Assessment Task: Strategic Enterprise Plan
This assessment task is ideally undertaken in small groups, i.e. around 3 - 4 persons.
However, in certain situations it may be allowable for the task to be undertaken individually, but this would have to be approved by the MBA Director or the Course Coordinator.
Background/Overview -
This two-staged assessment task centres on both the process of, and development of, a strategic plan.
It brings together all the requisite aspects of strategic business planning/decision making, culminating in a fully integrated and robust strategic business plan being developed and presented.
As such, it draws on key theory and principles that have formed the basis of many of the courses you have undertaken as part of the MBA program.
However, this assessment requires students to have not just a demonstrated knowledge of the core principles, etc. BUT an ability to (a) integrate these and (b) apply them in a real-life business plan.
This reflects the capstone nature of this course and part of the assessment is designed to equip you with "decision making ready" skills/capabilities and for you to be an effective contributor to wider business planning activities in future situations.
While there is a very clear emphasis on your own research, analysis, thinking, planning and creativity your report must be based on well-developed arguments, logic, evidence and rationale.
As such it will be necessary to undertake considerable research, analysis and synthesis to develop your ideas.
A key aspect is to be able to support your ideas and direction, etc. with logic and evidence. To this end you will need to reference key material used in this assessment task.
Referencing is not just related to meeting academic criteria, referencing also reinforces to the reader, (e.g. potential investors) the underlying logic and rigour of your plan, etc.
Task Requirement -
Working in groups of 3-4 people you are required to develop a fully integrated strategic business plan - from initial research through to final implementation/review, etc. of the actual plan.
This will require all keys facets to be considered and of course to include the key area of implementation and performance measurement. It is not just about the direction but also a sense of how the firm/organisation can successfully implement the plan.
Inherent in this is the need to address key risk areas and associated risk mitigation measures the organisation might need to have in place.
A series of workshops and material will provide insight and guidance to both the strategic planning process and the creation of an actual strategic business plan.
Suggested Firms/Organisations
There are several options that could be considered:
1. Start-up Business/Organisation - developing a business case for a non-existent firm. This might be the "blue print" for a business model concept.
2. Existing Business - developing a future strategic direction for an existing firm/organisation. Examples might include firms where you access to good information/data or an ability to develop a VERY sound base understanding
- High profile/publicly listed firms where there is a wide range of public domain information
- Case studies - firms where RECENT case studies provide a good base understanding
- Prior/inside knowledge - it may be a firm that you are working in, or have worked in.
3. Take-over Target/Acquisition Opportunity - a further option is to base this task around a business investment opportunity. You would develop the "future direction direction/plan" for a business that is a possible/potential acquisition or merger opportunity/firm.
Your choice of organisation/firm MUST be approved by your lecturer PRIOR to beginning this task.
Also - strategic planning has equal relevance in both the profit and non-profit sector. Consider this when selecting the firm/organisation.
The actual assessment will be in two related parts.
Part A: Strategic Enterprise Plan - Proposal
In the early stages of this course you will be required to provide a proposal/presentation to both the lecturer and others in your cohort outlining key factors such as:
- Selected firm/organisation
- Underlying issues to be addressed
- Research methodology
- Information/data sources
- Likely/possible key challenges in developing the plan, etc.
- Key outcomes and timeframes
This is very similar to a business consultant proposal to a firm - done in response to a request by the firm to have some business planning/business plan developed.
This is typically done prior to any detailed work being undertaken and prior to any approval being given.
In a commercial situation, this proposal would also include information on costs, etc.
These proposals will be presented in a workshop format - allowing fellow cohort members to provide advice and ideas. And you doing the same for other cohort members and their respective proposals.
Part B:
At the end of the teaching period you will be required to do the following:
Presentation: This will be to the wider group and might also include other people - maybe with a very real awareness of business plans and business planning. Possible candidates might include financiers involved in assessing business cases, business management consultants, and other lectures.
Ideally this would as a Power Point presentation format - with ensuing discussion and debate.
The above format will allow for constructive criticism, review and feedback to be provided - with you doing the same for other business case presentations.
Report: After the presentation/workshop session (taking into account the feedback etc.) you will be required to develop a fully integrated business plan. The plan will cover all key aspects of a strategic enterprise plan.
Guidance on how to develop a strategic plan will be provided in workshop session and associated readings, etc. Some sample business plans will also be made available.
Format: Part A and Part B
This capstone course is aimed at developing real life capability and skills in applied business planning.
As such, the format should reflect this and recognise that the audiences/recipients of the report are more than a lecturer assessing just its academic merit and integrity.
The reports/presentations should be prepared in a very strong commercial/real-life format.
This does NOT mean that you do not have to research widely and that referencing, etc. is not required. These factors are still VERY important.
Word Limit
While there is no upper limit to the size of the Strategic Enterprise Plan, students must take care to reflect quality over quantity. A complex plan, designed to identify and deliver strategic change to an organisation, would take longer than a semester to fully complete, however, a report of at least 3,000 words would not be an unreasonable expectation.
Do not include synopsis, references or bibliography in the word count.
Need to prepare Part A with 1,300 words for the moment.
Attachment:- Business Plan Template.rar