Business and Entrepreneurship

COMPANY: AT&TIn crafting your submissions for each part of the project, you are expected to draw on the knowledge and skills you have developed throughout your time at JWMI. Because this is a “capstone” course, it is not built around teaching new material, but rather it is an opportunity for you to synthesize all that you have learned in all other courses in the program, analyze and derive meaning from the complexity of the information, and apply your knowledge and insights through the lens of the CEO of your chosen company. You must demonstrate you have determined which data is most relevant to the present circumstances of your chosen organization AND that you have derived meaningful insights from the data. Please review the grading rubrics carefully. You will see that the most heavily weighted components require you to come to new insights, present an argument for proposed changes and provide authoritative support for your arguments. As a CEO, you must be highly skilled at getting at the right information while avoiding excessive or irrelevant data or not articulating why the data is important and how they shape your choices and actions. Your Instructor will review your submissions for Parts I, II and III of the project, and will challenge you, where needed, to dig deeper. It is your responsibility to incorporate that feedback into your presentation. Failure to do so will result in deductions in your final grade for Part IV. Formatting and Submission Requirements 1. Parts I, II, and III There is no minimum or maximum length, but you are reminded that, as the CEO, you must filter out the less critical data and concentrate on what really matters. That means you should strive for brevity favoring bulleted lists, clear headers and short paragraphs for your deliverables. Your responses are to be concise and logical, and your arguments are to be well-supported and documented with verifiable sources. Since the purpose of these assignments is to help you synthesize information and draw conclusions, do not just copy and paste information you have found. This will weaken the quality of your submission. Strategic and financial analyses are just words and numbers without the right people in place to execute the plan. The final component of your research prior to your presentation requires that you assess the “human element” of the organization. This includes: taking stock of the culture; examining team structures; reviewing incentives to drive performance; and last, but certainly not least, ensuring you have the right people in key leadership roles. As you consider these issues, address the following: 1. Assess the current situation related to leadership, management, and organizational structure. a. Explain key roles of personnel and team(s) b. Explain any recent changes that were made and the reasons for those changes c. Explain any challenges/limitations that exist within the current structure and offer your recommendations 2. Describe and defend what the organization should look like 12-36 months from now? a. Should there be any changes to the mission, vision, values? If so, why and how will you implement these changes? b. What are the current unchallenged assumptions about, “how work is done around here”? Explain. c. Describe and defend how you will align people, processes and resources to your vision over the next 12-36 months, considering the following: i. Which are your strategic positions/roles? ii. Where will your talent be coming from? iii. How will you develop your talent? iv. How will you motivate your talent to overachieve? v. What is your performance management plan? vi. How will you differentiate performance?

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