MBA 705 Milestone Three Guidelines And Rubric Overview For T ✓ Solved

Mba 705 Milestone Three Guidelines And Rubricoverview For The Capston

For the capstone assessment, you will create a business implementation plan and audiovisual presentation for the product, service, or idea you have been developing throughout your MBA coursework. In Milestone Three, you will submit the company and key personnel, including an explanation of why your organization is well positioned to carry out the project, how the concept fits with your organization’s core competencies, and the type of corporate culture that will offer the best chance for successful implementation. Additionally, define the key roles, responsibilities, and qualifications of the cross-functional team responsible for implementing the project, including your own role and contingency plans if team composition needs to change.

Ensure your submission addresses how the concept aligns with the organization’s core competencies, details the corporate culture conducive to success, specifies key roles and qualifications of the implementation team (including your role), and outlines contingency plans for team adjustments. The draft should be 5-8 pages in length, formatted in 12-point Times New Roman font with one-inch margins, and include relevant visuals in appendices. All sources must be cited in APA style, with at least 5 scholarly references.

Sample Paper For Above instruction

In crafting an effective business implementation plan for a new product initiative, it is vital to consider how the organization's core competencies provide a strategic advantage in deploying the project. Core competencies, as defined by Prahalad and Hamel (1990), are the unique capabilities that give a company a competitive edge, including specialized skills, technologies, or processes. For this reason, aligning a new product concept with these core strengths ensures that the organization leverages its inherent advantages to maximize success. For instance, a technology company with robust research and development capabilities will find it advantageous to introduce innovative products that are rooted in its technical expertise and prior innovations.

The alignment of a new project with organizational core competencies necessitates a thorough analysis of existing strengths and how they can be harnessed to support the new initiative. This involves assessing the firm's technological assets, customer relationships, operational efficiencies, and employee skills. For example, if an organization's core competency lies in customer service excellence, the implementation of a new customer-centric platform can be accelerated through existing service delivery strengths. Such alignment not only enhances the likelihood of project success but also optimizes resource utilization by reducing redundancy and leveraging existing knowledge.

Moreover, fostering a suitable corporate culture is fundamental to project implementation. An innovative and adaptable culture, characterized by openness to change, risk-taking, and continuous learning, creates an environment conducive to navigating challenges and embracing new ideas. Denison (1990) emphasizes that organizations with flexible, participative cultures are more agile and better equipped to execute strategic initiatives effectively. Conversely, rigid or risk-averse cultures may impede progress and diminish the organization's capacity to adapt to unforeseen obstacles during implementation.

In the context of this project, cultivating a culture that encourages collaboration, accountability, and innovation will be critical. This involves promoting transparency, providing ongoing training, and recognizing contributions, thereby motivating team members and reinforcing a shared vision. Implementing structured communication channels and fostering cross-functional teamwork facilitates knowledge sharing and accelerates problem-solving, ultimately supporting successful project delivery.

Identifying and clearly defining key roles within the implementation team is essential. The team should encompass representatives from various functional areas such as marketing, operations, finance, and technology, each with specified responsibilities aligned with their expertise. For example, the marketing team might focus on market analysis and product promotion, while the operations team ensures supply chain readiness. The qualifications for these roles include relevant industry experience, technical knowledge, and leadership skills. Where specific individuals are not yet assigned, role descriptions should specify the necessary skills and expected contributions.

Your own role, perhaps as a project manager or team leader, involves coordinating activities, ensuring deadlines are met, and facilitating communication among team members. Effective leadership creates a cohesive environment where responsibilities are clear, and accountability is maintained. Should team composition need adjustment due to unforeseen circumstances, contingency plans must be in place. These include cross-training team members, maintaining a pool of qualified alternates, and establishing flexible timelines to accommodate substitution or reevaluation of roles.

In conclusion, a well-structured implementation plan that aligns with core competencies, fosters a supportive corporate culture, and clarifies team roles—including contingency strategies—significantly enhances the likelihood of project success. Establishing these elements early in the planning process ensures that the organization is prepared to adapt and overcome challenges throughout implementation, ultimately leading to the realization of strategic goals and sustained competitive advantage.

References

• Denison, D. R. (1990). Corporate culture and organizational effectiveness. Wiley.
• Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
• Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business School Press.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
• Wheelwright, S. C., & Clark, K. B. (1992). Revolutionizing product development: Quantum leaps in speed, efficiency, and quality. Free Press.
• Grant, R. M. (2019). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
• Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy. Pearson Education.