Mgmgt650 Final Exam 1 May 2021 Chapters 9-16 Articles Provid

Mgmgt650 Final Exam 1 May 2021 Chapters 9 16articles Provide You

Mgmgt650 Final Exam 1 May 2021 Chapters 9 16articles Provide You

MGMGT650 Final Exam 1 May 2021 Chapters 9 – 16 Articles provide you with a problem, find a solution. Should not need an outside source for every question, rarely none. Articles in text can drive your answer. Outside sources are not recommended besides sources related to Johnson and Johnson. Use headings, subtitles, or even bullet format.

No giant paragraphs. Chapter 9: International Strategy • Outsourcing Why is this important, how is it useful, why would a company choose this? • Cheaper to produce elsewhere • Profitable to bring in parts from cheaper regions When you think of knowledge, skills, abilities (KSAs), and even collaboration, these things come from outsourcing. If you don’t have KSAs internally within the organization then you’re going to look at outsourcing and it’s a good way to enter different markets, especially when looking at international strategies. Chapter 10: Entrepreneurship and Innovation: • Innovation Dilemmas • Product and Process innovation • Technology Push or Market Pull • Platform Leadership • Diffusion Primarily focus on what every company has, innovation strategy and approach along with the problems associated with it.

Think of market push when it comes to innovation and how that might change different approaches when we think of quality, safety, and their implications of the strategic plan, how the company develops a market for product. Chapter 11 & 12: Mergers and Acquisitions: (SAF Framework) • Suitability – Does it make sense to the current strategic plan addressing key threats and opportunities. • Acceptability – Does it meet the expectations of stakeholders, key stake holders and is the level of risk acceptable? • Feasibility – Would the strategy work in practice? Is it financially sound? Do you have the appropriate KSAs withing the organization? Chapter 13: Strategic Development Process: How much of a strategy is deliberate and how much is emergent.

Recognize whether the company is emergent or deliberate. • Deliberate Strategy • Emergent Strategy Chapter 14: How an Organization is configured: • Understand various control systems, how they may be implemented • Governance component (have controls in place to make sure strategy is effective, if we don’t, there could be dire consequences.) Chapter 15: Change Management • How does change management inform your strategy? • Think about things going on in the business, how can principles of change management inform you to make changes or implementations of your strategy? • Think about Lewin’s Force Field Model, recognition of different barriers to strategic implementation, or different collaboration approaches. • One question in the Exam not related to content, use experiences from BSG.

What type of risk may a company take? Chapter 16: Basically, an overview of the course, how big of a risk may a company take to develop a vaccine program, related to the red text above. Top of Form Question 1 2.5 pts J&J appeared to have a plant in Europe that was successfully making the ingredient. Why did J&J choose to initially outsource production to Emergent? Question 2 2.5 pts What role do organizational control systems play in strategy?

In the case of Emergent, did the control systems at J&J succeed or fail? What would you change? Question 3 2.5 pts What is the role of innovation in creating strategic options? Do the failures in quality control and safety concerns indicate that J&J has a problem with its innovation strategy? What, if anything, should they do about it?

Question 4 2.5 pts Use the concepts from Chapter 13 to discuss the way that the Emergent takeover strategy was likely developed at J&J. Would you have done anything differently? Question 5 2.5 pts Use the concepts from the SAFe framework (suitability, acceptability, feasibility) to explain why J&J chose to take over production at the Emergent facility. Question 6 2.5 pts Where is the value in this acquisition? Discuss the benefits using strategic terminology, focusing on corporate, global, and innovation strategy and performance outcomes. Question 7 2.5 pts Use the SAFe criteria to determine if this is the right strategy for Disney at this time. Question 8 2.5 pts Use the concepts from Chapter 13 to discuss the way that the Emergent takeover strategy was likely developed at J&J. Would you have done anything differently? Question 9 2.5 pts What concepts from change management (Ch 15) would inform your strategy if you were in charge of the team taking over the Emergent facility? Question 10 2.5 pts J&J stock continued to underperform Pfizer and Moderna after some patients developed blood clots after taking the vaccine. How big of a strategic risk is this development to the vaccine program? What would do about it? Question 11 2.5 pts What did your experiences in the BSG game teach you about the practice of strategy? J&J Takes Over Contractor’s Covid-19 Vaccine Manufacturing Plant By Peter Loftus and Alex Leary Updated April 4, 2021 1:38 pm ET Johnson & Johnson is taking over manufacturing of its Covid-19 vaccine at a contract manufacturer’s plant that makes the main ingredient, after a production problem ruined a batch. In order to give J&J full control, production of AstraZeneca’s vaccine at the Emergent BioSolutions plant in Baltimore will move elsewhere, according to a person familiar with the matter. The moves, which the person said were facilitated by the Biden administration and which were confirmed by the companies, mark a rapid response to the recent discovery of the contaminated batch. The New York Times first reported J&J’s takeover of the plant. The Emergent plant hadn’t yet been cleared by regulators when J&J discovered the quality problem during a routine inspection, and none of the batch had been shipped for use to make vaccines. Yet J&J and U.S. health authorities have looked forward to the plant coming online and producing the key ingredient to bolster the overall supply of vaccine doses. Under the changes, J&J is assuming full responsibility for operations and manufacturing of its vaccine’s key ingredient at the Emergent plant, including installing a new leadership team and boosting the number of technical, quality and other workers. J&J continues to work through manufacturing issues with the U.S. Food and Drug Administration, and no product will come out of the Baltimore facility without authorization by FDA, the person said. J&J said it is working with the FDA to secure authorization of the plant, which would clear the way for doses containing the ingredient made at the plant to be distributed. The federal government worked with AstraZeneca to move production of its vaccine out of the plant so it could focus exclusively on making J&J’s vaccine, the person familiar with the matter said. AstraZeneca said it is working with the U.S. government to find another plant to make the main ingredient for the company’s vaccine. Emergent is committed to supporting production of the Covid-19 vaccines, and it will still control the facility and work with J&J to add its personnel to the plant’s staff, an Emergent spokesman said. The Emergent plant was supposed to play an important role in Covid-19 vaccine production, making the main ingredients for the J&J and AstraZeneca shots. J&J Says Covid-19 Vaccine Ingredient Batch Didn’t Meet Quality Standards By Peter Loftus and Thomas M. Burton Updated April 1, 2021 8:41 am ET Johnson & Johnson said one batch of the main ingredient for its new Covid-19 vaccine didn’t meet quality standards at a contract manufacturer, and the doses weren’t distributed. J&J said Wednesday it detected the problem while making quality checks at a plant belonging to contract manufacturer Emergent BioSolutions Inc., which was in the process of starting up but hadn’t finished making doses. J&J has been making the main ingredient in vaccine doses for the U.S. at one of the company’s own plants. The quality lapse didn’t affect those doses, which have been given to people in the U.S. And though it scrapped the problematic batch, J&J said it would be able to make enough doses to meet production targets for the U.S. in the coming months. J&J didn’t disclose the nature of the quality lapse or how many doses were affected. Two people said the batch was contaminated. One of the people said the quality problem affected approximately 15 million doses of the vaccine’s main ingredient, though it isn’t expected to affect that many potential finished doses. J&J has enough main-ingredient supplies elsewhere in its manufacturing pipeline to meet the U.S. government’s supply targets, the person said. The New Brunswick, N.J.-based company said it shared information about the issue with the U.S. Food and Drug Administration. The FDA is investigating, according to a separate person familiar with the matter. Emergent declined to comment. J&J’s vaccine was the third to be authorized for use against Covid-19, after shots from Pfizer Inc. and its partner BioNTech SE and from Moderna Inc. Health authorities especially welcomed the addition of the J&J vaccine, because it requires just one dose and is easier to store. Supplies in the U.S. were expected to increase as J&J’s manufacturing network ramped up production, accelerating a mass vaccination campaign that has been gaining steam. The New York Times earlier reported that J&J doses were ruined because of an accidental mix- up of ingredients at Emergent. J&J said it detected the quality problem in a batch of its vaccine’s main ingredient that Emergent was making. Emergent, a contract manufacturer based in Gaithersburg, Md., has been making the main ingredient for J&J’s vaccine at an Emergent plant in Baltimore. The plant hadn’t been cleared by the FDA to make and ship finished vaccines, one of the people said. The problem batch of the vaccine’s main ingredient never advanced to the final, so-called filling and finish stages of its manufacturing process, J&J said. J&J said it is providing additional experts in manufacturing, technical operations and quality to be on-site at Emergent to oversee all manufacturing of the J&J vaccine there. J&J’s own plant in the Netherlands has been making the main ingredient for the initial U.S. supply of its vaccine, including the nearly four million doses that were distributed immediately after it was authorized in late February. J&J said it was able to meet a target of delivering a total of 20 million vaccine doses for use in the U.S. by the end of March. The company said it expects to deliver an additional 24 million doses in April, and plans to have delivered a total of 100 million in the first half of the year, aiming for meeting that target by the end of May.

Paper For Above instruction

Introduction

The COVID-19 pandemic has underscored the critical importance of strategic agility, robust lean control mechanisms, and innovative capacity within pharmaceutical companies. Johnson & Johnson’s (J&J) approach to vaccine manufacturing and the recent challenges faced at the Emergent BioSolutions plant serve as a case study in exploring international strategy, organizational control systems, innovation strategy, and change management. This paper analyzes J&J’s strategic decisions, the effectiveness of its control systems, and the lessons learned to inform future vaccine development initiatives, balancing risks and strategic opportunities.

Outsourcing and International Strategy

J&J’s decision to outsource production initially to Emergent reflects strategic considerations correlated with Chapter 9's insights on international strategy and outsourcing. Outsourcing, particularly to regions with lower costs, is a pivotal element for organizations seeking to optimize resource allocation. The Baltimore plant's failure to meet quality standards prompted J&J to take control, demonstrating a reactive strategic move aligned with global risk mitigation. Outsourcing was beneficial because it enabled J&J to leverage cost efficiencies and access specialized knowledge, but the risk of quality lapses emphasizes the necessity of rigorous oversight and control systems.

Role of Organizational Control Systems

Control systems are integral to translating strategy into operational effectiveness, as discussed in Chapter 14. At J&J, the control systems at Emergent failed to prevent contamination, which suggests that existing mechanisms were insufficient. Proper controls could include stricter quality assurance processes, real-time monitoring, and enhanced inspection protocols to prevent such failures. The failure indicates a breakdown in governance, which jeopardizes product safety and corporate credibility. An improvement could involve implementing an integrated control system leveraging digital technologies for continuous quality assurance and risk detection.

Innovation and Strategic Options

Innovation plays a vital role in enhancing strategic options, especially during crisis response. J&J’s vaccine development exemplifies technological push and market pull strategies. However, safety failures related to quality control reflect a problem within their innovation strategy, possibly due to inadequate quality management systems or rushed processes under intense pressure. To address this, J&J should reinforce quality control within its innovation frameworks, integrating safety metrics more rigorously into R&D and manufacturing processes, thereby balancing speed and safety.

Deliberate and Emergent Strategy in the Emergent Strategy Development

Chapter 13 underscores the importance of understanding the deliberate versus emergent nature of strategy. J&J’s decision to assume full control over the Emergent plant is partly deliberate—reacting to quality failures and regulatory concerns—and partly emergent, shaped by unfolding circumstances in the pandemic context. Recognizing the emergent elements could lead to more flexible strategic policies, embracing adaptive learning and incremental decision-making rather than rigid planning. A more proactive approach might have involved preemptive risk assessments and contingency planning.

SAFe Framework and Strategic Decision

The SAF framework—suitability, acceptability, and feasibility—can evaluate J&J’s decision to take over the Emergent plant. Strategically, this move is suitable since it directly addresses the quality and safety issues, aligning with stakeholder expectations and regulatory compliance. It is acceptable from a stakeholder perspective as it restores control and assurance over vaccine safety, although it entails financial and operational risks. Feasibility is supported by the company’s internal capabilities, though scaling manufacturing rapidly poses implementation challenges. Overall, the decision aligns with strategic risk management principles.

Change Management Principles

J&J’s takeover of the Emergent facility exemplifies the importance of effective change management, including Lewin’s Force Field Model. Barriers such as resistance from Emergent, technical disruptions, or regulatory hurdles must be addressed. Change strategies could involve inclusive communication, training, and phased implementation of control measures. Applying Kotter’s steps of leading change—developing urgency, building guiding coalitions, and consolidating gains—would help institutionalize the new control standards and prevent recurrence of defects.

Risk Analysis and Strategic Implications

The reports of blood clots associated with Johnson & Johnson’s vaccine have introduced a significant reputational and strategic risk. This exemplifies the danger of safety-related adverse events affecting vaccine acceptance and market share. Strategic risk mitigation involves transparent communication, rigorous safety monitoring, and adaptive strategies such as revising dosing protocols or updating safety information to rebuild trust. Balancing speed of deployment with safety is crucial to maintaining credibility and ensuring successful global vaccination efforts.

Lessons from Strategic Practice and BSG Experience

Experiences from the Business Strategy Game (BSG) reinforce that strategic agility, risk management, and stakeholder engagement are essential in navigating complex environments. J&J’s reactive and proactive responses to manufacturing and safety issues demonstrate the importance of continuous strategic learning, scenario planning, and stakeholder communication. These lessons highlight that successful strategy execution requires flexible planning, real-time data analysis, and the capacity to adapt swiftly to emerging challenges.

Conclusion

J&J’s experience with the Emergent factory encapsulates essential strategic concepts—integration of international outsourcing, the criticality of organizational control systems, innovation management, and change management. The company’s strategic decisions reflect a balance between managing risks and leveraging opportunities during an unprecedented global health crisis. Moving forward, strengthening control systems, embedding safety into innovation, and applying adaptive change management principles will be critical for J&J’s future resilience and success in vaccine development and global health initiatives.

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