MBA

8/31/22, 9:10 PM MBA 699 Project Guidelines and Rubric - MBA-699-Q1994 Strategic Opportunity Mgmt 22TW1

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Acquisi�on Road Map

Exit Strategy Recommenda�ons and Plan

Suppor�ng Materials

The following resources support your work on the project:

Resource: HR Employee A�ri�on Survey

This spreadsheet contains employee details such as a�ri�on, demographics, and so on.

Resource: Employee Personas

Use these personas to recommend individuals for your guiding coali�on.

Resource: Organiza�onal Chart

Use this chart as a reference in order to see where in the organiza�on each of the persons sits rela�ve to other leaders of the

organiza�on. The chart will also provide you with a visual of their sphere of direct influence. (There is also a text-only version.)

Resource: Alterna�ve Buyer Op�ons

Use this list of global biomedical companies to select one company to research as a poten�al alterna�ve buyer.

Resource: Gan� Chart Template

Use this template to create a Gan� chart to support your acquisi�on road map.

Resource: Footnotes and Appendices

Use the Appendices sec�on of this resource for help with adding an appendix to your report.

Criteria Exemplary (100%) Proficient (90%) Needs Improvement

(70%) Not Evident (0%) Value

Guiding Coali�on:

Recommenda�on

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies individuals

who should be part

of the guiding

coali�on; iden�fies

the individuals who

have the influence

and commitment to

make a posi�ve

impact while

providing guidance

for the change

ini�a�ve

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying

appropriate

individuals who will

have the most

influence and

commitment to make

a posi�ve impact

while providing

guidance for the

change ini�a�ve

Does not a�empt

criterion.

5

Guiding Coali�on:

Ra�onale

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Jus�fies choice of

guiding coali�on

team members using

details about each

individual in the

guiding coali�on

including their �tle,

experience in the

organiza�on, their

area of influence, the

ra�onale for

choosing them, and

the role the person

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include providing

sufficient and

accurate details

about each chosen

individual, such as

their persona details,

a logical and well-

thought-out

Does not a�empt

criterion

5

Project Rubric

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the role the person

will perform in the

guiding coali�on

thought out

ra�onale for

choosing them, or

the roles and

responsibili�es they

will perform in the

guiding coali�on

Guiding Coali�on:

Team-Building

Strategies

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Describes ac�vi�es

and strategies that

help build a well-

func�oning team,

including strategies

to help members

align with the

change ini�a�ve of

the organiza�on in

the scenario and

steps or ac�ons to

establish a sense of

urgency within the

team; explaining how

these ac�vi�es and

strategies will help

build trust in the

team

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include describing

appropriate

strategies to ensure

alignment of the

team to the change

ini�a�ve in the

course scenario,

describing how to

establish a sense of

urgency, and

explaining how these

strategies can build

trust in the team

selected for the

guiding coali�on

Does not a�empt

criterion

5

Employee A�ri�on

Analysis Report:

Current Employee

Demographics

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Summarizes the

current employee

demographics for

the organiza�on

from the course

scenario; includes

visualiza�on of the

demographic data

such as age, sex,

marital status, and

experience from

Tableau; chooses

two graph and chart

types that best suit

the data; explains

the choice

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include summarizing

the demographics of

the current

employees correctly;

including all relevant

and accurate visuals

from Tableau;

choosing and

explaining at least

two different graph

and chart types that

best reflect the data

Does not a�empt

criterion

5

Employee A�ri�on

Analysis Report:

Analysis

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Analyzes the given

employee data to

answer all ques�ons

about a�ri�on,

including its causes

and the rela�onship

between a�ri�on

and various

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include consistency

between narra�ve

and visuals; including

Does not a�empt

criterion

5

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employment factors;

includes screenshots

of the visual

summary of a�ri�on

data from Tableau

g

all relevant visuals;

answering all

ques�ons about

employee a�ri�on

and its rela�onship

to different factors

Employee A�ri�on

Analysis Report:

Reten�on

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Explains whether

more employees are

likely to leave the

company and why

and evaluates

employee stability in

the company;

explains how that

may affect the

organiza�on’s

evalua�on by a

poten�al buyer

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include providing a

clear reason why

employees may or

may not leave the

company or

evalua�ng employee

stability correctly;

providing a logical

explana�on of how

this can affect the

organiza�on’s

evalua�on by a

poten�al buyer

Does not a�empt

criterion

5

Employee A�ri�on

Analysis Report:

Ac�onable Steps

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Provides three

specific ac�ons that

the organiza�on can

take to prevent

employees from

leaving and provides

ra�onale

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include providing

three specific and

relevant ac�ons that

the organiza�on can

take to prevent

employees from

leaving; providing

clear, adequate

ra�onale for each

ac�on

Does not a�empt

criterion

5

Alterna�ve Buyer

Research Report:

Current Market

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Recommends one

poten�al buyer from

the list provided and

includes its current

market, such as its

products, customers,

and the industry in

which it competes

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include providing

accurate and

relevant informa�on

about the poten�al

buyer such as details

about its products,

customers, and

Does not a�empt

criterion

5

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industry

Alterna�ve Buyer

Research Report:

Financial Situa�on

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Analyzes the

organiza�on’s

financial situa�on,

including revenue,

expenses, and

profitability

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include correctly

analyzing and clearly

describing the

organiza�on’s

financial situa�on,

including revenue,

expenses, and

profitability

Does not a�empt

criterion

5

Alterna�ve Buyer

Research Report:

Recent

Developments

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies notable

recent events the

organiza�on has

experienced that

might make it more

or less a�rac�ve as a

buyer; explains

ra�onale

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying

relevant notable

events, correctly

determining their

impact on its

assessment as a

buyer; providing

clear and logical

ra�onale

Does not a�empt

criterion

5

Alterna�ve Buyer

Research Report:

Buyer Ra�onale

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Jus�fies why this

poten�al buyer is the

best op�on for the

life sciences

organiza�on and

uses data from

research to support

the ra�onale

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include providing

reasonable

jus�fica�on for

choosing the

alterna�ve buyer or

suppor�ng the

jus�fica�on with

relevant data from

research

Does not a�empt

criterion

5

Acquisi�on Road

Map: Acquisi�on-

Related Tasks

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Describe the tasks

and steps that have

already been taken

toward an

acquisi�on and

recommends the

tasks and steps that

would need to

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include explaining

the work done so far

clearly or

Does not a�empt

criterion

5

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happen over the

next one to two

years to evaluate and

complete an

acquisi�on and

provides es�mates

for how long it will

take to accomplish

them, the

responsible par�es,

and any

dependencies

recommending

specific ac�ons for

the next one to two

years or no�ng

details such as

�melines to be

achieved,

responsible par�es,

and dependencies

Acquisi�on Road

Map: Gan� Chart

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Creates a Gan� chart

that visually

illustrates the tasks

and steps; indicates

tasks and steps that

have already been

completed and

indicates "in process"

tasks and steps that

are currently being

performed

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include crea�ng a

complete Gan� chart

or ensuring the

Gan� chart is

updated correctly

with ac�vi�es that

have been

completed or are in

progress

Does not a�empt

criterion

5

Exit Strategy

Recommenda�ons

and Plan: Change

Management

Strategy

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Explains each step of

the change

management

strategy, including

how they will create

a sense of urgency,

how the guiding

coali�on will

con�nue to guide

the change, what the

strategic vision for

the company a�er

acquisi�on is, how to

unite other

employees to

support the common

vision, what

poten�al barriers to

change are and how

to remove them,

how to track

progress, and how to

communicate small

wins

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include explaining

each step of the

change management

process clearly with

respect to the exit

strategy

Does not a�empt

criterion

15

Exit Strategy Exceeds proficiency Describes the overall Shows progress Does not a�empt 10

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Recommenda�ons

and Plan:

Summary

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

strategy

recommended for

the organiza�on’s

acquisi�on goals and

explains how the

strategy will fit in the

business

environment of the

oncology market

segment in the

pharmaceu�cal

industry

toward proficiency,

but with errors or

omissions; areas for

improvement may

include providing a

clear summary of the

overall strategy or

sharing the results of

the business

environment analysis

of the oncology

market segment in

the pharmaceu�cal

industry

criterion

Exit Strategy

Recommenda�ons

and Plan: Risks

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies three

poten�al risks that

may be associated

with the

recommenda�ons

and explains steps

the organiza�on can

take to mi�gate

those risks

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying at

least three poten�al

risks or appropriately

explaining steps to

be taken for

mi�ga�ng these risks

Does not a�empt

criterion

5

Ar�cula�on of

Response

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Clearly conveys

meaning with correct

grammar, sentence

structure, and

spelling,

demonstra�ng an

understanding of

audience and

purpose

Shows progress

toward proficiency,

but with errors in

grammar, sentence

structure, and

spelling, nega�vely

impac�ng readability

Submission has

cri�cal errors in

grammar, sentence

structure, and

spelling, preven�ng

understanding of

ideas

3

Cita�ons and

A�ribu�ons

Uses cita�ons for

ideas requiring

a�ribu�on, with few

or no minor errors

Uses cita�ons for

ideas requiring

a�ribu�on, with

consistent minor

errors

Uses cita�ons for

ideas requiring

a�ribu�on, with

major errors

Does not use

cita�ons for ideas

requiring a�ribu�on

2

Total: 100%

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