Chat with us, powered by LiveChat You are a business development manager reporting to the vice president (VP) of business development at one of the largest life sciences organizations in the Midwest. Their latest ventur - Wridemy Bestessaypapers

You are a business development manager reporting to the vice president (VP) of business development at one of the largest life sciences organizations in the Midwest. Their latest ventur

You are a business development manager reporting to the vice president (VP) of business development at one of the largest life sciences organizations in the Midwest. Their latest venture is producing a new cancer drug. The recent clinical trials of the organization’s flagship product have shown great success and the owners are considering their options for the future. While the organization has shown constant growth and profitability since its inception in 1999, the owners have decided that it is time to sell. Given the current uncertainty in global markets, the board of directors is not convinced that this is the right approach.

While work is underway to find a potential buyer, the VP has called on you to join the strategic planning team to assess the organization's exit strategy and make recommendations to its board of directors. As part of the strategic planning team, you have been asked to make some initial analyses and help plan for the sale of your organization.

Your first task is to build a guiding coalition; that is, identify the people in the organization who can shape, guide, and sustain the change effort of selling the organization. You will send your recommendations and rationale to the VP.

Identifying people who can effectively lead the change initiative is an important first step. These individuals have the leadership and social skills to ensure that the change effort is communicated throughout the organization; as well, they will report back to the team what employees are saying about the change.

Prompt

Use the organizational chart and the employee personas provided to guide your selection of the guiding coalition for the organization in the scenario. (A text-only version of the organizational chart is available: Text-Only Organizational Chart.)

Specifically, you must address the following rubric criteria:

  1. Recommendation: Use the organizational chart and the personas to identify people who should be part of the guiding coalition. Review the personas to identify the individuals who have the influence and commitment to make a positive impact while providing guidance for the change initiative.
  2. Rationale: Justify your choice of guiding coalition team members. Your responses should address the following for each individual you recommend for the coalition:
    1. What is the person’s title and how many people do they manage?
    2. How long has each person been with the organization?
    3. What area(s) of the organization does this person influence?
    4. What is your rationale for choosing the person? Consider the person’s characteristics for your rationale.
    5. What role will each person fulfill as a member of the guiding coalition?
  3. Team-building strategies: Describe activities and strategies you will introduce to build a well-functioning team. Your response should address the following:
    1. What strategies will help the members align with the change initiative of the organization in the scenario?
    2. What steps or actions will you take to establish a sense of urgency within the team?
    3. How do these activities and strategies help build trust?

Guidelines for Submission

Submit a 3- to 4-page Word document, using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations.

MBA 699 Employee Personas

The first step in putting together the kind of team that can direct a change effort is to find the right members. Characteristics of effective guiding coalition members are:

• A combination of management and leadership skills to develop both plans and vision • Position power • Expertise (discipline, work experience, decision-making ability) • Credibility (good reputation with the firm, in the industry, or both)

The VP of the life sciences organization you are working for has identified the following employees who might be suitable for inclusion in the guiding coalition:

Name Job Role Characterization Past

Experience

With M&A

Span of

Control

Time at

the

Organizati

on (Years)

Job

Satisfactio

n

(1=low,

4=high)

Years

Since

Last

Promoti

on

Juanita Business

Developmen

t Manager

(your

counterpart)

Extremely

intelligent,

motivated, and

productive, she has

been struggling

lately with

managing her time

and commitments

since returning from

maternity leave.

Juanita has

never been

involved in a

merger or an

acquisition,

but she

worked at a

firm during its

complete

reorganization

.

Individual

contributor

(niece of one

of the firm’s

owners)

2 2

n/a

Stan Human

Resources

Manager

Often characterized

as “a complacent

member of human

resources,” Stan is

usually the point of

contact who is

assigned to

company-wide

committees.

Formerly

involved in a

workforce

deployment

change

initiative, he

has familiarity

with what

works (and

doesn’t work)

in a guiding

coalition.

Individual

contributor

8 1 7

Name Job Role Characterization Past

Experience

With M&A

Span of

Control

Time at

the

Organizati

on (Years)

Job

Satisfactio

n

(1=low,

4=high)

Years

Since

Last

Promoti

on

Omar Manufacturi

ng Director

Highly successful

director,

responsible for

opening up the

company’s supply

chain in the Middle

East. Although he

sometimes “rubs

people the wrong

way,” he has proven

effective.

Omar came to

the firm

through an

acquisition

and has been

pleased with

how the

integration

has gone so

far.

Manages 12

manufacturin

g plants

comprising

580 hourly

workers

3 4 n/a

John Research

Director

John is responsible

for the scientific

research behind the

company’s flagship

oncology drug, and

“doesn’t stop until

the job is done.”

A member of

the firm’s

founding

team, he has

seen more

mergers fail

than succeed.

Oversees the

company’s

research labs

in three

countries,

including

more than

100 scientists

22 4 15

Leslie Sales Rep During her tenure

with the firm, Leslie

has consistently met

her sales targets,

exceeding her

quotas every

quarter.

Leslie has

been through

more change

in her career

than most

sales reps.

Individual

contributor

14 2 8

Elaine Acting

Director

Although she has a

reputation for being

difficult to work

with, Elaine is

known for

appreciating

complementary

strengths in others

and is often called

“a true visionary.”

Elaine is a

strong leader

when it comes

to adapting to

changing

situations.

Manages 18

senior

managers

(direct

reports)

10 3 2

Chris Sales

Executive

Known for

“micromanaging,”

Chris has a realistic

sense of his

weaknesses and

limitations.

Chris led the

integration of

two prior

acquisitions

while at

another

company.

Oversees

more than

150 sales

reps around

the world

10 2 4

,

Organization chart

Mirjam Nilsson President

Augusta Bergqvist VP Business Development

Omar Mattsson Manufacturing Director

Flora Berggren VP Worldwide Sales

Elaine Hartwick Acting Director

John Martensson Research Director

Stan Raffety Human Resources Manager

Patrick Heaton Research Lab Manager

Mei Zheng Research Lab Manager

Joanne Lawrence Research Lab Manager

April Hansson Marketing Manager

You! Business Development

Manager

Juanita Gonzalez Business Development

Manager

Angelica Astrom Supply Chain Strategies

Nidal Eidwat Middle Eastern Operations

Ian Smith North American Operations

Chris Botting Sales Executive

Ian Hansson VP Human Resources

Leslie Krupp Sales Rep

MBA 699

Life Sciences Organization

  • MBA 699�Life Sciences Organization

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