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JWI599BusinessAnalyticsandCapstoneAssignment3.pdf
JWI599BusinessAnalyticsandCapstoneBoardBriefChecklist.pdf
JWI599BusinessAnalyticsandCapstoneAssignment3.pdf
JWI 599: Business Analytics and Capstone
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 599 – Assignment 3 (1244) Page 1 of 3
Assignment 3: Overview of the Strategic Plan Due: Monday, 9:00 am (eastern), Week 9 (20% of Course Grade) Overview In this assignment, you create the third component of your Board Brief, an overview of your strategic plan. The purpose of the overview is to give Board members a preview of the key changes you will make in order to implement your plan, and to explain how these changes will impact the organization. This information enables your Board to come to the meeting better prepared and to ask more informed questions. Your overview must be clear and complete enough that it makes sense, but it should not be overly wordy. Your instructor will review your strategic plan and will provide comments and questions where needed to help you strengthen your presentation. You will be given these questions in advance of your presentation and will be expected to address them in your delivery.
Instructions
1. Building on your previous submissions, include an additional 3 to 4 pages to take the analysis work you have done in the first two assignments and turn it into an actionable plan.
2. An effective plan overview will include:
a. A clear and compelling opening statement (executive summary) that explains the strategic initiative
b. A high-level outline of your implementation plan, including costs, impact on operations, ROI projections, competitive advantage, and risks associated with the plan, along with your mitigation plans
c. A reminder of the challenges and opportunities facing the organization and how your proposed plan will address these
d. Enough information to allow Board members to prepare for the upcoming meeting and to formulate additional questions
e. A summary statement recapping why the proposed strategic initiative is necessary and specifying the approvals being sought at the upcoming Board meeting
JWI 599: Business Analytics and Capstone
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 599 – Assignment 3 (1244) Page 2 of 3
Formatting and Submission Requirements NOTE: Use the Board Brief Checklist in the course shell to ensure that you have included the required content, from each of the three assignments in this course, in your final Board Brief.
• Submit your work in Word
• Include a cover page containing the title of the assignment, your name, your professor’s name, and the course title and date
• Include a references page with your sources
• The cover page and the references page are not included in the required page length
• Use professional font (Times New Roman or Arial), 10-12 font size, and double-space
• Headings are used to identify main topics and subtopics
• Paragraphs are separated by a single space
JWI 599: Business Analytics and Capstone
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 599 – Assignment 3 (1244) Page 3 of 3
RUBRIC: Assignment 3
CRITERIA
Unsatisfactory
Low Pass
Pass
High Pass
Honors
1. Executive Summary/ Opening Statement Weight: 10%
Executive summary was missing or off- topic
Executive summary covered main points, but was disorganized or overly detailed
Executive summary provided a basic synopsis of the strategic plan
Executive summary provided an excellent synopsis of the strategic plan
Met HP criteria plus displayed an engaging style that indicates a powerful opening that will grab the audience
2. Plan Outline Weight: 30%
Missing, incomplete, or unrealistic explanation of the strategic plan
Strategic plan was outlined, but lacked substantive rationale for key choices and actions
Strategic plan was outlined; included basic rationale and information on key choices and actions
Strategic plan included a clear and well-reasoned rationale; included key information on strategic choices and actions
Strategic plan is justified by keen insight into market dynamics and competitors’ strengths, and provided a viable solution for both near-term and long- term growth
3. Financials Weight: 20%
Performed no financial calculations or made substantive errors
Financial models and calculations included minor errors or assumptions which did not materially impact the strategic plan
Correctly performed all basic financial calculation and modeling
Met Pass criteria plus included detailed calculations that correctly and accurately summarized the financial health of the organization
Met HP criteria plus included comprehensive forward-looking calculations of payback relative to IRR and other key performance metrics
4. Competitive Advantage Weight: 15%
Did not identify impact on competitive strength or presented assertions not supported by data
Identified potential impact of the strategic plan move on competitive advantage, but did not address sustainability of advantage
Identified potential impact on competitive advantage and provided basic insights into the ability of competitors to match move(s)
Clearly explained the sustainability of the move(s) and why competitors will not easily be able to match
Met HP criteria plus offered additional valuable insights into evidence supporting the sustainability and superiority of the strategic plan
5. Risk Weight: 15%
Incomplete or unclear synopsis of any of the most important strategic risks
Risk analysis was superficial, demonstrating only a basic understanding of the threats to the proposed strategic plan
Risk analysis demonstrated basic understanding of risks and the upside opportunity relative to that risk
Clearly explained potential for risk, risk impact on the organization, and plan for risk mitigation
Met HP criteria plus explained why proposed plan is superior to other risk- reward options
6. Summary Weight: 10%
Missing, incomplete, or unclear summary
Summary was vague and/or failed to connect key elements of the plan
Summary provided a basic recap of connection of key elements of the plan
Summary recapped key elements and drew the Board Brief to a clear and concise close
Met HP criteria plus presented an inspiring and compelling call to action that this is the plan that will take the organization forward
JWI599BusinessAnalyticsandCapstoneBoardBriefChecklist.pdf
599 – Board Brief Checklist Page 1 of 3
JWI 599: Business Analytics and Capstone
Board Brief Checklist
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
Use this checklist as a guide when you are working on each of the first three assignments for your Capstone Project. It will serve as a reminder of the key content areas and the qualities of a well-written Board Brief. Note that the components listed below are not a direct match for each topic in your assignments. That is not its purpose. While the elements of an effective Board Brief are fairly consistent, the sequence and specific content will vary somewhat depending on circumstances.
Board Brief Component Key Features
Executive Summary Include a clear executive summary (AKA “elevator pitch”) for your brief. A good summary will help focus your audience’s attention. Remember, you are telling a business story not crafting a piece of literature. Your goal is not to let the story just unfold as it goes. Tell your audience right from the beginning where the brief is going and what actions you are proposing. Note: An Executive Summary is best written after the brief is fully developed in order to capture the most significant findings, recommendations and conclusions.
Capture the big idea of what you want to say
Frame the problem/opportunity
State your vision for the organization and the
context for your plan
Outline a high-level snapshot of how your proposed changes will increase the organization’s competitive strength
If there is an “ask” (such as a vote at the next meeting), make note of that in the executive summary so that Board members know why they are reading the brief
Data When presenting complex information to a non- technical audience, you must Identify key data relative to the problem or opportunity. Don’t overwhelm your readers by providing page after page of numbers. This may be needed for other types of reports, but not for a Board Brief. Use good judgment in highlighting the most critical data in the main body of the brief. If there are additional data sets that include important information, but are likely to only be reviewed by a few people with specialized knowledge, include these in an appendix (or even in a separate document).
Recap of the data you have gathered and analyzed
Document the sources of the data
Summarize and communicate the data in a clear and meaningful way; show how the data support your position
Make good use of visuals to illustrate your findings
Identify areas where data may be missing or incomplete; explain the impact of missing data on your analysis – remember, you will never have complete data and that’s okay,
599 – Board Brief Checklist Page 2 of 3
JWI 599: Business Analytics and Capstone
Board Brief Checklist
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
The data that are most important will, of course, vary depending on the specific focus of the brief, but should include qualitative and quantitative data on your organization, competitors and the marketplace to support the strategy you are proposing. It is critical that you make good use of charts, tables and other visual supports to display your data. This will help your audience to more easily understand the patterns, trends and anomalies in the data.
but you need to convince the Board that the data you do have are sufficient to make an informed decision
Implementation Plan Craft a clear map of what will happen and when. This should include actionable steps that identify and align objectives, actions and milestones. Use good judgement in determining the level of detail to provide. Your Board will not need to know specific personnel decisions in every department or the exact specifications of a new piece of equipment you will be purchasing. They need to see a “big picture” overview of how you will turn your plan into a reality. Note: It is likely that Board members will come back to you with additional questions on certain areas of the plan. That’s okay. As you continue to work with your Board, you will learn where different members want to dig deeper, and your board briefs will evolve to address those needs.
Identify key goals and the actionable steps to achieve your desired outcomes
Include key milestones
Include a (proposed) timeline for each milestone
Identify personnel or organizational changes necessary to accomplish the plan
If additional training will be required, include a high-level overview of how the training will be delivered
Identify changes in infrastructure, facilities and major equipment purchases – Note: do not include the financials for these in your implementation overview; address these in your financials section
Financials Your initiative is not going to get approved unless you can demonstrate a positive return on investment. In preparing for your Board Presentation, you must address key financial questions for Board such as projected revenue, fixed and variable costs and ROI.
How much will it cost to implement your plan?
How will you secure the necessary funds?
When will this initiative pay for itself and start making money?
599 – Board Brief Checklist Page 3 of 3
JWI 599: Business Analytics and Capstone
Board Brief Checklist
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
Additionally, you should share data related to why your plan is the best use of the financial resources of your organization.
Use the budgeting tools you have learned about including NPV, IRR, Break-Even and Payback to help you communicate a clear financial picture to your Board.
How much profit will the company earn when you successfully execute the plan?
Competitive Advantage Your Board will expect a clear explanation of what your plan will accomplish to strengthen the “economic moat” surrounding your business.
Keep your synopsis at a high level and make sure you demonstrate how your strategy clearly aligns with the mission of the organization.
How will this initiative put your company ahead of the competition?
How will it create a long-term sustainable competitive advantage?
What will keep your competitors from just copying your moves?
Risk Mitigation A Board presentation from the CEO can’t be all about the good with none of the bad. Yes, you want to convince the Board that your idea is the right one and you are the one who can make it happen, but you also have a responsibility to educate the Board about the risks relative to the rewards and the steps you will take to manage those risks. This includes threats from outside the organization such as what competitors can do to keep you from achieving market leadership or forces that are impacting the larger economy.
Summarize the risks (from inside and outside
forces) that could undermine the success of you plan
Explain to the Board how these risks have been assessed and how your plan offers the right balance of risk and reward
Summary or Wrap-Up
Keep it short and sweet, but pull the pieces together. Bringing everything back to the Mission is a good way to end a Board Brief.
Include a “call to action” – this is usually a reminder of the request for approval being sought at the upcoming meeting
JWI599BusinessAnalyticsandCapstoneAssignment3.pdf
JWI 599: Business Analytics and Capstone
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 599 – Assignment 3 (1244) Page 1 of 3
Assignment 3: Overview of the Strategic Plan Due: Monday, 9:00 am (eastern), Week 9 (20% of Course Grade) Overview In this assignment, you create the third component of your Board Brief, an overview of your strategic plan. The purpose of the overview is to give Board members a preview of the key changes you will make in order to implement your plan, and to explain how these changes will impact the organization. This information enables your Board to come to the meeting better prepared and to ask more informed questions. Your overview must be clear and complete enough that it makes sense, but it should not be overly wordy. Your instructor will review your strategic plan and will provide comments and questions where needed to help you strengthen your presentation. You will be given these questions in advance of your presentation and will be expected to address them in your delivery.
Instructions
1. Building on your previous submissions, include an additional 3 to 4 pages to take the analysis work you have done in the first two assignments and turn it into an actionable plan.
2. An effective plan overview will include:
a. A clear and compelling opening statement (executive summary) that explains the strategic initiative
b. A high-level outline of your implementation plan, including costs, impact on operations, ROI projections, competitive advantage, and risks associated with the plan, along with your mitigation plans
c. A reminder of the challenges and opportunities facing the organization and how your proposed plan will address these
d. Enough information to allow Board members to prepare for the upcoming meeting and to formulate additional questions
e. A summary statement recapping why the proposed strategic initiative is necessary and specifying the approvals being sought at the upcoming Board meeting
JWI 599: Business Analytics and Capstone
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 599 – Assignment 3 (1244) Page 2 of 3
Formatting and Submission Requirements NOTE: Use the Board Brief Checklist in the course shell to ensure that you have included the required content, from each of the three assignments in this course, in your final Board Brief.
• Submit your work in Word
• Include a cover page containing the title of the assignment, your name, your professor’s name, and the course title and date
• Include a references page with your sources
• The cover page and the references page are not included in the required page length
• Use professional font (Times New Roman or Arial), 10-12 font size, and double-space
• Headings are used to identify main topics and subtopics
• Paragraphs are separated by a single space
JWI 599: Business Analytics and Capstone
Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 599 – Assignment 3 (1244) Page 3 of 3
RUBRIC: Assignment 3
CRITERIA
Unsatisfactory
Low Pass
Pass
High Pass
Honors
1. Executive Summary/ Opening Statement Weight: 10%
Executive summary was missing or off- topic
Executive summary covered main points, but was disorganized or overly detailed
Executive summary provided a basic synopsis of the strategic plan
Executive summary provided an excellent synopsis of the strategic plan
Met HP criteria plus displayed an engaging style that indicates a powerful opening that will grab the audience
2. Plan Outline Weight: 30%
Missing, incomplete, or unrealistic explanation of the strategic plan
Strategic plan was outlined, but lacked substantive rationale for key choices and actions
Strategic plan was outlined; included basic rationale and information on key choices and actions
Strategic plan included a clear and well-reasoned rationale; included key information on strategic choices and actions
Strategic plan is justified by keen insight into market dynamics and competitors’ strengths, and provided a viable solution for both near-term and long- term growth
3. Financials Weight: 20%
Performed no financial calculations or made substantive errors
Financial models and calculations included minor errors or assumptions which did not materially impact the strategic plan
Correctly performed all basic financial calculation and modeling
Met Pass criteria plus included detailed calculations that correctly and accurately summarized the financial health of the organization
Met HP criteria plus included comprehensive forward-looking calculations of payback relative to IRR and other key performance metrics
4. Competitive Advantage Weight: 15%
Did not identify impact on competitive strength or presented assertions not supported by data
Identified potential impact of the strategic plan move on competitive advantage, but did not address sustainability of advantage
Identified potential impact on competitive advantage and provided basic insights into the ability of competitors to match move(s)
Clearly explained the sustainability of the move(s) and why competitors will not easily be able to match
Met HP criteria plus offered additional valuable insights into evidence supporting the sustainability and superiority of the strategic plan
5. Risk Weight: 15%
Incomplete or unclear synopsis of any of the most important strategic risks
Risk analysis was superficial, demonstrating only a basic understanding of the threats to the proposed strategic plan
Risk analysis demonstrated basic understanding of risks and the upside opportunity relative to that risk
Clearly explained potential for risk, risk impact on the organization, and plan for risk mitigation
Met HP criteria plus explained why proposed plan is superior to other risk- reward options
6. Summary Weight: 10%
Missing, incomplete, or unclear summary
Summary was vague and/or failed to connect key elements of the plan
Summary provided a basic recap of connection of key elements of the plan
Summary recapped key elements and drew the Board Brief to a clear and concise close
Met HP criteria plus presented an inspiring and compelling call to action that this is the plan that will take the organization forward
JWI599BusinessAnalyticsandCapstoneBoardBriefChecklist.pdf
599 – Board Brief Checklist Page 1 of 3
JWI 599: Business Analytics and Capstone
Board Brief Checklist
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
Use this checklist as a guide when you are working on each of the first three assignments for your Capstone Project. It will serve as a reminder of the key content areas and the qualities of a well-written Board Brief. Note that the components listed below are not a direct match for each topic in your assignments. That is not its purpose. While the elements of an effective Board Brief are fairly consistent, the sequence and specific content will vary somewhat depending on circumstances.
Board Brief Component Key Features
Executive Summary Include a clear executive summary (AKA “elevator pitch”) for your brief. A good summary will help focus your audience’s attention. Remember, you are telling a business story not crafting a piece of literature. Your goal is not to let the story just unfold as it goes. Tell your audience right from the beginning where the brief is going and what actions you are proposing. Note: An Executive Summary is best written after the brief is fully developed in order to capture the most significant findings, recommendations and conclusions.
Capture the big idea of what you want to say
Frame the problem/opportunity
State your vision for the organization and the
context for your plan
Outline a high-level snapshot of how your proposed changes will increase the organization’s competitive strength
If there is an “ask” (such as a vote at the next meeting), make note of that in the executive summary so that Board members know why they are reading the brief
Data When presenting complex information to a non- technical audience, you must Identify key data relative to the problem or opportunity. Don’t overwhelm your readers by providing page after page of numbers. This may be needed for other types of reports, but not for a Board Brief. Use good judgment in highlighting the most critical data in the main body of the brief. If there are additional data sets that include important information, but are likely to only be reviewed by a few people with specialized knowledge, include these in an appendix (or even in a separate document).
Recap of the data you have gathered and analyzed
Document the sources of the data
Summarize and communicate the data in a clear and meaningful way; show how the data support your position
Make good use of visuals to illustrate your findings
Identify areas where data may be missing or incomplete; explain the impact of missing data on your analysis – remember, you will never have complete data and that’s okay,
599 – Board Brief Checklist Page 2 of 3
JWI 599: Business Analytics and Capstone
Board Brief Checklist
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
The data that are most important will, of course, vary depending on the specific focus of the brief, but should include qualitative and quantitative data on your organization, competitors and the marketplace to support the strategy you are proposing. It is critical that you make good use of charts, tables and other visual supports to display your data. This will help your audience to more easily understand the patterns, trends and anomalies in the data.
but you need to convince the Board that the data you do have are sufficient to make an informed decision
Implementation Plan Craft a clear map of what will happen and when. This should include actionable steps that identify and align objectives, actions and milestones. Use good judgement in determining the level of detail to provide. Your Board will not need to know specific personnel decisions in every department or the exact specifications of a new piece of equipment you will be purchasing. They need to see a “big picture” overview of how you will turn your plan into a reality. Note: It is likely that Board members will come back to you with additional questions on certain areas of the plan. That’s okay. As you continue to work with your Board, you will learn where different members want to dig deeper, and your board briefs will evolve to address those needs.
Identify key goals and the actionable steps to achieve your desired outcomes
Include key milestones
Include a (proposed) timeline for each milestone
Identify personnel or organizational changes necessary to accomplish the plan
If additional training will be required, include a high-level overview of how the training will be delivered
Identify changes in infrastructure, facilities and major equipment purchases – Note: do not include the financials for these in your implementation overview; address these in your financials section
Financials Your initiative is not going to get approved unless you can demonstrate a positive return on investment. In preparing for your Board Presentation, you must address key financial questions for Board such as projected revenue, fixed and variable costs and ROI.
How much will it cost to implement your plan?
How will you secure the necessary funds?
When will this initiative pay for itself and start making money?
599 – Board Brief Checklist Page 3 of 3
JWI 599: Business Analytics and Capstone
Board Brief Checklist
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
Additionally, you should share data related to why your plan is the best use of the financial resources of your organization.
Use the budgeting tools you have learned about including NPV, IRR, Break-Even and Payback to help you communicate a clear financial picture to your Board.
How much profit will the company earn when you successfully execute the plan?
Competitive Advantage Your Board will expect a clear explanation of what your plan will accomplish to strengthen the “economic moat” surrounding your business.
Keep your synopsis at a high level and make sure you demonstrate how your strategy clearly aligns with the mission of the organization.
How will this initiative put your company ahead of the competition?
How will it create a long-term sustainable competitive advantage?
What will keep your competitors from just copying your moves?
Risk Mitigation A Board presentation from the CEO can’t be all about the good with none of the bad. Yes, you want to convince the Board that your idea is the right one and you are the one who can make it happen, but you also have a responsibility to educate the Board about the risks relative to the rewards and the steps you will take to manage those risks. This includes threats from outside the organization such as what competitors can do to keep you from achieving market leadership or forces that are impacting the larger economy.
Summarize the risks (from inside and outside
forces) that could undermine the success of you plan
Explain to the Board how these risks have been assessed and how your plan offers the right balance of risk and reward
Summary or Wrap-Up
Keep it short and sweet, but pull the pieces together. Bringing everything back to the Mission is a good way to end a Board Brief.
Include a “call to action” – this is usually a reminder of the request for approval being sought at the upcoming meeting
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