You are a business development manager reporting to the vice president (VP) of business development at one of the largest li
Scenario
You are a business development manager reporting to the vice president (VP) of business development at one of the largest life sciences organizations in the Midwest. Their latest venture is producing a new cancer drug. The recent clinical trials of the organization’s flagship product have shown great success and the owners are considering their options for the future. While the organization has shown constant growth and profitability since its inception in 1999, the owners have decided that it is time to sell. Given the current uncertainty in global markets, the board of directors is not convinced that this is the right approach.
While work is underway to find a potential buyer, the VP has called on you to join the strategic planning team to assess the organization's exit strategy and make recommendations to its board of directors. As part of the strategic planning team, you have been asked to make some initial analyses and help plan for the sale of your organization.
Your first task is to build a guiding coalition; that is, identify the people in the organization who can shape, guide, and sustain the change effort of selling the organization. You will send your recommendations and rationale to the VP.
Identifying people who can effectively lead the change initiative is an important first step. These individuals have the leadership and social skills to ensure that the change effort is communicated throughout the organization; as well, they will report back to the team what employees are saying about the change.
Prompt
Use the organizational chart and the employee personas provided to guide your selection of the guiding coalition for the organization in the scenario.
Specifically, you must address the following rubric criteria:
- Recommendation: Use the organizational chart and the personas to identify people who should be part of the guiding coalition. Review the personas to identify the individuals who have the influence and commitment to make a positive impact while providing guidance for the change initiative.
- Rationale: Justify your choice of guiding coalition team members. Your responses should address the following for each individual you recommend for the coalition:
- What is the person’s title and how many people do they manage?
- How long has each person been with the organization?
- What area(s) of the organization does this person influence?
- What is your rationale for choosing the person? Consider the person’s characteristics for your rationale.
- What role will each person fulfill as a member of the guiding coalition?
- Team-building strategies: Describe activities and strategies you will introduce to build a well-functioning team. Your response should address the following:
- What strategies will help the members align with the change initiative of the organization in the scenario?
- What steps or actions will you take to establish a sense of urgency within the team?
- How do these activities and strategies help build trust?
Submit a 3 Word document, using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style.
MBA 699 Employee Personas
The first step in putting together the kind of team that can direct a change effort is to find the right members. Characteristics of effective guiding coalition members are:
• A combination of management and leadership skills to develop both plans and vision • Position power • Expertise (discipline, work experience, decision-making ability) • Credibility (good reputation with the firm, in the industry, or both)
The VP of the life sciences organization you are working for has identified the following employees who might be suitable for inclusion in the guiding coalition:
Name Job Role Characterization Past Experience With M&A
Span of Control
Time at the
Organizati on (Years)
Job Satisfactio
n (1=low, 4=high)
Years Since Last
Promoti on
Juanita Business Developmen t Manager (your counterpart)
Extremely intelligent, motivated, and productive, she has been struggling lately with managing her time and commitments since returning from maternity leave.
Juanita has never been involved in a merger or an acquisition, but she worked at a firm during its complete reorganization .
Individual contributor (niece of one of the firm’s owners)
2 2
n/a
Stan Human Resources Manager
Often characterized as “a complacent member of human resources,” Stan is usually the point of contact who is assigned to company-wide committees.
Formerly involved in a workforce deployment change initiative, he has familiarity with what works (and doesn’t work) in a guiding coalition.
Individual contributor
8 1 7
Name Job Role Characterization Past Experience With M&A
Span of Control
Time at the
Organizati on (Years)
Job Satisfactio
n (1=low, 4=high)
Years Since Last
Promoti on
Omar Manufacturi ng Director
Highly successful director, responsible for opening up the company’s supply chain in the Middle East. Although he sometimes “rubs people the wrong way,” he has proven effective.
Omar came to the firm through an acquisition and has been pleased with how the integration has gone so far.
Manages 12 manufacturin g plants comprising 580 hourly workers
3 4 n/a
John Research Director
John is responsible for the scientific research behind the company’s flagship oncology drug, and “doesn’t stop until the job is done.”
A member of the firm’s founding team, he has seen more mergers fail than succeed.
Oversees the company’s research labs in three countries, including more than 100 scientists
22 4 15
Leslie Sales Rep During her tenure with the firm, Leslie has consistently met her sales targets, exceeding her quotas every quarter. She has been told that she could “sell ice cubes to Eskimos.”
Leslie has been through more change in her career than most sales reps.
Individual contributor
14 2 8
Elaine Acting Director
Although she has a reputation for being difficult to work with, Elaine is known for appreciating complementary strengths in others and is often called “a true visionary.”
Elaine is a strong leader when it comes to adapting to changing situations.
Manages 18 senior managers (direct reports)
10 3 2
Name Job Role Characterization Past Experience With M&A
Span of Control
Time at the
Organizati on (Years)
Job Satisfactio
n (1=low, 4=high)
Years Since Last
Promoti on
Chris Sales Executive
Known for “micromanaging,” Chris has a realistic sense of his weaknesses and limitations.
Chris led the integration of two prior acquisitions while at another company.
Oversees more than 150 sales reps around the world
10 2 4
,
Organization chart
Mirjam Nilsson President
Augusta Bergqvist VP Business Development
Omar Mattsson Manufacturing Director
Flora Berggren VP Worldwide Sales
Elaine Hartwick Acting Director
John Martensson Research Director
Stan Raffety Human Resources Manager
Patrick Heaton Research Lab Manager
Mei Zheng Research Lab Manager
Joanne Lawrence Research Lab Manager
April Hansson Marketing Manager
You! Business Development
Manager
Juanita Gonzalez Business Development
Manager
Angelica Astrom Supply Chain Strategies
Nidal Eidwat Middle Eastern Operations
Ian Smith North American Operations
Chris Botting Sales Executive
Ian Hansson VP Human Resources
Leslie Krupp Sales Rep
MBA 699
Life Sciences Organization
- MBA 699�Life Sciences Organization
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