Lasa 2 Capstone Strategic Audit Unsatisfactory

Lasa 2capstone Strategic Auditunsatisfactory70 77c To Cemerging

Summarize the significant findings of your analyses. A concise and insightful summary of the significant findings of your analysis findings and the recommendations you have for your executive team. (Course Objective [CO] 1, 3) Executive summary is unclear or incomplete throughout. The overview only addresses some of the findings from the analyses, or the findings discussed are inaccurate. Executive summary is somewhat unclear or is slightly incomplete. It provides a broad overview of the findings from the analyses.

Identify the most important Strategic Issues facing your business unit. CO 1,3 Too many apparent Strategic Issues are missing, or issues identified are inappropriate to the business or too vague. Examples, evidence, and information gathered in previous assignments are present, but they do not clearly support issues identified and/or they are inappropriate in relation to Strategic Issues. Most of the apparent Strategic Issues are identified, but some are missing. Many are specific, but some are slightly vague. Examples, evidence, and information gathered in previous assignments are used, but how they support issues identified and/or their explanation must be inferred. The most apparent Strategic Issues are identified. They are specific and detailed in a brief explanation. Specific examples, evidence, and information gathered in previous assignments are appropriately used to support issues identified and/or their explanation. The most important, but apparent and subtle, Strategic Issues are identified. They are insightful, focused, and detailed in a brief explanation. Specific examples, evidence, and information gathered in both the previous assignments and in external research are used to illustrate or support issues identified and/or their explanation.

Represent all misalignments found in the following categories: Product portfolio, Structure, Organizational culture/behavior, Value chain actions, Performance measures CO 1,4 Identifies a few strategic misalignments appropriately, but many are either missing or inaccurate. It describes elements of the organization that do not align with the strategy, but some are inaccurate or severely incomplete. Too many misalignments are missing relevant facts or findings from the research; its impact on organizational performance is stated but inaccurate or unreasonable. Collectively, the misalignments address many of the following categories, but they do not represent an appropriate or complete review: product portfolio, structure, organization culture/behavior, value chain actions, and performance measures. Examples, evidence, and information gathered in previous assignments are present, but they do not clearly support misalignment diagnosis and analysis and/or they are inappropriate. Identifies most strategic misalignments appropriately and describes elements of the organization that do not align with the strategy, but more specificity is needed. Most misalignments are diagnosed using relevant facts and findings from the research, and its impact on organizational performance is stated, but is unclear or incomplete. Collectively, the misalignments represent a broad review of the following categories, but more specificity is needed in a few: product portfolio, structure, organization culture/behavior, value chain actions, and performance measures. Examples, evidence, and information gathered in previous assignments are used, but how they support misalignment diagnosis and analysis must be inferred. Identifies strategic misalignments and describes elements of the organization that do not align with the strategy. Each misalignment is diagnosed using relevant facts and findings from the research and previous assignments, and its impact on organizational performance is clearly stated. Collectively, the misalignments represent a complete review of the following categories: product portfolio, structure, organization culture/behavior, value chain actions, and performance measures. Specific examples, evidence, and information gathered in previous assignments are appropriately used to support misalignment diagnosis and analysis. Identifies strategic misalignments describes elements of the organization that do not align with the strategy. Each misalignment is diagnosed using relevant facts and findings from previous assignments or external research, and its impact on organizational performance is clearly stated. Collectively, the misalignments represent a critical review of the following categories: product portfolio, structure, organization culture/behavior, value chain actions, and performance measures. Analysis demonstrates strong systems thinking that sees organizational performance as the result of group behavior that is shaped by the work setting and the elements that create it. Specific examples, evidence, and information gathered in the previous assignments, the course material, and in external research are used to support misalignment diagnosis and analysis.

Provide recommendations for Strategic Issue and explain how it will resolve the issue. CO 2, 3 Recommendations for each Strategic Issue are present, but too many are unclear in their explanation. Many recommendations are inappropriate for either the issue or the business at hand. Explanation of how the recommendation will resolve the issue is present, but unreasonable or severely incomplete. Examples, evidence, and information gathered in previous assignments are present, but they do not clearly support recommendations and their effect and/or they are inappropriate. Recommendations for each Strategic Issue are present, but some are either too vague or not clearly explained. Most recommendations are appropriate for both the issue and the business at hand. Explanation of how the recommendation will resolve the issue is present and reasonable, but is unclear or somewhat incomplete. Examples, evidence, and information gathered in previous assignments are used, but how they support recommendations and their effect must be inferred. Recommendations for each Strategic Issue are specific, focused, and clearly explained. Each is appropriate for both the issue and the business at hand. Explanation of how the recommendation will resolve the issue is clear, complete, and reasonable. Specific examples, evidence, and information gathered in previous assignments, in external research, and material gathered in class, are used to illustrate or support recommendations and their effect.

Arguments and supporting facts are not clearly linked nor presented in a logical sequence. Arguments not supported by relevant data. Contradictions in argument and data appear. Most material is properly referenced and cited according to APA standards. Errors are infrequent, isolated, and minor. Arguments not fully supported by relevant data, or contain broad assumptions not supported by facts. Executive Summary exceeds prescribed page length. Arguments and supporting facts are not always clearly linked and presented in a logical sequence, leading to confusion. Most material is properly referenced and cited according to APA standards. Errors are infrequent, isolated, and minor. Arguments and supporting facts are presented logically and in a natural sequence. Summary presents and follows a consistent theme and style Writing style is concise, fact-based and eliminates clutter such as jargon, overly descriptive adjectives and dramatic phrases. All material is properly referenced and cited according to APA standards. Arguments and supporting facts are presented logically and in a natural sequence. Summary presents and follows a consistent theme and style Writing style is concise, fact-based and eliminates clutter such as jargon, overly descriptive adjectives and dramatic phrases. All material is properly referenced and cited according to APA standards.

Writing is unclear and disorganized and rereading to solidify understanding is frequently necessary. Although an attempt at ethical scholarship is attempted, it is sloppy or incomplete throughout. Spelling, grammar, or punctuation errors severely interfere with readers’ comprehension. Writing is somewhat clear and is somewhat organized, although rereading to solidify understanding is occasionally necessary. It demonstrates an attempt at ethical scholarship in accurate representation and attribution of sources, but errors are occasional or minor. Writing has good spelling, grammar, and punctuation, but errors somewhat interfere with readers’ comprehension. Writing is clear, concise, and in an organized manner; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation. Writing is clear, concise, and in an organized manner; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation.

PowerPoint presentation is unclear or incomplete throughout. Only addresses some of the findings and recommendations or those addressed are inaccurate. Does not include all of the required elements: Title, Agenda, Summary of Audit, Recommendations, Key Measurements, Risks and Benefits, Call to Action, Next Steps. PowerPoint presentation is somewhat unclear or is slightly incomplete. It provides a broad overview of the findings and recommendations. Includes most of the required elements: Title, Agenda, Summary of Audit, Recommendations, Key Measurements, Risks and Benefits, Call to Action, Next Steps. PowerPoint presentation is clear, complete, and provides an accurate summary of the audit and recommendations of the most significant findings from all the analyses. Includes all of the required elements: Title, Agenda, Summary of Audit, Recommendations, Key Measurements, Risks and Benefits, Call to Action, Next Steps. Power Point Presentation summarizes the audit and recommendations in a compelling manner that persuades senior management to explore and possibly implement recommendations. Includes all of the required elements: Title, Agenda, Summary of Audit, Recommendations, Key Measurements, Risks and Benefits, Call to Action, Next Steps.

Paper For Above instruction

The strategic audit for the current business unit reveals several critical insights and areas for improvement that are essential for guiding future strategic directions. The analysis demonstrates that while the organization exhibits some strengths, such as a diversified product portfolio and competent organizational structure, significant misalignments and strategic issues hinder optimal performance and growth opportunities. An effective executive summary must encapsulate these findings concisely and provide actionable recommendations that address the core strategic challenges.

One of the most pressing issues identified concerns the misalignment between the organization’s structure and its strategic goals. For instance, the existing hierarchy limits agility and impedes rapid decision-making, critical in today’s fast-paced markets. External research supports this observation, illustrating that flexible and decentralized organizational structures often enhance responsiveness, innovation, and competitive advantage (Katzenbach & Smith, 2018). The misalignment manifests also within the organizational culture, where resistance to change hampers strategic initiatives aimed at digital transformation and market expansion. This cultural inertia is partly rooted in long-standing norms and behaviors that favor stability over innovation, as evidenced by employee surveys and internal feedback (Schein, 2017).

Further, the product portfolio appears somewhat disconnected from emerging market needs, with overemphasis on mature products that are declining in profitability. External market analyses reveal that competitors adapting quickly to consumer preferences through innovation and diversification tend to outperform organizations sticking to legacy products (Porter, 1985). Such misalignment suggests a need for strategic realignment towards high-growth segments and investment in new product development aligned with customer insights and technological trends.

These strategic misalignments are compounded by inadequacies within the value chain, where certain activities do not support the overarching strategic objectives. For example, supply chain inefficiencies and outdated logistics practices hinder cost competitiveness and responsiveness. The performance measures currently employed fail to adequately capture the effectiveness of strategic initiatives, resulting in a lack of clear accountability and performance feedback mechanisms (Kaplan & Norton, 2001). A comprehensive review indicates the importance of integrating performance metrics that align with strategic priorities, ensuring performance measurement becomes a driver for continuous improvement.

Based on these findings, several well-founded recommendations are proposed to address these challenges. Firstly, restructuring the organization into a more flexible, decentralized format can enhance agility and innovation, better supporting strategic growth objectives. This change should be accompanied by cultural initiatives, such as leadership development and change management programs, to foster a mindset receptive to change (Schein, 2017). Secondly, the product portfolio must be realigned to focus on high-growth, customer-centric segments and emerging technologies, facilitated by a rigorous new product development process based on market insights and competitive analysis (Porter, 1985).

Thirdly, optimizing the value chain through supply chain upgrades, adopting just-in-time logistics, and integrating advanced information systems will improve responsiveness and reduce costs. These operational improvements should be paired with the development of performance measures that clearly link operational metrics to strategic objectives, ensuring accountability and fostering a culture of continuous improvement (Kaplan & Norton, 2001). Implementing these recommendations will directly tackle the root causes of strategic misalignments, improve organizational performance, and enhance long-term competitiveness.

Furthermore, cultivating a culture that embraces innovation and change is vital. Leadership should articulate a clear vision that emphasizes flexibility, adaptability, and a customer-centric focus. Training programs, employee engagement initiatives, and transparent communication channels will help embed these values into daily operations. External research supports the notion that alignment between organizational culture and strategic intent significantly impacts overall performance (Schein, 2017).

In conclusion, the strategic audit underscores the importance of aligning organizational structure, culture, product offerings, and operational processes with overarching strategic goals. Addressing these misalignments through targeted redesigns, market-oriented product development, operational efficiencies, and cultural transformation will position the organization to capitalize on growth opportunities and sustain competitive advantage in dynamic markets.

References

• Katzenbach, J., & Smith, D. (2018). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.
• Schein, E. H. (2017). Organizational Culture and Leadership (5th ed.). Wiley.
• Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
• Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Publishing.