upon some preliminary research on offshoring ventures from the UK to India, and the extant literature, the practice of business process outsourcing (BPO) via offshoring is explored and critiqued.

It is argued that neither dream nor nightmare is the adequate discursive metaphor to capture what we have discerned through our research on offshore outsourcing.

The primary contribution of this paper is that demonstrates that utopian and dystopian discourses fail to adequately explain the practice of offshore BPO and that in cultural, economical, ethical, and political terms, it is much more complex.

The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case.

The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources.

This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings.

Course: Strategic Management Level: Post Graduate Level.