1

Sustainable Solutions Paper

[Student Name]
DBA Strategy
[Instructor Name]
[Date]
2
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$ide a brie introduction
to the paper here % introduce the sub&ect and tell the reader what will be covered % be speciic %
provide a list of key sections that will be covered# This is called a preview; it is not a synopsis.
Note' the "ord (introduction) is not re*uired in APA# Note' All required headings are provided
in this paper % le$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 1 are also pro$ided % &ust respond to them and do not delete them# -his
introductory section should be about 2 to 3 o a page and is "orth 2 points#]
Executive Summary (2 points for week 4 and 9 points for week 7)
[SU44A5I67 the entire paper co$ering each o the 0ey elements 8sections9 presented
throughout the document# Pro$ide speciics+ 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 1 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 speciic# -his section should be bet"een 2 and
1 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 speciic 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 1 -hreats
1
and the top 1 ,pportunities identiied are /# Note' e!ecuti$es "ould preer to read a short but
detailed summary and may not ha$e time to read a AB % CB page paper#]
%ey &akeaways (!" points for week 4# $ points for week 7)
[-e!t begins here# Dist 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 aected by
$ision=mission+ $alues+ $alue chain+ $alue system+ lie cycle+ etcF]
Stake+older 'dentification and ,alue -nalysis .Part ' (*2 points) due in /eek 4
[-his "ould be a good time to re$ie" the re*uired readings in "ee0s 1 H I and additional
reerences in the Ealden Dibrary beore 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+
inormation speciically 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 <our industryKs cultureF Jo" do things get
doneF Ehat is re"ardedF -here are a se$eral boo0s+ &ournal articles+ and Eebsites on this topic
including one o the course articles#]
I
'nte(rated )oncepts from 1eadin(s ($ 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$el strategy and
culture type or your organi:ation and any implications noted#]
2eneral orce -nalysis3 External 4 1emote Environment (*5 points) due in /eek 4
[-his section should ta0e bet"een A to L pages#]
2eneral orce 6atrix -nalysis (*7 points)
[Analy:e the e!ternal en$ironment# According to Pearce and 5obinson 82BB19+ 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+ 2BBM9# 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$ie" your >?A ater its complete and i you ind reerence to
your organi:ation you may not ha$e completed a true industry analysis# ,utput rom >?4
A
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 identiied 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 speciic region o a
country+ &ust ocus on e!ternal en$ironmental issues or this region to the e!tent possible# 7ach
trend should be listed along "ith the assessed affect on the industry 8high+ medium+ or lo"9+ its
timeframe 8less than one year+ one to t"o years+ more than t"o years9+ the type o change
8increasing+ decreasing+ no change+ or un0no"n9+ and its importance to the industry 8critical+
important+ not important+ or un0no"n9# -he top t"o or three threats and opportunities "ill be
used as input to the SE,- and S@,- analysis belo"# An e!ample o a orecast rom the United
Nations is that the population o the "orld "ill increase by ABN o$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 AN o$er the last 12 months# -he 0ey to trends or orecasts is to
loo0 or $ariables o interest % see e!amples belo"#]
Economics# -e!t begins here and continues on to the ne!t line in a let hand &ustiied
manner such as this# ?or e!ample+ a 0ey economics trend acing our industry is /# -his trend
"ill ha$e a ma&or aect on our industry because /# -he timerame is immediate# -his trend is
rapidly increasing and thereore its importance to us is critical and "e need to respond
immediately/### ?or e!ample+ one economic trend aecting our industry is the amount o
disposable income per person+ "hich has been decreasing by !N o$er the last three years# -his
trend is important to us because /# And so on#
C
@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+ inlation 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+
inormation technology+ aerospace technology+ manuacturing 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 inormation technology may
include processor speed+ dis0 space+ band"idth+ sot"are applications+ robotics and so on#
8emo(rap+ics 9 Social 9 )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#
2overnment 9 0e(al 9 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 $ariables o interest might include
climate change+ traic congestion+ recycling+ urban de$elopment+ conser$ation+ endangered
species+ a$ailability or access to "ater and other resources and so on#
'mplications of 2eneral orces (5 points)
[Assess trends+ e$ents+ or orecasts as threats or opportunities here along "ith some
discussion o implications# Note' -he top t"o or three o the opportunities and threats "ill be
used as input to SE,- = S@,- belo"#]
M
&+reats! -e!t begins here# Summari:e the -hreats here. list them and "hich component
o the >?A they came rom. pro$ide a brie analysis o the -hreats rom >?A and pro$ide
rational or selection o the top 2 or 1# Dist the top t"o or three threats to your organi:ation#
:pportunities# -e!t begins here# Summari:e the ,pportunities here. list them and
"hich component o the >?A they came rom. pro$ide a brie analysis o the ,pportunities rom
>?A and pro$ide rational or selection o the top 2 or 1# Dist the top t"o or three opportunities
your organi:ation sees#
Porter;s ive orces 'ndustry -nalysis3 External 4 'ndustry Environment (*5 points) due in
/eek 4
[-his section should ta0e bet"een 1 to A pages#]
ive orces 6atrix -nalysis (< points)
[Analy:e the industry in this section# Inputs to this industry analysis are' barriers to
entry+ competiti$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 82BB19+ the
eight sources o barriersHtoHentry are the ollo"ing 8a9 economies o scale+ 8b9 product
dierentiation+ 8c9 capital re*uirements+ 8d9 s"itching costs+ 8e9 access to distribution channels+
89 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$e products# Substitutes limit the potential returns o an industry by placing a ceiling
O
on the prices organi:ations in the industry can proitably charge# -he more attracti$e the priceH
perormance alternati$e oered by substitutes the irmer the lid on industry proits#
=ar(ainin( power of Suppliers# -e!t begins here# -his section concerns the bargaining
po"er 8high+ medium+ or lo"9 o suppliers to inluence the proitability o the organi:ations in
the industry# Suppliers can e!ert po"er o$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 inluence the proitability o the organi:ationKs in the
industry# 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 eect proitability and sur$i$ability# -he ob&ecti$e o a
competitor analysis is to de$elop a proile 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 shits that might occur# Some *uestions to
consider include'
Eho are your top three to i$e competitorsF
Jo" are these competitorsK business % increasing+ decreasing+ or steady and ho" does it
compare "ith yoursF
L
Ehat do you 0no" or should you 0no" about their operations+ sales+ ad$ertising+
customers+ and suppliersF
Ehat are their strengths and "ea0nessesF
Jo" do their products and ser$ices dier rom your products and ser$icesF
Ehat is the normal &oc0eying and beha$ior "ithin the industryF Ehat happens i there is
a ne" entryF Ehat is the threat o entryF @onsider ("hat i) analysis# Ehat i your ma&or
competitor lo"ered prices+ bought a 0ey supplier+ brought out a signiicantly ne" productF Ehat
does your organi:ation do in responseF Summari:e the competiti$e ri$alry in the industry as
high+ medium+ or lo"#
'mplications of ive orces (< points)
[Dist and discuss identiied threats and opportunities here# ?or e!ample+ a competitor
may be in se$ere inancial trouble and could be ac*uired % this may be an opportunityP <our
organi:ation may be acing ban0ruptcy % a threatP]
&+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 1# Dist the top 2 or 1#
: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 1# Dist the top 2 or 1#
8etailed ,alue )+ain -nalysis3 'nternal Environment (*< points) due in /eek 4
[-his section should ta0e bet"een I and C pages#]
1B
)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+ 1LOA9# Indentiy 0ey business
processes or acti$ities "ithin each category and compare them to the organi:ationKs primary
competition# Strengths and weaknesses are only such as compared to competition. It may be
that your organi:ation has no strengths compared to the competition and it is appropriate to say
so+ i that is the case# The outcome of this assessment will be a set of strengths and weaknesses.
-he table presented belo" may be useul in this analysis# Dist the 0ey business processes or
acti$ities in column 1 and assess as a strength or "ea0ness in columns 1 and I compared to
competition# Discuss in narrati$e orm ater the table is populated#]
-able 1
alue !hain Analysis
Business Process <our ,rgani:ation @ompetitor 1 @ompetitor 2
4anagement
5QD
J5
Procurement
Inbound Dogistics
,perations
,utbound Dogistics
Sales
Ser$ice
)ompany Skills 9 )apabilities (7 points)
-e!t begins here' Dist and discuss the organi:ationKs 0ey s0ills and capabilities#
11
'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 1# Dist 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 1# Dist and discuss the top t"o or three
"ea0nesses your organi:ation e!hibits#
Skills! -e!t begins here# Identiy your organi:ational s0ills. compare them to those o
your competition# Identiy your s0ills as Strengths or Eea0nesses as compared to your
competition# Dist and discuss the top one to three s0ills your organi:ation e!hibits#
)apabilities! -e!t begins here# Identiy your organi:ational capabilities. compare them
to those o your competition# Identiy your capabilities as Strengths or Eea0nesses as compared
to your competition# Dist 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 I 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$ed rom this analysis# Select the top
t"o or three in each category and use pairH"ise analysis to e!plore ho" strengths can be used to
12
le$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+ 2BB19#]
S: Strate(ies! -e!t begins here# ?or each identiied strength+ discuss ho" it can be
used to le$erage or e!ploit an identiied opportunity#
S& Strate(ies! -e!t begins here# ?or each identiied strength+ discuss ho" it can be used
to a$oid an identiied threat#
/: Strate(ies! -e!t begins here! ?or each identiied "ea0ness+ discuss ho" it can be
mitigated by an identiied opportunity#
/& Strate(ies! -e!t begins here# ?or each "ea0ness+ discuss ho" it can be along "ith
an identiied threat can be minimi:ed#
S):& actor 6atrix ($ points)
[-he same discussion as in SE,- applies here# Discuss S@,- strategies % speciically
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 identiied s0ill+ discuss ho" it can be used to
le$erage or e!ploit an identiied opportunity
S& Strate(ies! -e!t begins here# ?or each identiied s0ill+ discuss ho" it can be used to
a$oid an identiied threat#
): Strate(ies! -e!t begins here# ?or each identiied capability+ discuss ho" it can be
used to le$erage or e!ploit an identiied opportunity#
)& Strate(ies! -e!t begins here# ?or each identiied capability+ discuss ho" it can be
used to a$oid an identiied threat#
11
%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 identiy 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$enessF) -hat
is+ "ill the current s0ills and capabilities be (0ey success actors or the utureF)
Identiying and understanding Gey Success ?actors re*uires that you loo0 at the
intersection o s0ills+ capabilities analysis+ understand the nature o current and uture
competiti$e "eapons 8outcomes9+ and assess the meaning o e!ternal threats and opportunities
8rom 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$er+ they are hidden/thatKs "hy you perormed the e!ternal and internal analysis
earlier to try to unHearth the hidden issues#
1I
7!amples o 0ey success actors or real estate de$elopment include purchasing
de$elopmental land. 0ey success actors or sot"are de$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$ice+ and pricing#
Dist and describe = discuss the 0ey success actors or your organi:ation in this section
and "hy they are important# ?or e!ample+ the ollo"ing 1B 0ey success actors are critical or
the AB@ @ompany #### because /##]
'mplications of -nalysis (9 points)
[Pro$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
$usiness+ speciically pages 2LHIC+ identiy the general strategic type that your analysis company
is li0ely pursuing+ gi$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#]
1A
1elevant Strate(y 6oves (4 points)
[Based on your reading in Strategy" !reate and #mplement the $est Strategy for %our
$usiness& speciically pages IMHCB+ identiy "hat you thin0 the uture strategy mo$es should be
or your analysis company+ 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 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 2oals -nalysis (9 points) 8ue in /eek 4
[-his section should ta0e bet"een 1 and 2 pages#]
-li(nment )+ecklist and ?nit 2oals (4 points)
[Based on your reading in Strategy" !reate and #mplement the $est Strategy for %our
$usiness+ speciically pages C1HL1'
a9 @omplete an (alignment chec0list) 8p#MI9 or your business+ gi$en your understanding
o the competiti$e en$ironment# Discuss any implications o this analysis "ith
implications rom any o your pre$ious analysesRespecially those that may not be
congruent#
b9 @omplete a (unit goals+ metrics and action plan) table 8igure CH19+ or your business+
gi$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
those that may not be congruent#]
1C
-ction Plan -nalysis (** points) due in /eek 4
[-his section should ta0e about 1 page#]
1elevant -ction Plan (" points)
[Based on your reading in Strategy" !reate and #mplement the $est Strategy for %our
$usiness+ speciically pages MMHL1 8especially the sample action plan on page LBHB19+ identiy
"hat you thin0 ought to be an action plan or your company# Identiy perormance measures or
your plan]
Supportin( -r(ument (5 points)
[4a0e an argument+ based on e$idence+ to support your conclusions# Discuss any
implications o this analysis "ith implications rom any o your pre$ious analysesRespecially
those that may not be congruent#]
itness 0andscape -nalysis (27 points) due in /eek 7
[-his section should ta0e bet"een 1 and 2 pages# -here is some good inormation on the
Internet as "ell#]
8escription of itness 0andscape and -nalysis (*7 points)
[5e$ie" chapters O Q L in Strategic 'anagement and (rganisational )ynamics# ?ocus
particularly on pages 1LMH2BB+ 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$er the past 2B years# <ou can use broad stro0es+ and should model your description
on that gi$en in the boo0 on pages 21IH21C# <ou "ill need to thin0 creati$ely and conceptually
in this e!ercise#
1M
-ie your description to data rom public sources about your industry# 5emember+ this is a
big picture+ e$olutionary analysis# -rac0ing changes in technologies and other general orces
8rom earlier analysis9 should pro$e ruitul in thisRas they are part o the landscape+ as are the
actions and interHactions o competitors#
-he goal is to see the pre$ious data about your company and industry in a ne" lightR
particularly in an e$olutionary+ systems dynamics perspecti$e#
'mplications of -nalysis (*7 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 2BBH2B1#
-ry to identiy any (basic) and=or (undamental) rules that seem to guide beha$ior in
your industry# Ehat are theyF Ehy do you thin0 they are the most undamental rulesF Jo" do
they dier rom rules in other industriesF Ehat are the implications o your thoughtsF
5emember+ you are studying the process o e!panding traditional notions o strategyRand this
0ind o thin0ing is ne" to all o us and re*uires a reHraming o your thin0ing processes# DonKt
be araid to thin0 creati$ely+ conceptually+ and e$en in abstract "ays# -he important deli$erable
here is that you see0 to identiy (simpliying structures+) and e!plain their implications#
Notes' Dist and describe any simple rules or (Boid Analysis) that apply to your
organi:ation# ?or e!ample+ according to ?isher 82BBL9 loc0s o birds or schools o ish ollo"
1O
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 identiy
any simple rules or your organi:ation or industry# See http'=="""#red1d#com=c"r=boids= or an
interesting discussion on this topic#
'mplications of -nalysis (7 points)
-e!t begins here# Dist 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 1 pages#]
'ndustry Evolution 6odelin( 8escription and -nalysis (*7 points)
[5e$ie" chapters O Q L in Strategic 'anagement and (rganisational )ynamics# ?ocus
particularly on pages 2B1H2B1+ and 21OH221# ,ne o the statements that comes rom the (5ay
@omputer 7!periment) is that+ (lie in the uni$erse+ and perhaps lie in organi:ations+ arises rom
a dialectic bet"een competition and coHoperation+ not rom unconstrained competition) 8Stacey+
2BBM+ p# 2B19#
-ranslate the essential implications o (5ayKs @omputer Simulation) 8p#2B19 and the
(?ishing 7!periment ?indings o Allen) 8p#2219 in terms o ho" they might apply to your chosen
industry# @an you identiy the patterns o both competition and cooperation that ha$e led to the
e$olution o the industryF]
'mplications of -nalysis (*7 points)
[Ehat are the implications o the current industry beha$iors or uture successF Jo" does
this analysis relate bac0 to the itness landscape analysisF]
1L
0ife )ycle -ssessment (27 points) due in /eek 7
[-his section should ta0e bet"een 2 and 1 pages#]
0)- 6odelin( 8escription and -nalysis (*7 points)
[5e$ie" Net4BA regarding ;alue @hain and ;alue System# 5e$ie" *ecessary
+evolution 8@hapters 2HI+ O+ L+ 1I9+ and ocus particularly on pages 212H21M and the associated
e!planations in the Senge boo0#
Based on your understanding o the reading+ and particularly igure 1I#1B on page 21I+
choose one or t"o products or ser$ices in your industry and dra" a lie cycle assessment diagram
8using either 4icrosot ;isio 8and then sa$e output as a bitmap9+ or the dra"ing tools in
4icrosot 7!cel9# As Senge suggests'
-a0e a product or ser$ice your company oers and trac0 it rom let to right# >o
upstream to the let# Ehat resources are you e!tractingF Ehat are the byproductsF Jo" ha$e
you been dealing "ith the "astesF I your company pro$ides a ser$ice+ "hat 0ey physical
products are also in$ol$ed+ such as cell phones and iber optic cablesF -rac0 these material
inputs rom let to right and as0 yoursel "here they come rom and "here they go# I you do
not 0no"+ ind out# Businesses that are thin0ing about the uture+ such as Alcoa+ do not "ant to
put anything in the ront end o their $alue chain that isnSt benign or that canSt be recaptured and
reused 82BBO+ p#21I9# -hin0 o your organi:ationKs ;alue @hain and the ;alue System "ithin
"hich it operates# Jo" does it relate to the D@AF
Senge then says that+ (using this big picture rame"or0 "ill lead to strategic *uestions
that most businesses+ operating "ithin narro" boundaries+ ha$e long a$oided#) Ehat are these
larger strategic *uestionsF Discuss ho" they relate to any pre$ious analysis#]
2B
'mplications of -nalysis (*7 points)
[-e!t begins here# Dist and describe the implications or your organi:ation in this
section#]
)ompliance to 'nnovation -nalysis (27 points) 8ue in week 7
[-his section should ta0e bet"een 2 and 1 pages#]
)ompliance to 'nnovation 8escription and -nalysis (*7 points)
[5e$ie" *ecessary +evolution 8@hapters 2HI+ O+ L+ 1I9+ and ocus particularly on pages
11IH11O+ and the associated e!planations in the Senge boo0#
Based on your understanding o the reading+ and particularly igure O#2 on page 11A+
assess "here you thin0 the company 8and or industry9 you are studying (its) in the complianceH
inno$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$ationF]
'mplications of -nalysis (*7 points)
[Pro$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 (77 points) due in /eek 7
[-his section should ta0e bet"een 2 and I pages#]
8etailed -nalysis of -ll our Buadrants ("7 points)
[5e$ie" *ecessary +evolution 8@hapters 2HI+ O+ L+ 1I9+ and ocus particularly on pages
11LH111 and the associated e!planations in the Senge boo0# Based on your understanding o the
reading+ and particularly igure L#2 on page 122+ and discussion o the DuPont case 8pages 12IH
21
1119+ describe the theory+ and discuss your organi:ationKs attributes 8culture+ mission=$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 $alue rame"or0 analysis or your
chosen company# Speciically'
819 Start "ith analysis o the lo"erHlet *uadrant and identiy "ays that the
company can change its internal acti$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$e to the lo"erHright *uadrant and identiy rele$ant issues "ith respect to
ho" your company interacts "ith the larger sta0eholder base# 8<ou can+ and
should relate this analysis bac0 to the discussions=concepts rom enterpriseH
le$el strategy and sta0eholder $alue rame"or0s9# In "hat "ays could your
company change in order to enhance its percei$ed legitimacy in the sta0eholder
systemF Jo" can the company become more transparent and connected to the
larger sphere o interestsF
819 4o$e to the upper let *uadrant and identiy the rele$ant technology challenges
and opportunities that e!ist "ithin the industry and company# Ehat core s0ills
could be enhanced or created that could gi$e the company a distinct ad$antage+
"hile also reducing the o$erall resource ootprint o the companyF Jo" could
the company inno$ate and reposition itsel+ or e$en rein$ent itsel+ in order to
better ser$e its current+ and uture customers and societyF
8I9 ?inish "ith a discussion o the gro"th tra&ectory or the company 8upper right
*uadrant9# -ry to identiy preliminary ans"ers to some o SengeKs *uestions on
22
page 11B+ li0e+ (Jo" are "e going to bring our products and ser$ices to a larger
"orld and shit 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 helpul in pro$iding a response to this section# -his table maps to
the diagram on page 122#]
-able 2
Sustainable alue ,ramework
-omorro" -oday
7!ternal Strategy'
Payo'
Strategy'
Payo'
Internal Strategy'
Payo'
Strategy'
Payo'
-r(ument in Support of )onclusions (*7 points)
[Pro$ide e$idence and argument or your support#]
'mplications of -nalysis (*7 points)
[-e!t begins here# Dist and describe the implications or your organi:ation#]
)onclusions
[Summari:e the 0ey points in the paper and pro$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#]
21
1eferences
[Dist around 2B reerences used in creating this paper in APA ormat here# See e!amples belo"#
-his section should be around 2 to I pages# Note' ,nly list reerences actually cited in the body
o the paper#]
Beinhoc0er+ 7#D# 82BBC9# -he Adaptable @orporation# The 'c-insey .uarterly# MMHOM#
Beinhoc0er+ 7#D# 82BBC9# The origin of wealth" /volution& comple0ity& and the radical remaking
of economics. Boston' Jar$ard Business School#
Boar+ B# 82BB19# The art of strategic planning for information technology& 1
nd
ed. Ne" <or0' Tohn
Eiley Q Sons#
Burgelman+ 5#A#+ @hristensen+ @#4#+ Q Eheel"right+ S#@# 82BBI9# Strategic management of
technology and innovation. Ne" <or0' 4c>ra"HJill#
@hesbrough+ J# 82BBC9# (pen business models" 2ow to thrive in the new innovation landscape#
Boston' Jar$ard Business School#
@hristensen+ @#4#+ Q 5aynor+ 4#7# 82BB19# The innovator3s solution" !reating and sustaining
successful growth. Boston' Jar$ard Business School Press#
@hristensen+ @#4# 82BBI9# Seeing what3s ne0t" 4sing the theories of innovation to predict
industry change. Boston' Jar$ard Business School Press#
@ornish+ 7# 82BBI9# ,uturing" The e0ploration of the future# Bethesda+ 4D# Eorld ?uture
Society#
@rossan+ 4#4#+ ?ry+ T#N#+ Q Gilling+ T#P# 82BBA9# Strategic analysis and action+ Cth 7d# -oronto+
@anada' PrenticeHJall#
Da$id+ ?#5# 82BB19# Strategic management" !oncepts and cases 5
th
/d. Upper Saddle 5i$er+ NT'
Prentice Jall#
2I
Day+ >#S#+ Q 5eibstein+ D#T# 81LLM9# 6harton on dynamic competitive strategy# Ne" <or0' Tohn
Eiley Q Sons#
Demars+ @# 82BBM9# (rgani7ational change theories" A synthesis# -housand ,a0s+ @A' Sage#
7pstein+ 4#T# 82BBO9# 'aking sustainability work" $est practices in managing and measuring
corporate social& environmental& and economic impacts# San ?rancisco' BerrettHGoehler#
?i0sel+ T# 82BBL9# )esign for environment" A guide to sustainable product development& 1
nd
/d#
Ne" <or0' 4c>ra"HJill#
?isher+ D# 82BBL9# The perfect swarm" The science of comple0ity in everyday life# Ne" <or0'
Perseus#
>arland+ 7# 82BBM9# ,uture inc." 2ow business can anticipate and profit from what3s ne0t# Ne"
<or0' A4A@,N#
>lenn+ T#@#+ Q >ordon+ -#T# 82BBL9# 1889 State of the future# Eashington+ D#@#' -he 4illennium
Pro&ect#
Jerman+ 4#+ ?rost+ 4#+ Q Gur:+ 5# 82BBL9# 6argaming for leaders" Strategic decision making
from the battlefield to the boardroom# Ne" <or0' 4c>ra"HJill#
4iles+ 5#7#+ Q Sno"+ @#@# 82BB19# (rgani7ational strategy& structure& and process# Stanord+ @A'
Stanord Uni$ersity Press#
Pearce+ T#A#+ Q 5obinson+ 5#B# 82BB19# Strategic management" ,ormulation& implementation&
and control. Boston' 4c>ra"HJill#
Porter+ 4#7#+ Q 4illar+ ;#7# 81LOA9# Jo" inormation gi$es you competiti$e ad$antage# 2arvard
$usiness +eview.
5alston+ B#+ Q Eilson+ I# 82BBC9# The scenario planning handbook" )eveloping strategies in
uncertain times. 4ason+ ,J' -homson SouthHEestern#
2A
5ichards+ @# 82BBI9# !ertain to win# Ulibris @orporation#
Schein+ 7# J# 81LL29# (rgani7ation culture and leadership& 1
nd
/d. San ?rancisco' TosseyHBass#
Senge+ P#+ Smith+ B#+ Grusch"it:+ N#+ Daur+ T#+ Q Schely+ S# 82BBO9# The necessary revolution"
2ow individuals and organi7ations are working together to create a sustainable world#
Ne" <or0' Doubleday#
Stacey+ 5#D# 82BBM9# Strategic management and organi7ational dynamics" The challenge of
comple0ity# Dondon' ?- PrenticeHJall#
Eerbach+ A# 82BBL9# Strategy for sustainability" A business manifesto# Boston' Jar$ard Business
Press#
2C
[Notes'
8a9 -his entire paper should ta0e bet"een IB and CB pages#
8b9 -he point count is 1AB or Part I 8"ee0 I9 and 22B or Part II 8"ee0 M9#
8c9 In addition to points listed or each section+ there are 1B points reser$ed or APA orm and
style+ 1B points or grammar+ and 1B points or o$erall discussion or Part I and Part II
and 1B points or the integration o prior eedbac0 % "ee0 I into the "ee0 M paper#
8d9 -his template or outline is to be used or the "ee0 I and "ee0 M paper# Eee0 M elements
may be let in during the submittal or "ee0 I# No need to remo$e and reinsert &ust or
drillP
8e9 It is appropriate to search or other peer reviewed reerences through
http"::scholar.google.com as "ell as the Ealden or other uni$ersity library# Ei0ipedia is
N,- appropriate# It is a good place to start learning something and to ind peer re$ie"ed
reerences# Tust do not cite Ei0ipedia#
89 APA highlights % double space e$erything+ t"o spaces ater 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 speciics % do not toss out abstract generalities HH (mud on the "all) HH and e!pect
ull creditP
8h9 Be prepared to do some research abo$e and beyond the pro$ided and listed materials in
the classroom# -he inormation is a$ailable+ but may re*uire some searching#
8i9 5emember+ this is a doctoral course#]