ddba8160-sustainable solutions paper template

8/11/2019 DDBA8160-Sustainable Solutions Paper Template

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Sustainable Solutions Paper

[Student Name]

DBA Strategy

[Instructor Name]

[Date]


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Sustainable Solutions Paper

[Use this template or the sustainable solutions paper e!actly as "ritten# Do not add an

abstract and do not add additional headings or delete any headings# Pro$ide a brie introduction

to the paper here % introduce the sub&ect and tell the reader what will be covered % be speci ic %

provide a list of key sections that will be covered #This is called a preview; it is not a synopsis.

Note' the "ord (introduction) is not re*uired in APA# Note' All required headings are provided

in this paper % le$el 1+ le$el 2 headings and are in APA ormat# D, N,- delete them. &ust delete

the te!t "ith [ /] and respond to each heading as the "ee0ly assignments re*uire# Subordinate

headings % le$el are also pro$ided % &ust respond to them and do not delete them# -hisintroductory section should be about to 3 o a page and is "orth 2 points#]

Executive Summary (2 points for week 4 and 9 points for week 7)

[SU44A5I67 the entire paper co$ering each o the 0ey elements 8sections9 presented

throughout the document# Pro$ide speci ics+ not generalities# State the organi:ation name along

"ith a $ery brie description o it# -he e!ecuti$e summary should be bet"een 2 and pages and

"ritten last or ob$ious reasons# ;75< I4P,5-AN- N,-7' An 7!ecuti$e Summary is N,-

an introduction# A summary pro$ides a terse portrayal o the results=outcomes o the processes

such as the >eneral ?orces Analysis# It is not a restatement o the process. it is a detailed

summary o the paper# Be $ery clear and be $ery speci ic# -his section should be bet"een 2 and

pages#]

Summary ocus (!" points for week 4# $ points for week 7)

[-e!t begins here# Summari:e all o the 0ey sections o the paper being as speci ic as can

be# Be sure to list the summari:ed sections# ?or e!ample' Sta0eholder @ulture or this

organi:ation can be described as //# 7conomic trends o interest include /# -he top -hreats


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and the top ,pportunities identi ied are /# Note' e!ecuti$es "ould pre er to read a short but

detailed summary and may not ha$e time to read a % C page paper#]

%ey &akeaways (!" points for week 4# $ points for week 7)

[-e!t begins here# ist and discuss the 0ey ta0ea"ays o the paper# Ehat are the (ah ha)

disco$eries rom the paperF Gey ta0ea"ays could be things li0e (our $ision and culture are=are

not congruent=aligned) or ( our competiti$e strengths are e!ceptional=not clear)]

'nte ration of oncepts (* point for week 4# $ points for week 7)

[-e!t begins here# ?or e!ample % ho" is strategy and sustainability a ected by

$ision=mission+ $alues+ $alue chain+ $alue system+ li e cycle+ etcF]

Stake+older 'dentification and ,alue -nalysis .Part ' (*2 points) due in /eek 4

[-his "ould be a good time to re$ie" the re*uired readings in "ee0s 1 H and additional

re erences in the Ealden ibrary be ore responding to this section in about 1 to 2 pages#]

Enterprise 0evel Strate y ($ points)

[-e!t begins here# -his section should describe the enterprise le$el strategy e!hibited by

your organi:ation# -here are some boo0s+ &ournal articles+ and Eebsites on this topic# Jo"e$er+

in ormation speci ically on enterprise le$el strategy may be s0etchy and can be supplemented by

a discussion o the organi:ationKs $ision+ $ision+ ob&ecti$es+ and $alues#]

ulture &ype ($ points)

[-e!t begins here# -his section should describe the type o culture e!hibited by your

organi:ation# Ehat is your organi:ationKs cultureF


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'nte rated oncepts from 1eadin s ($ points)

[-e!t begins here# -his section should integrate concepts on culture and strategy co$ered

in the $arious documents re$ie"ed# Is the enterprise strategy+ culture+ $ision=mission

congruent=alignedF In order to ha$e a learning organi:ation+ congruence=alignment is important#

Strategy "ill create change# A learning organi:ation is important or implementation=e!ecution

o strategy#]

Evidence and 'mplications ($ points)

[-e!t begins here# Pro$ide e$idence and support o the enterprise le$el strategy and

culture type or your organi:ation and any implications noted#]

eneral orce -nalysis3 External 1emote Environment (*5 points) due in /eek 4

[-his section should ta0e bet"een to L pages#]

eneral orce 6atrix -nalysis (* points)

[Analy:e the e!ternal en$ironment# According to Pearce and 5obinson 82 9+ there are

i$e categories o orces in the e!ternal en$ironment' economics+ demographics = social = culture+

go$ernment = legal = military+ physical en$ironment+ and technology# Input to the >eneral ?orce

Analysis 8>?49 is the organi:ationKs e!ternal en$ironment composed o these i$e categories#

-he idea is to scan the e!ternal en$ironment % e!ternal rom the organi:ation HH and search or

trends+ e$ents+ or orecasts o interest to the organi:ation# -rends are the beha$ior o a $ariable

o$er time during the past+ "hile orecasts are the pro&ected beha$ior o a $ariable o$er time in the

uture 8>arland+ 2 M9# A sample set o $ariables are pro$ided or each category belo"# Do not

discuss anything internal or about the organi:ation itsel + as that comes later in ;alue @hain

Analysis# A good litmus test is to re$ie" your >?A a ter its complete and i you ind re erence to

your organi:ation you may not ha$e completed a true industry analysis# ,utput rom >?4


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analysis is a set o trends +events + or forecasts o interest to the organi:ation# -hese outputs rom

each e!ternal category should be assessed and identi ied as threats or opportunities # @onsider

geography in this section as "ell % that is % consider the geography in "hich your industry

conducts business# ?or e!ample+ i your industry = organi:ation is "ithin a speci ic region o a

country+ &ust ocus on e!ternal en$ironmental issues or this region to the e!tent possible# 7ach

trend should be listed along "ith the assessed affect on the industry 8high+ medium+ or lo"9+ its

timeframe 8less than one year+ one to t"o years+ more than t"o years9+ the type o change

8increasing+ decreasing+ no change+ or un0no"n9+ and its importance to the industry 8critical+

important+ not important+ or un0no"n9# -he top t"o or three threats and opportunities "ill beused as input to the SE,- and S@,- analysis belo"# An e!ample o a orecast rom the United

Nations is that the population o the "orld "ill increase by o$er the ne!t orty years# A

technology trend and orecast+ as obser$ed by >ordon 4oore+ is that the processing speed o a

microprocessor doubles e$ery 12 % 1O months# An economic trend is that unemployment in the

United States increased by about o$er the last 12 months# -he 0ey to trends or orecasts is to

loo0 or $ariables o interest % see e!amples belo"#]

Economics # -e!t begins here and continues on to the ne!t line in a le t hand &usti ied

manner such as this# ?or e!ample+ a 0ey economics trend acing our industry is /# -his trend

"ill ha$e a ma&or a ect on our industry because /# -he time rame is immediate# -his trend is

rapidly increasing and there ore its importance to us is critical and "e need to respond

immediately/### ?or e!ample+ one economic trend a ecting our industry is the amount o

disposable income per person+ "hich has been decreasing by ! o$er the last three years# -his

trend is important to us because /# And so on#


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@onsider disposable income to be an economic $ariable and the trend is its beha$ior o$er

time# -hat is+ this $ariable may gro"+ shrin0+ stay the same+ or some ups and do"ns# ,ther

economic $ariables include+ but are not limited to interest rates+ in lation rates+ >DP+ consumer

price inde!+ and so on# ?ocus on "hat is o interest to your industry#

&ec+nolo y! -e!t begins here# -echnology includes+ but is not limited to biotechnology+

in ormation technology+ aerospace technology+ manu acturing technology+ agricultural

technology+ energy technology and so on# ?ocus on those 0ey $ariables o interest "ithin the

type o technology o interest# ?or e!ample+ $ariables o interest in in ormation technology may

include processor speed+ dis0 space+ band"idth+ so t"are applications+ robotics and so on#

8emo rap+ics Social ulture # -e!t begins here# Some $ariables o interest might

include the number o marriages+ number o di$orces+ birth = death rate+ immigration+ attitudes

to"ard "omen "or0ing+ attitudes to"ard education and so on#

overnment 0e al 6ilitary! -e!t begins here# Some $ariables o interest might

include changes in ta! la"s+ changes in healthcare+ military operations+ nation building+ arms

reduction or buildup+ go$ernment regulations or deregulations+ green energy de$elopment and so

on#

P+ysical Environment! -e!t begins here ! Some $ariables o interest might include

climate change+ tra ic congestion+ recycling+ urban de$elopment+ conser$ation+ endangered

species+ a$ailability or access to "ater and other resources and so on#

'mplications of eneral orces (5 points)

[Assess trends+ e$ents+ or orecasts as threats or opportunities here along "ith some

discussion o implications# Note' -he top t"o or three o the opportunities and threats "ill be

used as input to SE,- = S@,- belo"#]


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&+reats! -e!t begins here# Summari:e the -hreats here. list them and "hich component

o the >?A they came rom. pro$ide a brie analysis o the -hreats rom >?A and pro$ide

rational or selection o the top 2 or # ist the top t"o or three threats to your organi:ation#

:pportunities # -e!t begins here# Summari:e the ,pportunities here. list them and

"hich component o the >?A they came rom. pro$ide a brie analysis o the ,pportunities rom

>?A and pro$ide rational or selection o the top 2 or # ist the top t"o or three opportunities

your organi:ation sees#

Porter;s ive orces 'ndustry -nalysis3 External 'ndustry Environment (*5 points) due in

/eek 4

[-his section should ta0e bet"een to pages#]

ive orces 6atrix -nalysis (< points)

[Analy:e the industry in this section# Inputs to this industry analysis are' barriers to

entry+ competiti$e ri$alry+ a$ailability o substitutes+ bargaining po"er o suppliers+ and

bargaining po"er o buyers# See the handouts or details# ,utput rom this analysis is a set o

potential threats and opportunities#]

=arriers to Entry # -e!t begins here# According to Pearce and 5obinson 82 9+ the

eight sources o barriersHtoHentry are the ollo"ing 8a9 economies o scale+ 8b9 product

di erentiation+ 8c9 capital re*uirements+ 8d9 s"itching costs+ 8e9 access to distribution channels+

8 9 cost disad$antages independent o scale+ 8g9 go$ernment policy+ and 8h9 e!pected retaliation#

Address only those sources=barriers that are most important to your industry# Summari:e the

o$erall threat8s9 o entry as high+ medium+ or lo"#

Substitutes # -e!t begins here# -his section concerns the ready a$ailability o substitute

or alternati$e products# Substitutes limit the potential returns o an industry by placing a ceiling


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on the prices organi:ations in the industry can pro itably charge# -he more attracti$e the priceH

per ormance alternati$e o ered by substitutes the irmer the lid on industry pro its#

=ar ainin power of Suppliers # -e!t begins here# -his section concerns the bargaining

po"er 8high+ medium+ or lo"9 o suppliers to in luence the pro itability o the organi:ations in

the industry# Suppliers can e!ert po"er o$er participants in an industry by threatening to raise

prices or reduce the *uality o purchased goods and ser$ices# Summari:e the o$erall supplier

po"er as high+ medium+ or lo" #

=ar ainin power of =uyers! -e!t begins here# -his section concerns the bargaining

po"er 8high+ medium+ or lo"9 o buyers to in luence the pro itability o the organi:ationKs in theindustry# Buyers compete "ith the industry by orcing do"n prices+ bargaining or higher *uality

or more ser$ices+ and playing competitors against each other# Summari:e the o$erall buyer

po"er as high+ medium+ or lo"#

ompetitive 1ivalry! -e!t begins here# -his section concerns the ma&or competitors o

the organi:ation and their ability to e ect pro itability and sur$i$ability# -he ob&ecti$e o a

competitor analysis is to de$elop a pro ile o the nature and success o the li0ely strategy changes

each competitor might ma0e+ each competitorKs probable response to the range o easible

strategic mo$es other organi:ations could initiate+ and each competitorKs probable reaction to the

array o industry changes and broader en$ironmental shi ts that might occur# Some *uestions to

consider include'

Eho are your top three to i$e competitorsF

Jo" are these competitorsK business % increasing+ decreasing+ or steady and ho" does it

compare "ith yoursF


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Ehat do you 0no" or should you 0no" about their operations+ sales+ ad$ertising+

customers+ and suppliersF

Ehat are their strengths and "ea0nessesF

Jo" do their products and ser$ices di er rom your products and ser$icesF

Ehat is the normal &oc0eying and beha$ior "ithin the industryF Ehat happens i there is

a ne" entryF Ehat is the threat o entryF @onsider ("hat i ) analysis# Ehat i your ma&or

competitor lo"ered prices+ bought a 0ey supplier+ brought out a signi icantly ne" productF Ehat

does your organi:ation do in responseF Summari:e the competiti$e ri$alry in the industry as

high+ medium+ or lo"#

'mplications of ive orces (< points)

[ ist and discuss identi ied threats and opportunities here# ?or e!ample+ a competitor

may be in se$ere inancial trouble and could be ac*uired % this may be an opportunity


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ustomi>ed ,alue +ain of -ctivities in &able orm (5 points)

[Analy:e the organi:ationsK internal en$ironment in this section# Use PorterKs description

and discussion o a $alue chain % it contains L elements o an organi:ational system' general

administration+ human resources+ 5QD+ procurement+ inbound logistics+ operations+ outbound

logistics+ sales and mar0eting+ and ser$ice 8Porter Q 4illar+ 1LO 9# Indenti y 0ey business

processes or acti$ities "ithin each category and compare them to the organi:ationKs primary

competition# Strengths and weaknesses are only such as compared to competition. It may be

that your organi:ation has no strengths compared to the competition and it is appropriate to say

so+ i that is the case# The outcome of this assessment will be a set of strengths and weaknesses. -he table presented belo" may be use ul in this analysis# ist the 0ey business processes or

acti$ities in column 1 and assess as a strength or "ea0ness in columns and compared to

competition# Discuss in narrati$e orm a ter the table is populated#]

-able 1

alue !hain Analysis

Business Process


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'mplications of ompetitive -nalysis (" points)

-e!t begins here % introduce the our subsections that ollo"#

Stren t+s! -e!t begins here# Summari:e the Strengths here. list them and "hich

component o the ;@A they came rom. pro$ide a brie analysis o the Strengths rom ;@A and

pro$ide rational or selection o the top 2 or # ist and discuss the top t"o or three strengths

your organi:ation e!hibits#

/eaknesses! -e!t begins here# Summari:e the Eea0nesses here. list them and "hich

component o the ;@A they came rom. pro$ide a brie analysis o the Eea0nesses rom ;@A

and pro$ide rational or selection o the top 2 or # ist and discuss the top t"o or three"ea0nesses your organi:ation e!hibits#

Skills! -e!t begins here# Identi y your organi:ational s0ills. compare them to those o

your competition# Identi y your s0ills as Strengths or Eea0nesses as compared to your

competition# ist and discuss the top one to three s0ills your organi:ation e!hibits#

apabilities! -e!t begins here# Identi y your organi:ational capabilities. compare them

to those o your competition# Identi y your capabilities as Strengths or Eea0nesses as compared

to your competition# ist and discuss the top one to three capabilities your organi:ation e!hibits#

8etailed S/:& -nalysis (*< points) 8ue in /eek 4

[-his section should ta0e bet"een and O pages#]

S/:& actor 6atrix ($ points)

[Note' Strengths and "ea0nesses are ound in the $alue chain analysis and threats and

opportunities are ound in -hreats and ,pportunities Summary in the general orces analysis and

i$e orces analysis# -hat is+ the Ss+ Es+ ,s+ and -s are deri$ed rom this analysis# Select the top

t"o or three in each category and use pairH"ise analysis to e!plore ho" strengths can be used to


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le$erage opportunities 8S, strategies9 and a$oid threats 8S- strategies9. and ho" "ea0nesses can

be o$ercome using opportunities 8E, strategies9 and be managed to a$oid threats 8E-

strategies9 8Da$id+ 2 19#]

S: Strate ies! -e!t begins here# ?or each identi ied strength+ discuss ho" it can be

used to le$erage or e!ploit an identi ied opportunity#

S& Strate ies! -e!t begins here# ?or each identi ied strength+ discuss ho" it can be used

to a$oid an identi ied threat#

/: Strate ies! -e!t begins here ! ?or each identi ied "ea0ness+ discuss ho" it can be

mitigated by an identi ied opportunity#

/& Strate ies! -e!t begins here# ?or each "ea0ness+ discuss ho" it can be along "ith

an identi ied threat can be minimi:ed#

S :& actor 6atrix ($ points)

[-he same discussion as in SE,- applies here# Discuss S@,- strategies % speci ically

S0ills = ,pportunities 8S,9+ S0ills = -hreats 8S-9+ @apabilities = ,pportunities 8@,+ and

@apabilities = -hreats 8@-9 strategies#]

S: Strate ies! -e!t begins here# ?or each identi ied s0ill+ discuss ho" it can be used to

le$erage or e!ploit an identi ied opportunity

S& Strate ies! -e!t begins here# ?or each identi ied s0ill+ discuss ho" it can be used to

a$oid an identi ied threat#

: Strate ies! -e!t begins here# ?or each identi ied capability+ discuss ho" it can be

used to le$erage or e!ploit an identi ied opportunity#

& Strate ies! -e!t begins here# ?or each identi ied capability+ discuss ho" it can be

used to a$oid an identi ied threat#


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%ey Success actor 6atrix -nalysis ($ points)

[Analysis o the internal s0ills and capabilities o the company under study 8and o

potential competitors "hen needed9+ should lead you to identi y the underlying

people=areas=systems that are at the heart o the $alue creation process or the company# -hose

resources+ i they are strategically related to uture industry=customer needs and opportunities+

are the basis or uture competiti$eness#

Jo"e$er+ being s0illed and ha$ing strong competiti$e "eapons today+ is not an assurance

that the company "ill=can be competiti$e in the uture# -o begin to mo$e to the step o strategic

choice ma0ing+ you ha$e to bounce the s0ills and capabilities analysis against the ollo"ing*uestion' (Jo" important "ill these s0ills and capabilities be to uture competiti$enessF) -hat

is+ "ill the current s0ills and capabilities be (0ey success actors or the utureF)

Identi ying and understanding Gey Success ?actors re*uires that you loo0 at the

intersection o s0ills+ capabilities analysis+ understand the nature o current and uture

competiti$e "eapons 8outcomes9+ and assess the meaning o e!ternal threats and opportunities

8 rom the i$e orces and general orces analysis9# >ood strategic decision ma0ing attempts to

illHin or critical "ea0ness areas 8lac0 o needed s0ills and capabilities9+ "hile le$eraging

distincti$e competencies#

Strategy+ in many "ays+ is about the (edges o analysis+) in that the areas in "hich a

company is (a$erage) generally do not need to be tended to 8unless analysis sho"s it "ill be a

critical uture area9# Areas o distinction and shortage are "hat need to be addressed# 4any

times+ ho"e$er+ they are hidden/thatKs "hy you per ormed the e!ternal and internal analysis

earlier to try to unHearth the hidden issues#


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7!amples o 0ey success actors or real estate de$elopment include purchasing

de$elopmental land. 0ey success actors or so t"are de$elopment include customer

re*uirements analysis+ systems analysis+ programming+ and testing. and or retail stores 0ey

success actors include location+ hours o operation+ customer ser$ice+ and pricing#

ist and describe = discuss the 0ey success actors or your organi:ation in this section

and "hy they are important# ?or e!ample+ the ollo"ing 1 0ey success actors are critical or

the AB@ @ompany #### because /##]

'mplications of -nalysis (9 points)

[Pro$ide a discussion o implications ound in this analysis' SE,- = S@,- and GS?s#]

-naly>in t+e ompany Strate y &ype .Part '' (< points) due /eek 4

[-his section should ta0e about 1 to 2 pages#]

Strate y &ype (4 points)

[Based on your reading in Strategy" !reate and #mplement the $est Strategy for %our

$usiness + speci ically pages 2LH C+ identi y the general strategic type that your analysis company

is li0ely pursuing+ gi$en your understanding o the competiti$e en$ironment#]

Supportin -r ument (4 points)

[4a0e an argument+ based on e$idence+ to support your conclusion# Is this the strategy

the company should pursueF Discuss any implications o this analysis "ith implications rom

any o your pre$ious analysesRespecially those that may not be congruent#]

-naly>in t+e ompany Strate y 6oves (< points) due in /eek 4

[-his section should ta0e about 1 to 2 pages#]


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1elevant Strate y 6oves (4 points)


$usiness& speci ically pages MHC + identi y "hat you thin0 the uture strategy mo$es should be

or your analysis company+ gi$en your understanding o the competiti$e en$ironment#]


[4a0e an argument+ based on e$idence+ to support your conclusions# Discuss any

implications o this analysis "ith implications rom any o your pre$ious analysesRespecially

those that may not be congruent#]

-li nment and oals -nalysis (9 points) 8ue in /eek 4

[-his section should ta0e bet"een 1 and 2 pages#]

-li nment +ecklist and ?nit oals (4 points)


$usiness + speci ically pages C1HL '

a9 @omplete an (alignment chec0list) 8p#M 9 or your business+ gi$en your understanding

o the competiti$e en$ironment# Discuss any implications o this analysis "ith

implications rom any o your pre$ious analysesRespecially those that may not be

congruent#

b9 @omplete a (unit goals+ metrics and action plan) table 8 igure CH19+ or your business+

gi$en your understanding o the competiti$e en$ironment#]

Supportin -r ument (" points)

[4a0e an argument+ based on e$idence+ to support your conclusions# Discuss any

implications o this analysis "ith implications rom any o your pre$ious analysesRespecially



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1C

-ction Plan -nalysis (** points) due in /eek 4

[-his section should ta0e about 1 page#]

1elevant -ction Plan (" points)


$usiness + speci ically pages MMHL 8especially the sample action plan on page L H 19+ identi y

"hat you thin0 ought to be an action plan or your company# Identi y per ormance measures or

your plan]


[4a0e an argument+ based on e$idence+ to support your conclusions# Discuss anyimplications o this analysis "ith implications rom any o your pre$ious analysesRespecially


itness 0andscape -nalysis (2 points) due in /eek 7

[-his section should ta0e bet"een 1 and 2 pages# -here is some good in ormation on the

Internet as "ell#]

8escription of itness 0andscape and -nalysis (* points)

[5e$ie" chapters O Q L in Strategic 'anagement and (rganisational )ynamics # ?ocus

particularly on pages 1LMH2 + and 212H21M# Ehat does the theory tell youF Jo" does your

organi:ation=your industry beha$e compared "ith the theoryF

Using the ( itness landscape) as a tool or understanding and e!plaining the internal

dynamics o an industry system+ describe the e$olution o the ( itness landscape) o your chosen

industry o$er the past 2 years#


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1M

-ie your description to data rom public sources about your industry# 5emember+ this is a

big picture+ e$olutionary analysis# -rac0ing changes in technologies and other general orces

8 rom earlier analysis9 should pro$e ruit ul in thisRas they are part o the landscape+ as are the

actions and interHactions o competitors#

-he goal is to see the pre$ious data about your company and industry in a ne" lightR

particularly in an e$olutionary+ systems dynamics perspecti$e#

'mplications of -nalysis (* points)

[Describe the implications o your analysis+ and any ne" insights that ha$e come to you

as a result o applying this thin0ing tool#]

=oid -nalysis (*2 points) 8ue in /eek 7

[-his section should ta0e about 2 pages#]

@=oid -nalysisA Systems 8escription and -nalysis (" points)

[5e$ie" chapters O Q L in Strategic 4anagement and ,rganisational Dynamics+ ocusing

on pages 2 H2 1#

-ry to identi y any (basic) and=or ( undamental) rules that seem to guide beha$ior in

your industry# Ehat are theyF Ehy do you thin0 they are the most undamental rulesF Jo" do

they di er rom rules in other industriesF Ehat are the implications o your thoughtsF

5emember+ you are studying the process o e!panding traditional notions o strategyRand this

0ind o thin0ing is ne" to all o us and re*uires a reH raming o your thin0ing processes# DonKt

be a raid to thin0 creati$ely+ conceptually+ and e$en in abstract "ays# -he important deli$erable

here is that you see0 to identi y (simpli ying structures+) and e!plain their implications#

Notes' ist and describe any simple rules or (Boid Analysis) that apply to your

organi:ation# ?or e!ample+ according to ?isher 82 L9 loc0s o birds or schools o ish ollo"


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three simple rules 8among others o course9 such as (a$oidance+ alignment+ and attraction) 8p#

2C9# Agents ollo"ing these simple rules e!hibit comple! beha$ior# -he 0ey thing is to identi y

any simple rules or your organi:ation or industry# See http'=="""#red d#com=c"r=boids= or an

interesting discussion on this topic#

'mplications of -nalysis (7 points)

-e!t begins here# ist and discuss any implications o (Boid Analysis) or your

organi:ation#

'ndustry Evolution 6odelin (27 points) due in /eek 7

[-his section should ta0e bet"een 2 and pages#]

'ndustry Evolution 6odelin 8escription and -nalysis (*7 points)

[5e$ie" chapters O Q L in Strategic 'anagement and (rganisational )ynamics # ?ocus

particularly on pages 2 1H2 + and 21OH221# ,ne o the statements that comes rom the (5ay

@omputer 7!periment) is that+ (li e in the uni$erse+ and perhaps li e in organi:ations+ arises rom

a dialectic bet"een competition and coHoperation+ not rom unconstrained competition) 8Stacey+

2 M+ p# 2 9#

-ranslate the essential implications o (5ayKs @omputer Simulation) 8p#2 19 and the

(?ishing 7!periment ?indings o Allen) 8p#2219 in terms o ho" they might apply to your chosen

industry# @an you identi y the patterns o both competition and cooperation that ha$e led to the

e$olution o the industryF]


[Ehat are the implications o the current industry beha$iors or uture successF Jo" does

this analysis relate bac0 to the itness landscape analysisF]
http://www.red3d.com/cwr/boids/http://www.red3d.com/cwr/boids/


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[-e!t begins here# ist and describe the implications or your organi:ation in this

section#]

ompliance to 'nnovation -nalysis (2 points) 8ue in week 7


ompliance to 'nnovation 8escription and -nalysis (* points)

[5e$ie" *ecessary +evolution 8@hapters 2H + O+ L+ 1 9+ and ocus particularly on pages

11 H11O+ and the associated e!planations in the Senge boo0#

Based on your understanding o the reading+ and particularly igure O#2 on page 11 +assess "here you thin0 the company 8and or industry9 you are studying ( its) in the complianceH

inno$ation scale# -hin0 bac0 to your analysis o the enterprise strategy+ $ision=mission+ and

culture# -hin0 o the strategies and plans youK$e generated rom the SE,-=S@,- analysis#

Ehat is there rom your analysis that "ould=could mo$e 8or restrain mo$ing9 your organi:ation

rom compliance to inno$ationF]


[Pro$ide e$idence and argument+ and discuss the implications o your analysis# Discuss

ho" they relate to any pre$ious analysis#]

Sustainable ,alue ramework -nalysis (7 points) due in /eek 7


8etailed -nalysis of -ll our Buadrants (" points)

[5e$ie" *ecessary +evolution 8@hapters 2H + O+ L+ 1 9+ and ocus particularly on pages

11LH1 and the associated e!planations in the Senge boo0# Based on your understanding o the

reading+ and particularly igure L#2 on page 122+ and discussion o the DuPont case 8pages 12 H


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1 9+ describe the theory+ and discuss your organi:ationKs attributes 8culture+ mission=$ision+ etc#9

and constructs 8strategies+ $alue chain+ $alue system+ etc#9 that may acilitate or bloc0 its progress

rom one *uadrant to another# -hen prepare a sustainable $alue rame"or0 analysis or your

chosen company# Speci ically'

819 Start "ith analysis o the lo"erHle t *uadrant and identi y "ays that the

company can change its internal acti$ities to reduce=eliminate "aste+

consumption and emissions rom operations# Discuss the potential or both cost

and process time reductions+ and or ris0 reduction#

829 4o$e to the lo"erHright *uadrant and identi y rele$ant issues "ith respect toho" your company interacts "ith the larger sta0eholder base# 8


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22

page 1 + li0e+ (Jo" are "e going to bring our products and ser$ices to a larger

"orld and shi t our "ay o thin0ing about global social and en$ironmental

issuesF) Jo" can the company reach out to ser$e underser$ed populationsF

Jo" can "e gro" "ithin a sustainable rame"or0F

Ehat is there in your organi:ation that "ould acilitate or bloc0 your mo$ement rom one

*uadrant to anotherF

-he ollo"ing table may be help ul in pro$iding a response to this section# -his table maps to

the diagram on page 122#]

-able 2Sustainable alue ,ramework

-omorro" -oday7!ternal Strategy'

Payo '

Strategy'

Payo 'Internal Strategy'

Payo '

Strategy'

Payo '

-r ument in Support of onclusions (* points)

[Pro$ide e$idence and argument or your support#]


[-e!t begins here# ist and describe the implications or your organi:ation#]

onclusions

[Summari:e the 0ey points in the paper and pro$ide any conclusi$e ideas# No ne" ideas

should be included in this section# Note' this should be considerable shorter than the 7!ecuti$e

Summary# -his section should be less than a page#]


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2

1eferences

[ ist around 2 re erences used in creating this paper in APA ormat here# See e!amples belo"#

-his section should be around 2 to pages# Note' ,nly list re erences actually cited in the body

o the paper#]

Beinhoc0er+ 7#D# 82 C9# -he Adaptable @orporation# The 'c-insey uarterly # MMHOM#

Beinhoc0er+ 7#D# 82 C9#The origin of wealth" /volution& comple0ity& and the radical remaking

of economics. Boston' Jar$ard Business School#

Boar+ B# 82 19#The art of strategic planning for information technology& 1 nd ed. Ne" ra"HJill#

@hesbrough+ J# 82 C9#(pen business models" 2ow to thrive in the new innovation landscape #

Boston' Jar$ard Business School#

@hristensen+ @#4#+ Q 5aynor+ 4#7# 82 9#The innovator3s solution" !reating and sustaining

successful growth. Boston' Jar$ard Business School Press#

@hristensen+ @#4# 82 9#Seeing what3s ne0t" 4sing the theories of innovation to predict

industry change. Boston' Jar$ard Business School Press#

@ornish+ 7# 82 9# ,uturing" The e0ploration of the future # Bethesda+ 4D# Eorld ?uture

Society#

@rossan+ 4#4#+ ?ry+ T#N#+ Q Gilling+ T#P# 82 9#Strategic analysis and action+ Cth 7d# -oronto+

@anada' PrenticeHJall#

Da$id+ ?#5# 82 19# Strategic management" !oncepts and cases 5 th /d. Upper Saddle 5i$er+ NT'

Prentice Jall#


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Day+ >#S#+ Q 5eibstein+ D#T# 81LLM9#6harton on dynamic competitive strategy # Ne" arland+ 7# 82 M9# ,uture inc." 2ow business can anticipate and profit from what3s ne0t # Ne"


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2

5ichards+ @# 82 9#!ertain to win # libris @orporation#

Schein+ 7# J# 81LL29#(rgani7ation culture and leadership& 1 nd /d. San ?rancisco' TosseyHBass#

Senge+ P#+ Smith+ B#+ Grusch"it:+ N#+ aur+ T#+ Q Schely+ S# 82 O9#The necessary revolution"

2ow individuals and organi7ations are working together to create a sustainable world #

Ne"


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2C

[Notes'

8a9 -his entire paper should ta0e bet"een and C pages#

8b9 -he point count is 1 or Part I 8"ee0 9 and 22 or Part II 8"ee0 M9#

8c9 In addition to points listed or each section+ there are 1 points reser$ed or APA orm and

style+ 1 points or grammar+ and 1 points or o$erall discussion or Part I and Part II

and 1 points or the integration o prior eedbac0 % "ee0 into the "ee0 M paper#

8d9 -his template or outline is to be used or the "ee0 and "ee0 M paper# Eee0 M elements

may be le t in during the submittal or "ee0 # No need to remo$e and reinsert &ust or

drill8e9 It is appropriate to search or other peer reviewed re erences through

http"::scholar.google.com as "ell as the Ealden or other uni$ersity library# Ei0ipedia is

N,- appropriate# It is a good place to start learning something and to ind peer re$ie"ed

re erences# Tust do not cite Ei0ipedia#

8 9 APA highlights % double space e$erything+ t"o spaces a ter periods+ cite in past tense

using last names only+ no irst names % stri$e or gender neutrality+ do not use

contractions+ and read the APA ;C manual or details#

8g9 Pro$ide speci ics % do not toss out abstract generalities HH (mud on the "all) HH and e!pect

ull credit

8h9 Be prepared to do some research abo$e and beyond the pro$ided and listed materials in

the classroom# -he in ormation is a$ailable+ but may re*uire some searching#

8i9 5emember+ this is a doctoral course#]
http://scholar.google.com/http://scholar.google.com/

ddba8160-sustainable solutions paper template

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