Ddba8160 Ssp Template

8/10/2019 Ddba8160 Ssp 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 for the sustainable solutions paper exactly as ritten! Do not add an

abstract" and do not add additional headings or delete any headings! Pro#ide a brief introduction

to the paper here! $his introductory section should be about % to & of a page ' no more( Pro#ide

a purpose and a pre#ie )state WHY the paper is valuable to the organization; this is the

purpose introducethe sub*ect andprovide a preview of what will be covered) be specific )

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

Note+ the heading!ntroductionis not re,uired in APA! Note+"ll re#uired headings are provided

in this paper-.e#el /" .e#el 0 headings-

and are in APA format! D1 N1$ delete them2 *ust delete the text ith [3] 4i!e!" that surrounded

ith brac5ets and the brac5ets themsel#es" and respond to each heading as the ee5ly

assignments re,uire6! Subordinate headings 4.e#el 76 are also pro#ided-*ust respond to them

and do not delete them! Also" delete the informational text indicating the ee5 in hich

iterations of a section are due 4e!g!" the bold text (Week 4 and Week 7)8 in the Executive

Summarysection heading" belo" should be deleted!]

Executive Summary (Week 4 and Week 7)

[SU99A:I;< the entire paper co#ering each of the 5ey elements 4sections6 presented

throughout the document! Pro#ide specifics" not generalities! State the organi=ation name along

ith a #ery brief description of it! $he executi#e summary should be beteen to and three

pages and ritten last for ob#ious reasons! >


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specific! $his section should be beteen to and three pages! Introduce the section here! In each

subsection" pro#ide a scholarly description of the concepts used in it!]

Summary Focus (Week 4 and Week 7)

[$ext begins here! Summari=e all of the 5ey sections of the paper being as specific as can

be! Be sure to list the summari=ed sections! or example+ Sta5eholder Culture for this

organi=ation can be described as 33!


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Stake&older "denti$ication and 'alue nalysis Part " (*ue in Week 4)

[$his ould be a good time to re#ie the re,uired readings in Gee5s / through M and

additional references in the Galden .ibrary before responding to this section in about one to to

pages! Introduce the section here! In each subsection" pro#ide a scholarly description of the

concepts used in it!]

Enterprise +evel Strate#y

[$ext begins here! $his section should describe the enterprise le#el strategy exhibited by

your organi=ation! $here are some boo5s" *ournal articles" and ebsites on this topic! ?ou ill

need to do some research! Use the Galden U library! et help from a Galden U librarian!

Information specifically on enterprise le#el strategy may be s5etchy and can be supplemented by

a discussion of the organi=ations #ision" #ision" ob*ecti#es" and #alues!

Strategy starts at the top! In most cases this begins ith the sta5eholders! In this section

of the paper" you are expected to present a scholarly analysis of the sta5eholders of the

organi=ation and ho they affect and are affected by the organi=ation! ?our synthesis and

analysis should address the folloing+ 4a6 Gho are the sta5eholders of the organi=ation 4b6

Ghat are their #alues 4c6 Ghat outcomes do they #alue 4d6 Ghat is their enterprise le#el

strategy 4e6 Ghat is the #ision" mission" and #alues statement of the organi=ation 4f6 Ghat is

the alignment of the organi=ations sta5eholders" their #alues" hat outcomes they #alue" and the

organi=ations #ision" mission" and #alues statement $o do this synthesis and analysis" you ill

first be re,uired to pro#ide scholarly descriptions of these concepts! $hen do the synthesis of the

concepts! $hen do the analysis of the organi=ation through the lens of the synthesis of the

concepts! ]


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%ulture ype

[$ext begins here! $his section should describe the concept of culture and the type of

culture exhibited by your organi=ation ) as seen through the lens of this description! Ghat is

your organi=ations culture ?our industrys culture Ko do things get done Ghat is

rearded $here are a se#eral boo5s" *ournal articles" and ebsites on this topic including one of

the course articles ) the Gheeler article! Use the Gheeler article to designate the type of culture!

$hen offer your analysis and assessment of ho the culture aligns ith the the results of the

Sta5eholder Analysis! $he results of this or5 comprise the Culture $ype section!]

"nte#rated %oncepts From ,eadin#s

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

in the #arious documents re#ieed in Gee5s / through M! Describe and synthesi=e the concepts

you#e read and studied! Describe" for example" ho the concepts@readings from the


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pro#ide examples that describe ho your organi=ation performs and ho ell your organi=ation

does in terms of hat the concepts portend@ad#ise! $his is one set of conclusions! An analysis

tool you can use is the compare@contrast analysis! Ghat is similar Ghat is different $hen offer

the implications! $hat is" if the organi=ation more closely paralleled the concept" hat ould

impro#e If the organi=ation #aries from the concepts" hat are the ris5s N1$


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time in the future 4arland" 0EEL6! A sample set of #ariables are pro#ided for each category

belo! Do not discuss anything internal or about the organi=ation itself" as that comes later in

>alue Chain Analysis! A good litmus test is to re#ie your A after its complete and if you

find reference to your organi=ation you may not ha#e completed a true industry analysis! 1utput

from 9 analysis is a set of trends" events" orforecastsof interest to the organi=ation! $hese

outputs from each external category should be assessed and identified as threatsor opportunities

to the industry! Consider geography in this section as ell ) that is ) consider the geography in

hich your industry conducts business! or example" if your industry @ organi=ation is ithin a

specific region of a country" *ust focus on external en#ironmental issues for this region to the

extent possible!


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Economics! [$ext begins here and continues on to the next line in a left hand *ustified

manner such as this! or example" a 5ey economics trend facing our industry is 3! $his trend

ill ha#e a ma*or affect on our industry because 3! $he timeframe is immediate! $his trend is

rapidly increasing and therefore its importance to us is critical and e need to respond

immediately3!!! or example" one economic trend affecting our industry is the amount of

disposable income per person" hich has been decreasing by xO o#er the last 7 years 4name it

here" such as Hdecreasing disposable income per person!8 Use this name to reference it later on!

$his trend is important to us because3! this trend is a threat@opportunity to the industry 4identify

clearly hich it is63! And so on!

Consider disposable income to be an economic #ariable and the trend is its beha#ior o#er

time! $hat is" this #ariable may gro" shrin5" stay the same" or some ups and dons! 1ther

economic #ariables include" but are not limited to interest rates" inflation rates" DP" consumer

price index" and so on! ocus on hat is of interest to your industry!]

ec&nolo#y1 [$ext begins here! $echnology includes" but is not limited to biotechnology"

information technology" aerospace technology" manufacturing technology" agricultural

technology" energy technology and so on! ocus on those 5ey #ariables of interest ithin the

type of technology of interest! or example" #ariables of interest in information technology may

include processor speed" dis5 space" bandidth" softare applications" robotics and so on! Name

the trend@forecast here! Identify the trend@forecast as a threat or opportunity to the industry here!

:efer to the name you gi#e it here in subse,uent references!]

*emo#rap&ics 2 social 2 culture! [$ext begins here! Some #ariables of interest might

include the number of marriages" number of di#orces" birth @ death rate" immigration" attitudes


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toard omen or5ing" attitudes toard education and so on! Name the trend@forecast here!

Identify the trend@forecast as a threat or opportunity to the industry here! :efer to the name you

gi#e it here in subse,uent references!]

-overnment 2 le#al 2 military1 [$ext begins here! Some #ariables of interest might

include changes in tax las" changes in healthcare" military operations" nation building" arms

reduction or buildup" go#ernment regulations or deregulations" green energy de#elopment and so

on! Name the trend@forecast here! Identify the trend@forecast as a threat or opportunity to the

industry here! :efer to the name you gi#e it here in subse,uent references!]

P&ysical environment1 [$ext begins here1 Some #ariables of interest might include

climate change" traffic congestion" recycling" urban de#elopment" conser#ation" endangered

species" a#ailability or access to ater and other resources and so on! Name the trend@forecast

here! Identify the trend@forecast as a threat or opportunity to the industry here! :efer to the name

you gi#e it here in subse,uent references!]

"mplications o$ -eneral Forces

[Assess trends" e#ents" or forecasts as threats or opportunities here along ith some

discussion of implications! Note+ $he top to or three of the opportunities and threats ill be

used as inputto SG1$ @ SC1$ belo!]

&reats1 [$ext begins here! Summari=e the $hreats here2 use the name gi#en to it in the

abo#e analysis2 list them and hich component of the A they came from2 pro#ide a brief

analysis of the $hreats from A and pro#ide rational for selection of the top to or three!

Conclude hich are the top to or three threats to your industry!]


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3pportunities! [$ext begins here! Summari=e the 1pportunities here2 use the name

gi#en to it in the abo#e analysis2 list them and hich component of the A they came from2

pro#ide a brief analysis of the 1pportunities from A and pro#ide rational for selection of the

top to or three! Conclude hich are the top to or three opportunities your industry sees!]

Porters Five Forces "ndustry nalysis. External / "ndustry Environment (*ue in Week 4)

[$his section should ta5e beteen three to fi#e pages! Introduce the section here! In each


Five Forces 0atrix nalysis

[Analy=e the industry en#ironment in this section! Inputs to this industry analysis are+

barriers to entry" competiti#e ri#alry" a#ailability of substitutes" bargaining poer of suppliers"

and bargaining poer of buyers! See the handouts for details! 1utput from this analysis is a set

of potential threats and opportunities to organi=ations in the industry!]

5arriers to entry! [$ext begins here! According to Pearce and :obinson 40EE76" the

eight sources of barriers'to'entry are the folloing+ 4a6 economies of scale" 4b6 product

differentiation" 4c6 capital re,uirements" 4d6 sitching costs" 4e6 access to distribution channels"

4f6 cost disad#antages independent of scale" 4g6 go#ernment policy" and 4h6 expected retaliation!

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

o#erall threat4s6 of entry as high" medium" or lo! Identify this force as a threat or opportunity to

organi=ations in the industry!]

Substitutes! [$ext begins here! $his section concerns the ready a#ailability of substitute

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

on the prices organi=ations in the industry can profitably charge! $he more attracti#e the price'


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performance alternati#e offered by substitutes the firmer the lid on industry profits! Identify this

force as a threat or opportunity to organi=ations in the industry!]

5ar#ainin# po!er o$ suppliers! [$ext begins here! $his section concerns the bargaining

poer 4high" medium" or lo6 of suppliers to influence the profitability of the organi=ations in

the industry! Suppliers can exert poer o#er participants in an industry by threatening to raise

prices or reduce the ,uality of purchased goods and ser#ices! Summari=e the o#erall supplier

poer as high" medium" or lo!Identify this force as a threat or opportunity to organi=ations in

the industry!]

5ar#ainin# po!er o$ buyers1 [$ext begins here! $his section concerns the bargaining

poer 4high" medium" or lo6 of buyers to influence the profitability of the organi=ations in the

industry! Buyers compete ith the industry by forcing don prices" bargaining for higher ,uality

or more ser#ices" and playing competitors against each other! Summari=e the o#erall buyer

poer as high" medium" or lo! Identify this force as a threat or opportunity to organi=ations in

the industry!]

%ompetitive rivalry1 [$ext begins here! $his section concerns the ma*or competitors of

the organi=ation and their ability to effect profitability and sur#i#ability! $he ob*ecti#e of a

competitor analysis is to de#elop a profile of the nature and successof the li5ely strategy changes

each competitor might ma5e" each competitors probable response to the range of feasible

strategic mo#es other organi=ations could initiate" and each competitors probable reaction to the

array of industry changes and broader en#ironmental shifts that might occur! Some ,uestions to

consider include

1. Gho are your top three to fi#e competitors


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2. Ko are these competitors businesses performing ) increasing" decreasing" or

steady Ko does each compare ith yours

3. Ghat do you 5no or should you 5no about their operations" sales" ad#ertising"

customers" and suppliers

4. Ghat are their strengths and ea5nesses

5. Ko do their products and ser#ices differ from your products and ser#ices

6. Ghat is the normal *oc5eying and beha#ior ithin the industry Ghat happens if

there is a ne entry Ghat is the threat of entry Consider Hhat if8 analysis!

7. Ghat if your ma*or competitor loered prices" bought a 5ey supplier" brought out a

significantly ne product Ghat does your organi=ation do in response

8. Summari=e the competiti#e ri#alry in the industry as high" medium" or lo! Identify

this force as a threat or opportunity to organi=ations in the industry!]

"mplications o$ Five Forces

[.ist and discuss identified threats and opportunities here! or example" a competitor

may be in se#ere financial trouble and could be ac,uired ) this may be an opportunity( ?our

organi=ation may be facing ban5ruptcy ) a threat(]

&reats1 [$ext begins here! Summari=e the $hreats here2 use the name gi#en to each in

the abo#e analysis2 list them and hich component of the A they came from2 pro#ide a brief

analysis of the $hreats from A and pro#ide rational for selection of the top to or three!

Conclude hich are the top to or three threats to the organi=ations in the industry!]

3pportunities1 [$ext begins here! Summari=e the 1pportunities here2 use the name

gi#en to each in the abo#e analysis2 list them and hich component of the A they came from2


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pro#ide a brief analysis of the 1pportunities from A and pro#ide rational for selection of the

top to or three! Conclude hich are the top to or three!]

*etailed 'alue %&ain nalysis. "nternal Environment (due in Week 4)

[$his section should ta5e beteen four and six pages! Introduce the section here! In each


%ustomi6ed 'alue %&ain o$ ctivities in able Form

[Analy=e the organi=ations internal en#ironment in this section! $his fundamental and

5ey to understanding ho your organi=ation can successfully compete and in #ersus the

competition in the mar5etplace! Introduce the section! In each subsection" pro#ide a scholarly

description of the concepts used in it! Use Porters description and discussion of a #alue chain )

it contains nine elements of an organi=ational system+ general administration" human resources"

:QD" procurement" inbound logistics" operations" outbound logistics" sales and mar5eting" and

ser#ice 4Porter Q 9illar" /R6! Identify 5ey business processes or acti#ities ithin each

category and compare them to the organi=ations primary competition! %trengths and

weaknesses are only such as co$pared to co$petition; that is& if you do so$ething better than

the co$petition& it is a strength; if you do not do so$ething better than the co$petition& it is a

weakness It may be that your organi=ation has no strengths compared to the competition and it

is appropriate to say so" if that is the case! The outco$e of this assess$ent will be a set of

strengths and weaknesses of Y'() organization $he table presented belo may be useful in

this analysis! .ist the 5ey business processes or acti#ities in column /" succinctly describe each

for your organi=ation in column 0" and assess as a strength or ea5ness #ersus your top to

competitors in columns 7 and M! Clearly name each strength and ea5ness and continue to use


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these names hene#er the strength or ea5ness is referenced later in this paper! Discuss and

elaborate on each column in narrati#e form after the table is populated2 expand@elaborate upon

hat you rote in the cells of the table!]

$able /

*alue +hain "nalysis

Business Process ?our 1rgani=ation Competitor / Competitor 0

9anagement

:QD

K:Procurement

Inbound logistics

1perations

1utbound logisticsSales

Ser#ice

%ompany Skills 2 %apabilities

[$ext begins here+ Pro#ide scholarly descriptions of the concepts of S5ills and

Capabilities! .ist and discuss the organi=ations 5ey s5ills and capabilities! Pro#ide rationale! If

they are deri#ed from the strengths identified in the >CA" use the name assigned to them there!]

"mplications o$ %ompetitive nalysis

[$ext begins here ) introduce the four subsections that follo!]

Stren#t&s1 [$ext begins here! Summari=e the Strengths here2 list them and state hich

component of the >CA they came from2 use the names established@stated in the >CA" abo#e2

pro#ide a brief analysis of the Strengths from >CA and pro#ide rationale for selection of the top

to or three! .ist and discuss the top to or three strengths your organi=ation exhibits" again

using the name established in the >CA!]


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Weaknesses1 $ext begins here! Summari=e the Gea5nesses here2 list them and hich

component of the >CA they came from2 use the names established@stated in the >CA" abo#e2

pro#ide a brief analysis of the Gea5nesses from >CA and pro#ide rational for selection of the

top to or three! .ist and discuss the top to or three ea5nesses your organi=ation exhibits"

again using the name established in the >CA!]

Skills1 [$ext begins here! Identify your organi=ational s5ills2 compare them to those of

your competition! If they are deri#ed from the strengths identified in the >CA" use the name

assigned to them there! Identify your s5ills as Strengths or Gea5nesses as compared to your

competition! .ist and discuss the top one to three s5ills your organi=ation exhibits!]

%apabilities1 [$ext begins here! Identify your organi=ational capabilities2 compare them

to those of your competition! If they are deri#ed from the strengths identified in the >CA" use the

name assigned to them there! Identify your capabilities as Strengths or Gea5nesses as compared

to your competition! .ist and discuss the top one to three capabilities your organi=ation exhibits!]

*etailed SW3 nalysis (*ue in Week 4)

[$his section should ta5e beteen four and eight pages! Introduce the section here! In

each subsection" pro#ide a scholarly description of the concepts used in it!]

SW3 Factor 0atrix

[Note+ Strengths and ea5nesses are found in the #alue chain analysis and threats and

opportunities are found in $hreats and 1pportunities Summary in the general forces analysis and

fi#e forces analysis! $hat is" the Ss" Gs" 1s" and $s are deri#ed from those analyses! Select the

top to or three in each category and use pair'ise analysis to explore ho strengths can be used

to le#erage opportunities 4S1 strategies6 and a#oid@defend against threats 4S$ strategies62 and


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ho ea5nesses can be o#ercome@managed to le#erage opportunities 4G1 strategies6 and be

managed to a#oid@defend against threats 4G$ strategies2 Da#id" 0EE/6!]

S3 strate#ies1 [$ext begins here! or each identified strength" discuss ho it can be

used to le#erage or exploit an identified opportunity2 pro#ide an action statement 4strategy6 for

ho a strength can be used to le#erage an opportunity! Use the same names for the S and 1 that

ere established in the >CA and A or A!]

S strate#ies1 $ext begins here! or each identified strength" discuss ho it can be

used to a#oid an identified threat! Pro#ide an action statement 4strategy6 for ho a strength can

be used to defend a threat! Use the same names for the S and $ that ere established in the >CA

and A or A!]

W3 strate#ies1 [$ext begins here1 or each identified ea5ness" discuss ho it can be

mitigated by an identified opportunity! Pro#ide an action statement 4strategy6 for ho a ea5ness

can be managed to le#erage an opportunity! Use the same names for the G and 1 that ere

established in the >CA and A or A!]

W strate#ies1 [$ext begins here! or each ea5ness" discuss ho it can be along ith

an identified threat can be minimi=ed! Pro#ide an action statement 4strategy6 for ho a ea5ness

can be managed to defend a threat! Use the same names for the G and $ that ere established in

the >CA and A or A!]

S%3 Factor 0atrix

[$he same discussion as in SG1$ applies here! Discuss SC1$ strategies ) specifically

S5ills @ 1pportunities 4S16" S5ills @ $hreats 4S$6" Capabilities @ 1pportunities 4C1" and

Capabilities @ $hreats 4C$6 strategies!]


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S3 strate#ies1 [$ext begins here! or each identified s5ill" discuss ho it can be used to

le#erage or exploit an identified opportunity! Pro#ide an action statement 4strategy6 for ho a

s5ill can be used to le#erage an opportunity! Use the same names for the S5ill and $ that ere

established in the >CA and A or A!]

S strate#ies1 [$ext begins here! or each identified s5ill" discuss ho it can be used to

a#oid an identified threat! Pro#ide an action statement 4strategy6 for ho a s5ill can be used to

defend a threat! Use the same names for the S5ill and $ that ere established in the >CA and

A or A!]

%3 strate#ies1 [$ext begins here! or each identified capability" discuss ho it can be

used to le#erage or exploit an identified opportunity! Pro#ide an action statement 4strategy6 for

ho a capability can be used to le#erage an opportunity! Use the same names for the Capability

and 1 that ere established in the >CA and A or A!]

% strate#ies1 [$ext begins here! or each identified capability" discuss ho it can be

used to a#oid an identified threat! Pro#ide an action statement 4strategy6 for ho a capability can

be used to defend a threat! Use the same names for the Capability and $ that ere established in

the >CA and A or A!]

Key Success Factor 0atrix nalysis

[Analysis of the internal s5ills and capabilities of the company under study 4and of

potential competitors hen needed6" should lead you to identify the underlying

people@areas@systems that are at the heart of the #alue creation process for the company! $hose

resources" if they are strategically related to future industry@customer needs and opportunities"

are the basis for future competiti#eness!


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Koe#er" being s5illed and ha#ing strong competiti#e eapons today" is not an assurance

that the company ill@can be competiti#e in the future! $o begin to mo#e to the step of strategic

choice ma5ing" you ha#e to bounce the s5ills and capabilities analysis against the folloing

,uestion+ HKo important ill these s5ills and capabilities be to future competiti#eness8 $hat

is" ill the current s5ills and capabilities be H5ey success factors for the future8

Identifying and understanding Jey Success actors re,uires that you loo5 at the

intersection of s5ills" capabilities analysis" understand the nature of current and future

competiti#e eapons 4outcomes6" and assess the meaning of external threats and opportunities

4from the fi#e forces and general forces analysis6! ood strategic decision ma5ing attempts to

fill'in for critical ea5ness areas 4lac5 of needed s5ills and capabilities6" hile le#eraging

distincti#e competencies!

Strategy" in many ays" is about the Hedges of analysis"8 in that the areas in hich a

company is a#erage generally do not need to be tended to 4unless analysis shos it ill be a

critical future area6! Areas of distinction and shortage are hat need to be addressed! 9any

times" hoe#er" they are hidden3thats hy you performed the external and internal analysis

earlier-to try to un'earth the hidden issues! Also" pay attention to the results of the Sta5eholder

analysis and the alignment" or lac5 of" identified there! Consider that influence here!


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"mplications o$ nalysis

[Pro#ide a discussion of implications found in this analysis+ SG1$ @ SC1$ and JSs!

or example" if the strategies formulated and the JSs identified are folloed" hat does it

imply for your firm Ghat does it imply for regarding the sta5eholders and the alignment of the

organi=ation Are all things congruent Ghat is the implication of the congruence or lac5 of

congruence]

naly6in# t&e %ompany Strate#y ype Part "" (*ue Week 4)

[$his section should ta5e about one to to pages! Introduce the section here! In each


Strate#y ype

[Based on your reading in %trategy, +reate and !$ple$ent the -est %trategy for Your

-usiness" specifically pages 0R'MF" identify the general strategy type that your analysis company

is li5ely pursuing" gi#en your understanding of the competiti#e en#ironment! Discuss the

alignment 4or lac5 of alignment6 of your chosen general strategy type ith the Sta5eholder and

SG1$ analyses results!]

Supportin# r#ument

[9a5e an argument" based on e#idence 4of actions or directions of your firm6" to support

your conclusion! Is this the strategy the company should pursue Discuss any implications of

this analysis ith implications from any of your pre#ious analyses 4e!g!" Sta5eholder Analysis"

SG1$ Analysis" JS Analysis6" especially those that may not be congruent!]


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naly6in# t&e %ompany Strate#y 0oves (*ue in Week 4)

[$his section should ta5e about one to to pages! Introduce the section here! In each


,elevant Strate#y 0oves


-usiness&specifically pages ML'FE" identify hat you thin5 the future strategy mo#es should be

for your analysis company" gi#en your understanding of the competiti#e en#ironment! Discuss

the alignment 4or lac5 of alignment6 of your chosen strategy mo#e ith the Sta5eholder and

SG1$ analyses results!]

Supportin# r#ument

[9a5e an argument" based on e#idence" to support your conclusions! Discuss any

implications of this analysis ith implications from any of your pre#ious analyses ) especially

those that may not be congruent 4e!g!" Sta5eholder Analysis" SG1$ Analysis" JS Analysis6!]

li#nment and -oals nalysis (*ue in Week 4)

[$his section should ta5e beteen one and to pages! Introduce the section here! In each


li#nment %&ecklist and 8nit -oals

[Based on your reading in %trategy, +reateand !$ple$ent the -est %trategy for Your

-usiness" specifically pages F/'R7+

1. Complete an Halignment chec5list8 4p!LM6 for your business" gi#en your understanding

of the competiti#e en#ironment! Discuss any implications of this analysis ith


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implications from any of your pre#ious analyses-especially those that may not be

congruent!

2. Complete a Hunit goals" metrics and action plan8 table 4igure F'/6" for your business"

gi#en your understanding of the competiti#e en#ironment!]

Supportin# r#ument


implications of this analysis ith implications from any of your pre#ious analyses" especially


ction Plan nalysis (*ue in Week 4)

[$his section should ta5e about one page! Introduce the section here! In each subsection"

pro#ide a scholarly description of the concepts used in it!]

,elevant ction Plan


-usiness" specifically pages LL'R7 4especially the sample action plan on page RE'E/6" identify

hat you thin5 ought to be an action plan for your company! ocus on the

Strengths@1pportunities" S5ills@1pportunities" Capabilities@1pportunities strategies set in the

SG1$! $hese are the fertile ground for success@inning in the mar5etplace! Identify

performance measures for your plan! ?our plan should demonstrate responsibility and

accountability for hat must be done by hen to transform these strategies from strategy

statements to goals" action plans" and performance metrics ) and ultimately inning in the

mar5etplace!]


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Supportin# r#ument


implications of this analysis ith implications from any of your pre#ious analyses-especially


Fitness +andscape nalysis (*ue in Week 7)

[$his section should ta5e beteen one and to pages! $here is some good information

on the Internet as ell! Introduce the section here!]

*escription o$ Fitness +andscape and nalysis

[:e#ie Chapters and R in %trategic .anage$ent and 'rganisational /yna$ics! ocus

particularly on pages /RL'0EE and 0/0'0/L! Pro#ide a scholarly description of the concepts!

Ghat does the theory tell you Ko does your organi=ation@your industry beha#e compared

ith the theory Do the analysis ) ho does the theory@concept guide your organi=ation2 #ie

the organi=ation through the lens of the theory@concept2 hat does it tell you about your

organi=ation and@or industry Clearly state the results of your analysis!

Using the Hfitness landscape8 as a tool for understanding and explaining the internal

dynamics of an industry system" describe the e#olution of the Hfitness landscape8 of your chosen

industry o#er the past 0E years! ?ou can use broad stro5es and should model your description on

that gi#en in the boo5 on pages 0/M'0/F! ?ou ill need to thin5 creati#ely and conceptually in

this exercise!

$ie your description to data from public sources about your industry! :emember" this is a

big picture" e#olutionary analysis! $rac5ing changes in technologies and other general forces


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4from earlier analysis6 should pro#e fruitful in this as they are part of the landscape" as are the

actions and interactions of competitors!

$he goal is to see the pre#ious data about your company and industry in a ne light )

particularly in an e#olutionary" systems dynamics perspecti#e!]


[Describe the implications of your analysis" and any ne insights that ha#e come to you

as a result of applying this thin5ing tool! Ko does the theory@concept challenge your

organi=ation to change Impro#e Ko does the theory@concept support your current strategies"

goals" plans" operations]

5oid nalysis (*ue in Week 7)

[$his section should ta5e about to pages! Introduce the section here!]

5oid nalysis9 Systems *escription and nalysis

[:e#ie Chapters and R in Strategic 9anagement and 1rganisational Dynamics"

focusing on pages 0EE'0E/! Pro#ide a scholarly description of the concepts!

Do the analysis ) ho does the theory@concept guide your organi=ation2 #ie the

organi=ation through the lens of the theory@concept2 hat does it tell you about your organi=ation

and@or industry Clearly state the results of your analysis! $ry to identify any Hbasic8 and@or

Hfundamental8 rules that seem to guide beha#ior in your industry! Ghat are they Ghy do you

thin5 they are the most fundamental rules Ko do they differ from rules in other industries

Ghat are the implications of your thoughts

:emember" you are studying the process of expanding traditional notions of strategy-

and this 5ind of thin5ing is ne to all of us and re,uires a re'framing of your thin5ing processes!


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Dont be afraid to thin5 creati#ely" conceptually" and e#en in abstract ays! $he important

deli#erable here is that you see5 to identify Hsimplifying structures"8 and explain their

implications!

Notes+ .ist and describe any simple rules for HBoid Analysis8 that apply to your

organi=ation! or example" according to isher 40EER6 floc5s of birds or schools of fish follo

three simple rules 4among others of course6 such as Ha#oidance" alignment" and attraction8 4p!

0F6! Agents folloing these simple rules exhibit complex beha#ior! $he 5ey thing is to identify

any simple rules for your organi=ation or industry! See http+@@!red7d!com@cr@boids@for an

interesting discussion on this topic!]


[$ext begins here! .ist and discuss any implications of HBoid Analysis8 for your

organi=ation! Ko does the theory@concept challenge your organi=ation to change Impro#e

Ko does the theory@concept support your current strategies" goals" plans" operations]

"ndustry Evolution 0odelin# (*ue in Week 7)

[$his section should ta5e beteen 0 and 7 pages! Introduce the section here!]

"ndustry Evolution 0odelin# *escription and nalysis

[:e#ie Chapters and R in %trategic .anage$ent and 'rganisational /yna$ics! ocus

particularly on pages 0E/'0E7 and 0/'00/! Pro#ide a scholarly description of the concepts! 1ne

of the statements that comes from the H:ay Computer


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$ranslate the essential implications of H:ays Computer Simulation8 4p!0E/6 and the

Hishing alue Chain and >alue System! :e#ie0ecessary

)evolution4Chapters 0'M" " R" /M6" and focus particularly on pages 0/0'0/L and the associated

explanations in the Senge boo5! Pro#ide a scholarly description of the concepts!

Based on your understanding of the reading" and particularly igure /M!/E on page 0/M"

choose one or to products or ser#ices in your industry and dra a life cycle assessment diagram

4using either 9icrosoft >isio 4and then sa#e output as a bitmap6" or the draing tools in

9icrosoft


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$a5e a product or ser#ice your company offers and trac5 it from left to right! o

upstream to the left! Ghat resources are you extracting Ghat are the byproducts Ko ha#e

you been dealing ith the astes If your company pro#ides a ser#ice" hat 5ey physical

products are also in#ol#ed" such as cell phones and fiber optic cables $rac5 these material

inputs from left to right and as5 yourself here they come from and here they go! If you do

not 5no" find out! Businesses that are thin5ing about the future" such as Alcoa" do not ant to

put anything in the front end of their #alue chain that isnt benign or that cant be recaptured and

reused 40EE" p!0/M6! $hin5 of your organi=ations >alue Chain and the >alue System ithin

hich it operates! Ko does it relate to the .CA

Senge then says that Husing this big picture frameor5 ill lead to strategic ,uestions

that most businesses" operating ithin narro boundaries" ha#e long a#oided8 4p! 0/F6! Ghat

are these larger strategic ,uestions Discuss ho they relate to any pre#ious analysis!



and@or industry Clearly state the results of your analysis!]


[$ext begins here! .ist and describe the implications for your organi=ation in this section!

Ko does the theory@concept challenge your organi=ation to change Impro#e Ko does the

theory@concept support your current strategies" goals" plans" operations]

%ompliance to "nnovation nalysis (*ue in Week 7)

[$his section should ta5e beteen 0 and 7 pages! Introduce the section here!]


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%ompliance to "nnovation *escription and nalysis

[:e#ie0ecessary )evolution4Chapters 0'M" " R" /M6" and focus particularly on pages

//M'// and the associated explanations in the Senge boo5! Pro#ide a scholarly description of

the concepts!

Based on your understanding of the reading" and particularly igure !0 on page //"

assess here you thin5 the company 4and or industry6 you are studying Hfits8 in the compliance'

inno#ation scale! $hin5 bac5 to your analysis of the enterprise strategy" #ision@mission" and

culture! $hin5 of the strategies and plans you#e generated from the SG1$@SC1$ analysis!

Ghat is there from your analysis that ould@could mo#e 4or restrain mo#ing6 your organi=ation

from compliance to inno#ation



and@or industry Clearly state the results of your analysis!]


[Pro#ide e#idence and argument" and discuss the implications of your analysis! Discuss

ho they relate to any pre#ious analysis! Ko does the theory@concept challenge your

organi=ation to change Impro#e Ko does the theory@concept support your current strategies"

goals" plans" operations]

Sustainable 'alue Frame!ork nalysis (*ue in Week 7)

[$his section should ta5e beteen 0 and M pages! Introduce the section here!]


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*etailed nalysis o$ ll Four :uadrants

[:e#ie0ecessary )evolution4Chapters 0'M" " R" /M6" and focus particularly on pages

//R'/77 and the associated explanations in the Senge boo5! Pro#ide a scholarly description of

the concepts! Based on your understanding of the reading" and particularly igure R!0 on page

/00" and discussion of the DuPont case 4pages /0M'/776" describe the theory" and discuss your

organi=ations attributes 4culture" mission@#ision" etc!6 and constructs 4strategies" #alue chain"

#alue system" etc!6 that may facilitate or bloc5 its progress from one ,uadrant to another! $hen

prepare a sustainable #alue frameor5 analysis for your chosen company! Specifically"

1. Start ith analysis of the loer'left ,uadrant and identify ays that the company can

change its internal acti#ities to reduce@eliminate aste" consumption and emissions

from operations! Discuss the potential for both cost and process time reductions" and

for ris5 reduction!

2. 9o#e to the loer'right ,uadrant and identify rele#ant issues ith respect to ho

your company interacts ith the larger sta5eholder base! 4?ou can" and should relate

this analysis bac5 to the discussions@concepts from enterprise'le#el strategy and

sta5eholder #alue frameor5s6! In hat ays could your company change in order to

enhance its percei#ed legitimacy in the sta5eholder system Ko can the company

become more transparent and connected to the larger sphere of interests

3. 9o#e to the upper left ,uadrant and identify the rele#ant technology challenges and

opportunities that exist ithin the industry and company! Ghat core s5ills could be

enhanced or created that could gi#e the company a distinct ad#antage" hile also

reducing the o#erall resource footprint of the company Ko could the company


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inno#ate and reposition itself" or e#en rein#ent itself" in order to better ser#e its

current" and future customers and society

4. inish ith a discussion of the groth tra*ectory for the company 4upper right

,uadrant6! $ry to identify preliminary ansers to some of Senges ,uestions on page

/7E" li5e HKo are e going to bring our products and ser#ices to a larger orld and

shift our ay of thin5ing about global social and en#ironmental issues8 Ko can

the company reach out to ser#e underser#ed populations Ko can e gro ithin a

sustainable frameor5Ghat is there in your organi=ation that ould facilitate or

bloc5 your mo#ement from one ,uadrant to another



and@or industry Clearly state the results of your analysis!

$he folloing table may be helpful in pro#iding a response to this section! $his table

maps to the diagram on page /00!]

$able 0

%ustainable *alue 1ra$ework

$omorro $oday


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[$ext begins here! .ist and describe the implications for your organi=ation! Ko does the

theory@concept challenge your organi=ation to change Impro#e Ko does the theory@concept

support your current strategies" goals" plans" operations]

%onclusions

[Summari=e the 5ey points in the paper and pro#ide any conclusi#e ideas! No ne ideas

should be included in this section! .in5 your arguments for conclusions to the section of the

paper that states the analysis results used! Note+ this should be considerable shorter than the


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:eferences[.ist around 0E references used in creating this paper in APA format here! See examples

belo! $his section should be around 0 to M pages! Note+ 1nly list references actually cited in the

body of the paper!]

Beinhoc5er"

Chesbrough" K! 40EEF6! 'pen business $odels, How to thrive in the new innovation landscape!

Boston" 9A+ Kar#ard Business School!

Christensen" C! 9!" Q :aynor" 9!

successful growthBoston" 9A+ Kar#ard Business School Press!

Christensen" C! 9! 40EEM6! %eeing what7s ne5t, (sing the theories of innovation to predict

industry change Boston" 9A+ Kar#ard Business School Press!

Cornish"

Canada+ Prentice'Kall!

Da#id" ! :! 40EE/6!%trategic $anage$ent, +oncepts and cases 8th4d Upper Saddle :i#er" NT+

Prentice Kall!


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Day" ! S!" Q :eibstein" D! T! 4/RRL6! Wharton on dyna$ic co$petitive strategy! Ne ?or5" N?+

Tohn Giley Q Sons!

Demars" C! 40EEL6! 'rganizational change theories, " synthesis! $housand 1a5s" CA+ Sage!

lenn" T! C!" Q ordon" $! T! 40EER6! 699: %tate of the future! Gashington" DC+ $he 9illennium

Pro*ect!

Kerman" 9!" rost" 9!" Q Jur=" :! 40EER6! Warga$ing for leaders, %trategic decision $aking

fro$ the battlefield to the boardroo$! Ne ?or5" N?+ 9cra'Kill!

9iles" :!

Porter" 9! !

Harvard -usiness )eview&


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:alston" B!" Q Gilson" I! 40EEF6! The scenario planning handbook, /eveloping strategies in

uncertain ti$es9ason" 1K+ $homson South'Gestern!

:ichards" C! 40EEM6! +ertain to win! libris Corporation!

Schein"

Bass!

Senge" P!" Smith" B!" Jruschit=" N!" .aur" T!" Q Schely" S! 40EE6! The necessary revolution,

How individuals and organizations are working together to create a sustainable world!

Ne ?or5" N?+ Doubleday!

Stacey" :! D! 40EEL6! %trategic $anage$ent and organizational dyna$ics, The challenge of

co$ple5ity! .ondon"


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[Notes+(a) $his entire paper should be beteen ME and FE pages!

(b) Please refer to the Sustainable Solutions Paper Application Rubric in the

Rubrics section of your online course, for a breakdown of the points for

iterations of this assignment.

(c) Please 5eep in mind that your paper should follo APA form and style! ?our final draft of

this paper ill be graded for APA form and style" for grammar" and for o#erall discussion

for Part I and Part II! ?ou ill also be graded for integration of prior feedbac5 ) Gee5 M

into the Gee5 L paper!

(d) $his template or outline is to be used for the Gee5 M and Gee5 L paper! Gee5 L elements

may be left in during the submittal for Gee5 M! Gee5 M elements may be left in for

submittal of Gee5 L! No need to remo#e and reinsert *ust for drill(

(e) It is appropriate to search for otherpeer=reviewedreferences through

http+@@scholar!google!comas ell as the Galden or other uni#ersity library! Gi5ipedia is

N1$ appropriate! It is a good place to start learning something and to find peer're#ieed

references! Tust do not cite Gi5ipedia!

(f) APA highlights ) double space e#erything" to spaces after periods" cite in past tense

using last names only" no first names ) stri#e for gender neutrality" do not use

contractions" and read the APA >F manual for details!

(g) In APA style" it is stronger to paraphrase and cite the source rather than to introduce the

paraphrase ith the source! $hat is" it is stronger to state+ $he orld is not flat 4alileo"

/FME62 it is ea5er to state+ alileo 4/FME6 says the orld is not flat!
http://scholar.google.com/http://scholar.google.com/


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(h) Pro#ide specifics ) do not toss out abstract generalities-Hmud on the all8 -and expect

full credit(

(i) Be prepared to do some research abo#e and beyond the pro#ided and listed materials in

the classroom! $he information is a#ailable" but may re,uire some searching!

(j) :emember" this is a doctoral course!]

Some Kints on Griting your SSP+

$he APA title for the SSP is+Sustainable Solutions Paper

Under the title on page 0 of the paper" pro#ide a brief 4one half to three ,uarters of a page ) no

more6 introduction to the paper 4for Gee5 M" this is an introduction for the Gee5 M sections of the

SSP2 for Gee5 L" this is an introduction to the Gee5 M and Gee5 L sections of the SSP6! Anintroduction states the purpose of the paper and pro#ides a pre#ie of the ma*or points presented

in the paper! $he introduction does not pro#ide any descriptions or any synopses of the contents

of the paper!

$he APA .e#el / headings for the SSP are+

alue Analysis ) Part Ieneral orce Analysis+


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or each .e#el / heading" pro#ide a brief 4to or three sentences6 introduction to the section!$his terse introduction is the only riting beteen the .e#el / heading and the first .e#el 0

heading for the section!

An introduction states the purpose of the section and pro#ides a pre#ie of the ma*or points

presented in the section! $he introduction does not pro#ide any descriptions or any synopses of

the contents of the section!

A terse" brief scholarly description is pro#ided for each concept@theory applied in the SSP! $his

terse" brief scholarly description is ritten first folloing the .e#el 0 or .e#el 7 heading section

in hich your analysis is completed! In other ords" first pro#ide a scholarly description of thetheory you are using and then apply it in the analysis!

In many of the SSP .e#el / heading sections" there is a .e#el 0 section ith the ord

HImplications8 in it! $he implications are to capture the conclusions for the topic! Conclusionsstate hat you ha#e learned! $he conclusion should contain a definite" positi#e statement or call

to action ) but" that statement needs to be based on hat you ha#e pro#ided in the paper@section!:emember conclusions are formed based on the lin5ing of results of the analysis! Conclusions do

not contain ne analysis or introduce ne information! Ghen you form and rite your

conclusions" lin5@refer bac5 in your riting to the results of your analysis to support them! Use astrong topic sentence to state your conclusion! $he lin5age@reference bac5 to your analysis

results is part of your paragraph de#elopment in support of your topic sentence! In some cases

the topic sentence is succeeded or preceded by a transitional sentence lin5ing the current

paragraph@section to the pre#ious one or pro#iding bac5ground information!

$he SSP has no minimum or maximum number of pages! olloing are the suggested number of

pages to do *ustice to the or5 re,uired+

0 to 7 pages ' alue Chain Analysis+ Internal


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.ess than / page ) Conclusions


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:eferences and CitationsAll references and citations must comply ith APA formatting 4section F of the APA manual

presents the re,uirements2 Section L of the APA manual pro#ides additional examples2 the

Galden Griting Center ebpagehas good information and examples6! .ist around 0E referenceentries2 remember 4see p! /LM of the APA Fthedition manual6 that each reference entry must be

cited at least once" each citation in the paper must ha#e a reference entry" and citations and

references must match identically in spelling!

Griting

$he SSP should be ritten using an introduction ) body ) conclusion style! $his style applies tothe entire paper! It also applies to each .e#el / heading section of the paper! A transitional

phrase@sentence lin5s one .e#el / heading section to another 4see pages F ) L/ of the APA

manual6!

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