MGT 599: Capstone course for MS in Management program
From the same case that you have chosen for Deliverables 1 and 2, you will determine the company’s top advantage(s) and recommend alternative strategies that the company could take in order to beat its competitors.
Part 1
Write a three to five (3-5) page paper in which you:
- Evaluate the importance of innovation for the long term survival for your chosen company as well as the industry that your chosen company fits in. Next, recommend an overall strategy in order to foster innovation in your chosen company. Provide a rationale for your response.
- Speculate on how you would expect the industry to evolve over a period of five (5) and ten (10) years, based on your analysis on the innovative and technology trends from Project Deliverable 2. Provide a rationale for your response.
- Determine your chosen company’s top advantage(s) over its competitors. Justify your answer.
- Determine two or three (2-3) strategies that the company could use to exploit its innovation breakthroughs, using the top advantage(s) that you determined in Question 3. Analyze the main advantages and disadvantages of each strategy.
- Recommend one (1) of the strategies that you determined for the company, and suggest how pursuing that strategy would exploit the company’s advantages over its competitors and minimize its key weaknesses. Provide a rationale for your response.
- Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
- Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
- Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
- Determine competitive advantage strategies that fit an organization.
- Assess methodologies and approaches to adapting organizations for the changing strategic environment.
- Analyze competitive forces across dynamic and mature environments.
- Use technology and information resources to research issues related to business strategic management.
- Write clearly and concisely about topics related to business strategic management using proper writing mechanics and technical style conventions.
part 2
Project Deliverable 4: The Organization’s Response to Change
Due Week 9 and worth 150 points
From the same case that you have chosen for Deliverables 1 to 3, you will advise the CEO on how best to position his organization to be responsive to change in order to take advantage of the strategies you have recommended.
Write a six to eight (6-8) page paper in which you:
- Give your opinion as to whether your chosen company’s industry is maturing or declining, based on its evolution history. Justify your answer.
- Use Porter’s National Diamond to evaluate the relative main advantages and disadvantages of vertical integration versus outsourcing for the company. Support your response.
- Use the Boston Consulting Group’s growth-share matrix to evaluate the company’s strategic position as of 2013. Note: Refer to Figure 14.2 “The BCG Growth-share Matrix”, located on page 369, chapter 14 of the textbook.
- Suggest one (1) approach for the CEO to adopt in order to implement the strategies that you recommended in Project Deliverable 3. Include the main changes in decision-making style, main changes in planning structure, and measures of success in your recommendation. Provide a rationale for your response.
- Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
- Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
- Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
- Assess value creation strategies by using a framework adaptable to the strategic environment (e.g., vertical integration, global strategy, and multinational corporation) that an organization operates in.
- Analyze strategies for exerting the internal leadership needed to drive the implementation of diversification and corporate strategic initiatives in order to improve operating excellence.
- Assess external growth strategies and the trends in strategic management in a competitive environment.
- Use technology and information resources to research issues related to business strategic management.
- Write clearly and concisely about topics related to business strategic management using proper writing mechanics and technical style conventions.
uset he case study below, I will attach 2 files from my first 2 papers to follow as a guide line.
Case 8 BP: Organizational Structure and Management Systems
When John Browne stepped down as CEO at BP plc in January 2007, he was credited with having transformed a formerly inefficient, bureaucratic, stateâ€ÂÂÂowned oil company into the world’s most dynamic, entrepreneurial, performanceâ€ÂÂÂfocused, and environmentally aware oil and gas major. Since taking up the job in 1995, BP’s market capitalization had increased fivefold and its earnings per share by 600%.
Even before Browne’s departure, BP’s fall from grace had already commenced. Concerns over BP’s HSE (health, safety, and environmental) management had been circulating for years. However, in March 2005 disaster struck: an explosion at BP’s Texas City refinery killed 15 employees. This was the first of a series of catastrophes that destroyed the company’s reputation and threatened its very survival.
In 2006, a corroded pipeline from BP’s huge Alaskan oilfield caused a leakage of 4800 barrels of oil. Then in March 2009, BP was fined for safety violations at its Toledo refinery. The next month, an explosion on Transocean’s Deepwater Horizon oilrig drilling BP’s Macondo oil well in the Gulf of Mexico killed 11 workers and caused one of the worst environmental disasters in US history. The company took an accounting charge of $37.2 billion to cover the likely costs of the cleanup, compensation, and legal penalties, but by 2013 these costs had already exceeded $42 billion.
BP’s troubles extended beyond its safety and environmental mishaps. Between 2003 and 2013, BP’s trading activities in the crude oil, gasoline, propane, and natural gas markets were investigated by US regulators, resulting in a series of fines being imposed. In its core exploration and production business, BP experienced continuing problems from its large investment in Russia, first from difficult relations with its joint venture partner, TNK, and then from the declining value of its 20% stake in Rosneft following Western sanctions on Russia and the declining value of the ruble.
In the recriminations that followed the Texas City and Gulf of Mexico disasters, attention increasingly focused upon the organizational structure, management systems, and corporate culture that had developed at BP during John Browne’s tenure. The management system developed by Browne had produced what the Financial Times described as “the most swashbuckling, the most entrepreneurial, the most creative” of the world’s biggest oil companies.1 Was it also the most accident prone?
A Brief History of BP
BP began as the Angloâ€ÂÂÂPersian Oil Company, which had been founded in 1909 to exploit a huge oilfield that had been discovered in Iran. At the outbreak of the First World War the British government acquired a controlling interest in the company, which it held until the company (by then renamed British Petroleum) was privatized by Margaret Thatcher’s government in 1979.
Under a series of chief executives—Peter Walters, Bob Horton, and David Simon—BP went from being a highly centralized, bureaucratic organization to becoming less hierarchical and more financially oriented. However, it was under John Browne that BP’s transformation gathered pace. Under Browne’s leadership, BP grew rapidly: its acquisitions of Amoco, Atlantic Richfield, and Burmah Castrol not only made BP the world’s third biggest petroleum major after Exxon and Shell but also precipitated an industryâ€ÂÂÂwide wave of consolidation. Browne refocused BP’s exploration efforts around frontier regions including deep waters (the Gulf of Mexico in particular), Angola, Siberia, and the Arctic. Browne also broke away from industry convention by acknowledging climate change, supporting the Kyoto Protocol, and rebranding BP as “Beyond Petroleum.” This strategic transformation was accompanied by radical changes to BP’s structure, systems, and culture.
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