Final Assignment Grading Rubric Course MT460 Unit 10 Points

Final Assignment Grading Rubriccourse Mt460 Unit 10 Points 12

Develop a strategic plan for a Fortune 1000 company, incorporating an entrepreneurial approach into the existing strategic planning model. Create a comprehensive PowerPoint presentation that evaluates the company’s background, vision, leadership, social responsibility, external and internal environments, innovation, strategic analysis, and various strategies. The presentation should include long-term and short-term objectives, tactics, and considerations for restructuring and refocusing efforts to support growth and agility. Ensure the presentation follows APA formatting, includes citations, and consists of 12 to 14 slides with no more than five bullets per slide, each under ten words. Provide clear notes supporting each slide’s content.

Paper For Above instruction

The Final Assignment for the course MT460 involves developing an in-depth strategic management presentation for a Fortune 1000 company, emphasizing the integration of entrepreneurial strategies within the existing strategic plan. The purpose is to deliver a comprehensive analysis and strategic framework that can guide the company’s growth over a three to five-year period. This task requires a detailed examination of various aspects of the organization, including its background, vision, leadership, corporate social responsibility practices, external and internal environments, innovative initiatives, and strategic choices.

In selecting a company, students can choose either a well-known, large Fortune 1000 organization or a smaller local entity that offers sufficient available information. The project must be formatted as a PowerPoint presentation, with each slide containing concise bulleted points (no more than five bullets and ten words per bullet), supported by detailed notes in the Notes section, formatted according to current APA standards. The presentation should include an introduction and a conclusive summary, covering the following key areas:

Company Background

This section should provide a brief history of the organization, its core products or services, primary customer base, and its strategic planning model. A review of past successes and failures within its strategic processes should also be included to contextualize the upcoming strategic recommendations.

Vision, Mission, and Organizational Values

The company's vision statement, mission statement, core purpose, values, and overarching philosophy should be articulated clearly. The alignment of these elements with organizational goals and objectives must be explained to illustrate how they support strategic initiatives.

Leadership and Organizational Culture

This part analyzes how the new grand strategy will influence leadership structures, organizational hierarchy, and cultural dynamics. The discussion should include pathways for transforming the organization into a more agile and virtual entity, along with strategies for managing the strategy-culture interface during change implementation.

Corporate Social Responsibility and Business Ethics

The company's stakeholder approach to social responsibility should be examined, including current CSR initiatives and ethical policies. Considerations on the trends shaping corporate social responsibility and how policies empower employees toward socially responsible behaviors are essential. The company's code of conduct and leadership practices related to ethics should be highlighted.

External Environment Analysis

The analysis of external opportunities and threats considers economic, social, political, technological, ecological, and international factors. The discussion should include how the company currently adapts to external forces, its global strategic initiatives, and its utilization of international markets for growth.

Internal Environment Analysis and Strategic Control

This section evaluates internal strengths and weaknesses, proposing strategic control tools such as the Balanced Scorecard to monitor and ensure continuous improvement. Recommendations for managing strategic implementation effectively should be provided.

Innovation and Entrepreneurship

Concepts of incremental and breakthrough innovation are explored, along with the associated risks. The proposed strategic orientation—whether incremental or breakthrough—should be justified, demonstrating how it fosters ongoing improvement. The entrepreneurial or intrapreneurial nature of the strategy should also be explained, including its benefits.

Strategic Analysis and Choice

A discussion on why choosing a grand strategy (e.g., growth, diversification, acquisition, or other) is preferable over generic strategies should be included, emphasizing long-term sustainability and competitiveness.

Long-Term and Short-Term Objectives

Long-term objectives aligning with the selected grand strategy should be outlined, supported by an explanation of past and current strategic approaches. A new, suitable grand strategy must be recommended and justified for sustained growth.

Short-term objectives and tactical initiatives necessary to implement the overarching strategy should be detailed, emphasizing coordination across functional areas.

Restructuring and Reengineering

This segment discusses restructuring, reengineering, and refocusing efforts, including the potential use of outsourcing or modular organization structures to enhance agility and virtual operations, aligning with the new strategic direction.

Conclusion

The conclusion synthesizes the strategic plan, reinforcing the expected outcomes and organizational benefits of implementing the proposed strategies. It should articulate the strategic vision for future growth and competitiveness.

Throughout the presentation, current APA format must be maintained for citations and references. The final product should demonstrate critical thinking, strategic insight, and clarity, effectively communicating recommendations to the Board of Directors. The use of credible sources and industry data supports the analysis, making the presentation both academically rigorous and practically applicable.

References

• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Grant, R. M. (2019). Contemporary strategy analysis: Text and cases. Wiley.
• David, F. R. (2017). Strategic management: Concepts and cases. Pearson.
• Hill, C. W. L., & Jones, G. R. (2012). Strategic management: An integrated approach. Houghton Mifflin.
• Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Review Press.
• Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.
• Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic management: Concepts and cases: Competitiveness and globalization. Cengage Learning.
• Yip, G. S. (1989). Global strategy...In a world of nations? Sloan Management Review, 31(1), 43–52.
• Ansoff, H. I. (1957). Strategies for diversification. Harvard Business Review, 35(5), 113–124.