[Solved] Business & Finance Week 8 Assignment- Capstone

Assignment Prompt & Instructions

**files (3)**

– ## Week8AssignmentInstructions-Capstone.docx

– ## Week8LearningResources-Capstone.docx

– ## WAL_MBAX_6990_assignmentTemplate1.docx

**## Week8AssignmentInstructions-Capstone.docx**

**Week 8 Assignment**

**Capstone**

**Section 3: The Organizational Strategy- Part 1**

For the Assignments in this module, you will continue in the role of a consultant who has been hired by the CEO of your selected company to lead a tiger team tasked with addressing issues the organization is facing.

You will continue to use the same organization you selected in Week 1. You have already analyzed the culture, social and economic climate, and purpose of the organization and evaluated the organization’s health and readiness and opportunities for change. In this final section, you will combine all your previous work and develop a strategy for the organization to address the issue(s) you have identified and help improve its performance over the next 3–5 years. As in previous weeks and for the purposes of this exercise, you are at liberty to use your creativity to fill in gaps in the details about the organization. Be sure to consider the different functional areas, or business units, within the organization to ensure thorough strategy development, validation, and implementation.

This week, you will begin to compile Section 3 of your playbook. Be sure to address the requirements for Part 1 and include specific examples (where appropriate) and relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your work.

**To prepare for this Assignment:**

· Return to your MBAX 6990 Assignment Template to complete Section 3—Part 1 of your strategy playbook.

**Submit** your 2- to 3-page strategy development for the selected organization, to include the following:

**Part 1: Developing the Strategy**

· Based on the organizational issue previously identified (and in light of the organization’s mission, culture, and practices), propose the strategy you will develop for the organization related to improved organizational performance.

· Examine how the diverse perspectives of the organization’s internal and external customers/stakeholders (i.e., customers, employees, and the community) influence the development and execution of this business strategy.

· Identify anticipated risks associated with your proposed business strategy.

**## Week8LearningResources-Capstone.docx**

**Week 8 Learning Resources**

**Capstone**

**Developing a Strategy**

Think of some organizations where you have worked or with which you are familiar and consider how the engagement levels are compared among them. Did any of them have extremely high or low levels of engagement from either the employees, customers, or other stakeholders? Most organizations would aim for high levels of engagement, and they will be better equipped to accomplish this through an engagement strategy, which is the concept you will explore through these resources.

· Adobor, H. (2019).
[Opening up strategy formulation: Benefits, risks, and some suggestionsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681319300059?via=ihub).
_Business Horizons_ ,
_62_ (3), 383–393. https://doi.org /10.1016/j.bushor.2019.01.005

· Gruner, R. L. (2021, May 14).
[4 strategies to simplify the customer journey](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06CWV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

· Kinni, T. (2021, March 2).
[Arguing your way to better strategyLinks to an external site.](https://www.strategy-business.com/article/Arguing-your-way-to-better-strategy).
_strategy+business_ , (103). https://www.strategy-business.com/article/Arguing-your-way-to-better-strategy

· Oberholzer-Gee, F. (2021).
[Eliminate strategic overload](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103E-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_99_ (3), 88–97. http://hbr.org

· Reddy, N. (2018, February 12).
[_Want a successful business? Build an effective strategy_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf). Forbes.
[https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf](https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf)

**Internal and External Stakeholder Influence**

Have you ever been disappointed by a product you bought or service you used? Maybe you asked yourself, “Have the people making this ever tried it?” Supposing the company behind the product or service wanted to succeed in business, it would benefit them to hear that feedback and use it to update their strategy to make the necessary improvements. By listening and being more responsive to stakeholders—whether they are external (customers, community) or internal (employees), organizations can incorporate more diverse perspectives into their strategy. Using these resources, you will examine the influence of internal and external stakeholders.

· CECP. (2010, August 10).
[_Michael Porter: Creating shared valueLinks to an external site._](https://www.youtube.com/watch?v=z2oS3zk8VA4)[Video]. YouTube. https://www.youtube.com/watch?v=z2oS3zk8VA4

· Expert Panel Forbes Communications Council. (2021, June 30).
[_13 questions executives can use to assess their own communications plans_ Links to an external site.](https://www.forbes.com/sites/forbescommunicationscouncil/2021/06/30/13-questions-executives-can-use-to-assess-their-own-communications-plans/?sh=1e76a31b5f30). Forbes. https://www.forbes.com/sites/forbescommunicationscouncil/2021/06/30/13-questions-executives-can-use-to-assess-their-own-communications-plans/?sh=1e76a31b5f30

· Lofgren, J. (2020, November 16).
[_Diversity isn’t an outcome; it’s a strategy for business success_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2020/11/16/diversity-isnt-an-outcome-its-a-strategy-for-business-success/?sh=1e5fc09444d5). Forbes. https://www.forbes.com/sites/forbescoachescouncil/2020/11/16/diversity-isnt-an-outcome-its-a-strategy-for-business-success/?sh=1e5fc09444d5

· Morphy, T. (n.d.).
[_Stakeholder influence_ .Links to an external site.](https://www.stakeholdermap.com/stakeholder-influence.html) Stakeholdermap.com. https://www.stakeholdermap.com/stakeholder-influence.html

· Palmer, K. (2020, March 30).
[_How employee diversity benefits the strategic planning process_ Links to an external site.](https://trainingindustry.com/articles/diversity-equity-and-inclusion/how-employee-diversity-benefits-the-strategic-planning-process/). Training Industry. https://trainingindustry.com/articles/diversity-equity-and-inclusion/how-employee-diversity-benefits-the-strategic-planning-process/

· Sedmak, J. (2021, March 11).
[_What is stakeholder engagement, and why is it important for strategic planning?_ Links to an external site.](https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning) SME Strategy Consulting.
[https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning](https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning)

**## WAL_MBAX_6990_assignmentTemplate1.docx**

Strategy Playbook for Exceptional Results

Report prepared by: Replace this text with your name.

Date: Replace this text with the submission date.

Walden University

MBAX 6990: Capstone: Sustainable Business Practices and Strategies

1

Table of Contents
Executive Summary 4
Section 1: The Organizational Profile 5
Part 1: Analyzing the Organizational Culture 6
Heading 6
Heading 6
Heading 6
Part 2: Analyzing the Social and Economic Climate 7
Heading 7
Heading 7
Heading 7
Part 3: Analyzing the Purpose of the Organization 8
Heading 8
Heading 8
Heading 8
Section 2: Organizational Readiness for Change 9
Part 1: Evaluating the Health of the Organization 10
Heading 10
Heading 10
Heading 10
Part 2A: Evaluating the Need and Opportunity for Change 11
Heading 11
Heading 11
Heading 11
Part 2B: Evaluating the Need and Opportunity for Change 12
Heading 12
Heading 12
Heading 12
Part 3: Evaluating Organizational Readiness 13
Heading 13
Heading 13
Heading 13
Section 3: The Organizational Strategy 14
Part 1: Developing the Strategy 15
Heading 15
Heading 15
Heading 15
Part 2: Validating the Strategy 16
Heading 16
Heading 16
Heading 16
Part 3: Implementing the Strategy 17
Heading 17
Heading 17
Heading 17
References 18
Appendix A 19
Appendix B 20

## Executive Summary

Replace this text with your executive summary, which is not to be submitted until Week 8 after all three sections of the strategy playbook have been completed.

## Section 1: The Organizational Profile

## **Part 1: Analyzing the Organizational Culture**

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 1.

### Heading

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### Heading

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### Heading

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## Part 2: Analyzing the Social and Economic Climate

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 2.

### Heading

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### Heading

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### Heading

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## Part 3: Analyzing the Purpose of the Organization

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 3.

### Heading

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### Heading

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### Heading

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## Section 2: Organizational Readiness for Change

## Part 1: Evaluating the Health of the Organization

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 4.

### Heading

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### Heading

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### Heading

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## Part 2A: Evaluating the Need and Opportunity for Change

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### Heading

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### Heading

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### Heading

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## Part 2B: Evaluating the Need and Opportunity for Change

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 5.

### Heading

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### Heading

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### Heading

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## Part 3: Evaluating Organizational Readiness

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 5.

### Heading

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### Heading

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### Heading

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## Section 3: The Organizational Strategy

## Part 1: Developing the Strategy

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 6.

### Heading

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### Heading

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### Heading

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## Part 2: Validating the Strategy

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 7.

### Heading

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### Heading

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## Part 3: Implementing the Strategy

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 8.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## **References**

[Please delete this note before submitting your Assignment. For more information about formatting your reference list, please visit the following site:
[https://academicguides.waldenu.edu/writingcenter/apa/references](https://academicguides.waldenu.edu/writingcenter/apa/references).]

Include appropriately formatted references to support your Assignment. Refer to the Assignment guidelines for further information on the requirements.

## Appendix A

## Appendix B

2

**## WAL_MBAX_6990_assignmentTemplate1.docx**

Strategy Playbook for Exceptional Results

Report prepared by: Replace this text with your name.

Date: Replace this text with the submission date.

Walden University

MBAX 6990: Capstone: Sustainable Business Practices and Strategies

1

Table of Contents
Executive Summary 4
Section 1: The Organizational Profile 5
Part 1: Analyzing the Organizational Culture 6
Heading 6
Heading 6
Heading 6
Part 2: Analyzing the Social and Economic Climate 7
Heading 7
Heading 7
Heading 7
Part 3: Analyzing the Purpose of the Organization 8
Heading 8
Heading 8
Heading 8
Section 2: Organizational Readiness for Change 9
Part 1: Evaluating the Health of the Organization 10
Heading 10
Heading 10
Heading 10
Part 2A: Evaluating the Need and Opportunity for Change 11
Heading 11
Heading 11
Heading 11
Part 2B: Evaluating the Need and Opportunity for Change 12
Heading 12
Heading 12
Heading 12
Part 3: Evaluating Organizational Readiness 13
Heading 13
Heading 13
Heading 13
Section 3: The Organizational Strategy 14
Part 1: Developing the Strategy 15
Heading 15
Heading 15
Heading 15
Part 2: Validating the Strategy 16
Heading 16
Heading 16
Heading 16
Part 3: Implementing the Strategy 17
Heading 17
Heading 17
Heading 17
References 18
Appendix A 19
Appendix B 20

## Executive Summary

Replace this text with your executive summary, which is not to be submitted until Week 8 after all three sections of the strategy playbook have been completed.

## Section 1: The Organizational Profile

## **Part 1: Analyzing the Organizational Culture**

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 1.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 2: Analyzing the Social and Economic Climate

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 2.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 3: Analyzing the Purpose of the Organization

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 3.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Section 2: Organizational Readiness for Change

## Part 1: Evaluating the Health of the Organization

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 4.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 2A: Evaluating the Need and Opportunity for Change

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 4.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 2B: Evaluating the Need and Opportunity for Change

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 5.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 3: Evaluating Organizational Readiness

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 5.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Section 3: The Organizational Strategy

## Part 1: Developing the Strategy

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 6.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 2: Validating the Strategy

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 7.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 3: Implementing the Strategy

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 8.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## **References**

[Please delete this note before submitting your Assignment. For more information about formatting your reference list, please visit the following site:
[https://academicguides.waldenu.edu/writingcenter/apa/references](https://academicguides.waldenu.edu/writingcenter/apa/references).]

Include appropriately formatted references to support your Assignment. Refer to the Assignment guidelines for further information on the requirements.

## Appendix A

## Appendix B

2

**## Week8AssignmentInstructions-Capstone.docx**

**Week 8 Assignment**

**Capstone**

**Section 3: The Organizational Strategy- Part 1**

For the Assignments in this module, you will continue in the role of a consultant who has been hired by the CEO of your selected company to lead a tiger team tasked with addressing issues the organization is facing.

You will continue to use the same organization you selected in Week 1. You have already analyzed the culture, social and economic climate, and purpose of the organization and evaluated the organization’s health and readiness and opportunities for change. In this final section, you will combine all your previous work and develop a strategy for the organization to address the issue(s) you have identified and help improve its performance over the next 3–5 years. As in previous weeks and for the purposes of this exercise, you are at liberty to use your creativity to fill in gaps in the details about the organization. Be sure to consider the different functional areas, or business units, within the organization to ensure thorough strategy development, validation, and implementation.

This week, you will begin to compile Section 3 of your playbook. Be sure to address the requirements for Part 1 and include specific examples (where appropriate) and relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your work.

**To prepare for this Assignment:**

· Return to your MBAX 6990 Assignment Template to complete Section 3—Part 1 of your strategy playbook.

**Submit** your 2- to 3-page strategy development for the selected organization, to include the following:

**Part 1: Developing the Strategy**

· Based on the organizational issue previously identified (and in light of the organization’s mission, culture, and practices), propose the strategy you will develop for the organization related to improved organizational performance.

· Examine how the diverse perspectives of the organization’s internal and external customers/stakeholders (i.e., customers, employees, and the community) influence the development and execution of this business strategy.

· Identify anticipated risks associated with your proposed business strategy.

**## Week8LearningResources-Capstone.docx**

**Week 8 Learning Resources**

**Capstone**

**Developing a Strategy**

Think of some organizations where you have worked or with which you are familiar and consider how the engagement levels are compared among them. Did any of them have extremely high or low levels of engagement from either the employees, customers, or other stakeholders? Most organizations would aim for high levels of engagement, and they will be better equipped to accomplish this through an engagement strategy, which is the concept you will explore through these resources.

· Adobor, H. (2019).
[Opening up strategy formulation: Benefits, risks, and some suggestionsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681319300059?via=ihub).
_Business Horizons_ ,
_62_ (3), 383–393. https://doi.org /10.1016/j.bushor.2019.01.005

· Gruner, R. L. (2021, May 14).
[4 strategies to simplify the customer journey](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06CWV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

· Kinni, T. (2021, March 2).
[Arguing your way to better strategyLinks to an external site.](https://www.strategy-business.com/article/Arguing-your-way-to-better-strategy).
_strategy+business_ , (103). https://www.strategy-business.com/article/Arguing-your-way-to-better-strategy

· Oberholzer-Gee, F. (2021).
[Eliminate strategic overload](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103E-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_99_ (3), 88–97. http://hbr.org

· Reddy, N. (2018, February 12).
[_Want a successful business? Build an effective strategy_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf). Forbes.
[https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf](https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf)

**Internal and External Stakeholder Influence**

Have you ever been disappointed by a product you bought or service you used? Maybe you asked yourself, “Have the people making this ever tried it?” Supposing the company behind the product or service wanted to succeed in business, it would benefit them to hear that feedback and use it to update their strategy to make the necessary improvements. By listening and being more responsive to stakeholders—whether they are external (customers, community) or internal (employees), organizations can incorporate more diverse perspectives into their strategy. Using these resources, you will examine the influence of internal and external stakeholders.

· CECP. (2010, August 10).
[_Michael Porter: Creating shared valueLinks to an external site._](https://www.youtube.com/watch?v=z2oS3zk8VA4)[Video]. YouTube. https://www.youtube.com/watch?v=z2oS3zk8VA4

· Expert Panel Forbes Communications Council. (2021, June 30).
[_13 questions executives can use to assess their own communications plans_ Links to an external site.](https://www.forbes.com/sites/forbescommunicationscouncil/2021/06/30/13-questions-executives-can-use-to-assess-their-own-communications-plans/?sh=1e76a31b5f30). Forbes. https://www.forbes.com/sites/forbescommunicationscouncil/2021/06/30/13-questions-executives-can-use-to-assess-their-own-communications-plans/?sh=1e76a31b5f30

· Lofgren, J. (2020, November 16).
[_Diversity isn’t an outcome; it’s a strategy for business success_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2020/11/16/diversity-isnt-an-outcome-its-a-strategy-for-business-success/?sh=1e5fc09444d5). Forbes. https://www.forbes.com/sites/forbescoachescouncil/2020/11/16/diversity-isnt-an-outcome-its-a-strategy-for-business-success/?sh=1e5fc09444d5

· Morphy, T. (n.d.).
[_Stakeholder influence_ .Links to an external site.](https://www.stakeholdermap.com/stakeholder-influence.html) Stakeholdermap.com. https://www.stakeholdermap.com/stakeholder-influence.html

· Palmer, K. (2020, March 30).
[_How employee diversity benefits the strategic planning process_ Links to an external site.](https://trainingindustry.com/articles/diversity-equity-and-inclusion/how-employee-diversity-benefits-the-strategic-planning-process/). Training Industry. https://trainingindustry.com/articles/diversity-equity-and-inclusion/how-employee-diversity-benefits-the-strategic-planning-process/

· Sedmak, J. (2021, March 11).
[_What is stakeholder engagement, and why is it important for strategic planning?_ Links to an external site.](https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning) SME Strategy Consulting.
[https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning](https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning)

**## WAL_MBAX_6990_assignmentTemplate1.docx**

Strategy Playbook for Exceptional Results

Report prepared by: Replace this text with your name.

Date: Replace this text with the submission date.

Walden University

MBAX 6990: Capstone: Sustainable Business Practices and Strategies

1

Table of Contents
Executive Summary 4
Section 1: The Organizational Profile 5
Part 1: Analyzing the Organizational Culture 6
Heading 6
Heading 6
Heading 6
Part 2: Analyzing the Social and Economic Climate 7
Heading 7
Heading 7
Heading 7
Part 3: Analyzing the Purpose of the Organization 8
Heading 8
Heading 8
Heading 8
Section 2: Organizational Readiness for Change 9
Part 1: Evaluating the Health of the Organization 10
Heading 10
Heading 10
Heading 10
Part 2A: Evaluating the Need and Opportunity for Change 11
Heading 11
Heading 11
Heading 11
Part 2B: Evaluating the Need and Opportunity for Change 12
Heading 12
Heading 12
Heading 12
Part 3: Evaluating Organizational Readiness 13
Heading 13
Heading 13
Heading 13
Section 3: The Organizational Strategy 14
Part 1: Developing the Strategy 15
Heading 15
Heading 15
Heading 15
Part 2: Validating the Strategy 16
Heading 16
Heading 16
Heading 16
Part 3: Implementing the Strategy 17
Heading 17
Heading 17
Heading 17
References 18
Appendix A 19
Appendix B 20

## Executive Summary

Replace this text with your executive summary, which is not to be submitted until Week 8 after all three sections of the strategy playbook have been completed.

## Section 1: The Organizational Profile

## **Part 1: Analyzing the Organizational Culture**

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 1.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

### Heading

Replace or remove this text. Add or remove headings as necessary.

## Part 2: Analyzing the Social and Economic Climate

Replace this text with introductory information. Add or remove headings as necessary. This part is due in Week 2.

### Heading

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## Part 3: Analyzing the Purpose of the Organization

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## Section 2: Organizational Readiness for Change

## Part 1: Evaluating the Health of the Organization

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## Part 2A: Evaluating the Need and Opportunity for Change

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## Part 2B: Evaluating the Need and Opportunity for Change

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## Part 3: Evaluating Organizational Readiness

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## Section 3: The Organizational Strategy

## Part 1: Developing the Strategy

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## Part 2: Validating the Strategy

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## Part 3: Implementing the Strategy

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## **References**

[Please delete this note before submitting your Assignment. For more information about formatting your reference list, please visit the following site:
[https://academicguides.waldenu.edu/writingcenter/apa/references](https://academicguides.waldenu.edu/writingcenter/apa/references).]

Include appropriately formatted references to support your Assignment. Refer to the Assignment guidelines for further information on the requirements.

## Appendix A

## Appendix B

2

**## Week8AssignmentInstructions-Capstone.docx**

**Week 8 Assignment**

**Capstone**

**Section 3: The Organizational Strategy- Part 1**

For the Assignments in this module, you will continue in the role of a consultant who has been hired by the CEO of your selected company to lead a tiger team tasked with addressing issues the organization is facing.

You will continue to use the same organization you selected in Week 1. You have already analyzed the culture, social and economic climate, and purpose of the organization and evaluated the organization’s health and readiness and opportunities for change. In this final section, you will combine all your previous work and develop a strategy for the organization to address the issue(s) you have identified and help improve its performance over the next 3–5 years. As in previous weeks and for the purposes of this exercise, you are at liberty to use your creativity to fill in gaps in the details about the organization. Be sure to consider the different functional areas, or business units, within the organization to ensure thorough strategy development, validation, and implementation.

This week, you will begin to compile Section 3 of your playbook. Be sure to address the requirements for Part 1 and include specific examples (where appropriate) and relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your work.

**To prepare for this Assignment:**

· Return to your MBAX 6990 Assignment Template to complete Section 3—Part 1 of your strategy playbook.

**Submit** your 2- to 3-page strategy development for the selected organization, to include the following:

**Part 1: Developing the Strategy**

· Based on the organizational issue previously identified (and in light of the organization’s mission, culture, and practices), propose the strategy you will develop for the organization related to improved organizational performance.

· Examine how the diverse perspectives of the organization’s internal and external customers/stakeholders (i.e., customers, employees, and the community) influence the development and execution of this business strategy.

· Identify anticipated risks associated with your proposed business strategy.

**## Week8LearningResources-Capstone.docx**

**Week 8 Learning Resources**

**Capstone**

**Developing a Strategy**

Think of some organizations where you have worked or with which you are familiar and consider how the engagement levels are compared among them. Did any of them have extremely high or low levels of engagement from either the employees, customers, or other stakeholders? Most organizations would aim for high levels of engagement, and they will be better equipped to accomplish this through an engagement strategy, which is the concept you will explore through these resources.

· Adobor, H. (2019).
[Opening up strategy formulation: Benefits, risks, and some suggestionsLinks to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://www.sciencedirect.com/science/article/pii/S0007681319300059?via=ihub).
_Business Horizons_ ,
_62_ (3), 383–393. https://doi.org /10.1016/j.bushor.2019.01.005

· Gruner, R. L. (2021, May 14).
[4 strategies to simplify the customer journey](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH06CWV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_ , 1–6. http://hbr.org

· Kinni, T. (2021, March 2).
[Arguing your way to better strategyLinks to an external site.](https://www.strategy-business.com/article/Arguing-your-way-to-better-strategy).
_strategy+business_ , (103). https://www.strategy-business.com/article/Arguing-your-way-to-better-strategy

· Oberholzer-Gee, F. (2021).
[Eliminate strategic overload](https://waldenu.instructure.com/courses/247046/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR2103E-PDF-ENG%2Frich-text).
_Harvard Business Review_ ,
_99_ (3), 88–97. http://hbr.org

· Reddy, N. (2018, February 12).
[_Want a successful business? Build an effective strategy_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf). Forbes.
[https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf](https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-strategy/?sh=4debe0a869bf)

**Internal and External Stakeholder Influence**

Have you ever been disappointed by a product you bought or service you used? Maybe you asked yourself, “Have the people making this ever tried it?” Supposing the company behind the product or service wanted to succeed in business, it would benefit them to hear that feedback and use it to update their strategy to make the necessary improvements. By listening and being more responsive to stakeholders—whether they are external (customers, community) or internal (employees), organizations can incorporate more diverse perspectives into their strategy. Using these resources, you will examine the influence of internal and external stakeholders.

· CECP. (2010, August 10).
[_Michael Porter: Creating shared valueLinks to an external site._](https://www.youtube.com/watch?v=z2oS3zk8VA4)[Video]. YouTube. https://www.youtube.com/watch?v=z2oS3zk8VA4

· Expert Panel Forbes Communications Council. (2021, June 30).
[_13 questions executives can use to assess their own communications plans_ Links to an external site.](https://www.forbes.com/sites/forbescommunicationscouncil/2021/06/30/13-questions-executives-can-use-to-assess-their-own-communications-plans/?sh=1e76a31b5f30). Forbes. https://www.forbes.com/sites/forbescommunicationscouncil/2021/06/30/13-questions-executives-can-use-to-assess-their-own-communications-plans/?sh=1e76a31b5f30

· Lofgren, J. (2020, November 16).
[_Diversity isn’t an outcome; it’s a strategy for business success_ Links to an external site.](https://www.forbes.com/sites/forbescoachescouncil/2020/11/16/diversity-isnt-an-outcome-its-a-strategy-for-business-success/?sh=1e5fc09444d5). Forbes. https://www.forbes.com/sites/forbescoachescouncil/2020/11/16/diversity-isnt-an-outcome-its-a-strategy-for-business-success/?sh=1e5fc09444d5

· Morphy, T. (n.d.).
[_Stakeholder influence_ .Links to an external site.](https://www.stakeholdermap.com/stakeholder-influence.html) Stakeholdermap.com. https://www.stakeholdermap.com/stakeholder-influence.html

· Palmer, K. (2020, March 30).
[_How employee diversity benefits the strategic planning process_ Links to an external site.](https://trainingindustry.com/articles/diversity-equity-and-inclusion/how-employee-diversity-benefits-the-strategic-planning-process/). Training Industry. https://trainingindustry.com/articles/diversity-equity-and-inclusion/how-employee-diversity-benefits-the-strategic-planning-process/

· Sedmak, J. (2021, March 11).
[_What is stakeholder engagement, and why is it important for strategic planning?_ Links to an external site.](https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning) SME Strategy Consulting.
[https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning](https://www.smestrategy.net/blog/stakeholder-engagement-management-for-strategic-planning)

**## WAL_MBAX_6990_assignmentTemplate1.docx**

Strategy Playbook for Exceptional Results

Report prepared by: Replace this text with your name.

Date: Replace this text with the submission date.

Walden University

MBAX 6990: Capstone: Sustainable Business Practices and Strategies

1

Table of Contents
Executive Summary 4
Section 1: The Organizational Profile 5
Part 1: Analyzing the Organizational Culture 6
Heading 6
Heading 6
Heading 6
Part 2: Analyzing the Social and Economic Climate 7
Heading 7
Heading 7
Heading 7
Part 3: Analyzing the Purpose of the Organization 8
Heading 8
Heading 8
Heading 8
Section 2: Organizational Readiness for Change 9
Part 1: Evaluating the Health of the Organization 10
Heading 10
Heading 10
Heading 10
Part 2A: Evaluating the Need and Opportunity for Change 11
Heading 11
Heading 11
Heading 11
Part 2B: Evaluating the Need and Opportunity for Change 12
Heading 12
Heading 12
Heading 12
Part 3: Evaluating Organizational Readiness 13
Heading 13
Heading 13
Heading 13
Section 3: The Organizational Strategy 14
Part 1: Developing the Strategy 15
Heading 15
Heading 15
Heading 15
Part 2: Validating the Strategy 16
Heading 16
Heading 16
Heading 16
Part 3: Implementing the Strategy 17
Heading 17
Heading 17
Heading 17
References 18
Appendix A 19
Appendix B 20

## Executive Summary

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## Section 1: The Organizational Profile

## **Part 1: Analyzing the Organizational Culture**

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## Part 2: Analyzing the Social and Economic Climate

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## Part 3: Analyzing the Purpose of the Organization

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## Section 2: Organizational Readiness for Change

## Part 1: Evaluating the Health of the Organization

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## Part 2A: Evaluating the Need and Opportunity for Change

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## Part 2B: Evaluating the Need and Opportunity for Change

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## Part 3: Evaluating Organizational Readiness

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## Section 3: The Organizational Strategy

## Part 1: Developing the Strategy

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### Heading

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## Part 2: Validating the Strategy

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## Part 3: Implementing the Strategy

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### Heading

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### Heading

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## **References**

[Please delete this note before submitting your Assignment. For more information about formatting your reference list, please visit the following site:
[https://academicguides.waldenu.edu/writingcenter/apa/references](https://academicguides.waldenu.edu/writingcenter/apa/references).]

Include appropriately formatted references to support your Assignment. Refer to the Assignment guidelines for further information on the requirements.

## Appendix A

## Appendix B

2