Strategy, Leadership, and the Culture of Innovation Repeat Assignment

CONTENT AND TECHNICAL SPECIFICATIONS

Originality

Marks are awarded for original work only (i.e., writing in your own words).

Content/text included that was generated by other means (essay mills or AI/text-generating/editing platforms), whether highlighted by Turnitin or not, will attract no marks (even if supported with citations) and, if not properly cited, may constitute academic misconduct.

Generic Content

General descriptions of facts and theories that aren't part of an argument 

won't be assessed, so let's focus on building strong arguments. Such descriptions may

 lead to Quality Assurance hearings to verify their sources, and it is the

responsibility of the learners to prove the origin of all content if questioned.

AI/ platforms

Levels 1-4 on the Artificial Intelligence Assessment Scale Framework are the 
acceptable AI use permitted in this assignment, as long as AI use is declared, in the following ways.

Citations must include the url generated from the “Share” command (i.e., a 

hyperlink to the prompt  conversation on the  platform used). For platforms that do not enable this, only level 1 

and 2 use ipermitted. Any use not declared as directed above constitutes plagiarism, and academic misconduct.

Sources & Citations

Lecture slides are not credible sources of theory or fact but merely
indicators of the  syllabus, theory and content. The original source for theory 
or facts should be traced to the relevant academic articles, books or other reliable sources, and then cited using Zotero. Many of these are on Moodle.

Referencing

All theory and facts must be cited in-text (Author, Year). With Zotero this is through the “Add/edit citation” function, and with References through the “Add Bibliography” function.

STRUCTURE OF REPORT
(headings, content, % contribution to report mark and word count estimates)

%

WORDS

Introduction

10

%

300

An executive summary, written last, detailing in your own words what your overall conclusion on the effectiveness of the company’s approach to strategy, based on the findings of this report:
how the company resolved the tensions overall, insights on the company generated from your analysis, assessment and actions sections. Do not include any general history or description of the company, its operations or products here.

Table of Contents

· Table of Figures

· List of Cases (numbered, with citations for each one)

n/a

Part 1: Missioning and Visioning (tension: profitability v responsibility)

17.5%

500

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on an examination of your company’s mission and vision, as well

as their words and actions

Part 2: Strategy Content. Answer 2a or 2b (and delete the other heading)

17.5%

500

2a Business Level Strategy (tension: markets v resources)

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on an examination of the Business Model of one identified product-producing pharma division of your company (reminder: R&D and Supply Chain are NOT divisions)

2b Corporate Level Strategy (tension: responsiveness v synergy)

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on an examination of your company’s corporate composition

and management

Part 3: Strategy Process. Answer 3a or 3b (and delete the other heading)

17.5%

500

3a Strategy Formation (tension: deliberateness v emergence)

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on an examination of the company’s Strategy Formation

Activities & Roles

3b Strategic Change (tension: revolution v evolution)

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on a comparison of the Areas, Magnitude and Pace of two major changes your company has undertaken

Part 4: Strategy Context. Answer 4a or 4b (and delete the other heading)

17.5%

500

4a Industry Context (tension: compliance v choice)

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on a comparison of (a) the dimensions, drivers and inhibitors in the industry with (b) your company’s approach to each

4b Organisational Context (tension: control v chaos)

Dilemma, trade-off, puzzle, paradox (delete all but one)

Explain the rationale for your answer, based on a comparison of two recent leaders’ approach to

organisational development (i.e., their respective sources, levers and arenas of influence)

Assessment

10%

350

What does the number and mix of dilemmas, trade-offs, puzzles and paradox resolutions you found (include a table) say about (a) how well the company handles strategic challenges and (b) its prospects?

Actions

10%

350

Identify, justify and discuss three specific actions that could, respectively, improve how your company

resolves three key tensions – i.e., one action per tension (for example, if you found that they resolved X tension as a trade-off, what they could do to resolve it as a puzzle instead)

References

References section created using the Zotero ‘Add Bibliography’ function set to the “Griffith College –

Harvard” Style, checked for accuracy and inclusion of all required source information.

Total

3,000