• Create a grand strategy matrix for an organization of your choice, write a summary of whether the organization’s strategies are aligned with the matrix, and make recommendations for changes to the organization’s strategy based on your observations.
  Introduction
  A grand strategy matrix can help you formulate your organization’s strategy.
  The goal of any strategic planning activity is to enhance organization performance. Through involvement in strategic planning, employees achieve a better understanding of the organization’s operation. The process allows for proactive decision-making. It is important to anticipate and respond to issues and to understand that sometimes a philosophical change will surface. There are twelve general strategies an organization might follow when implementing change. Adopting one or more of these strategies might mark a new beginning for an organization, especially if the employees understand and support the plan of action. The twelve strategies are:
  1. Forward Integration: Increase control of distributors or retailers.
  2. Backward Integration: Increase control of firms’ suppliers.
  3. Horizontal Integration: Increase control of competitors.
  4. Market Penetration: Increase market share for current products in current markets.
  5. Market Development: Introduce current product in new geographic areas.
  6. Product Development: Increase sales through improved or new product.
  7. Concentric Diversification: Add new but related products.
  8. Conglomerate Diversification: Add new unrelated products.
  9. Horizontal Diversification: Add new, unrelated products for current customers.
  10. Retrenchment: Cost reduction to reverse declining profit and sales.
  11. Divestiture: Sale of part of the organization.
  12. Liquidation: Sale of the company’s assets.
  13. Strategy formation is an assessment of whether the organization is doing the right things and how it can be more effective. Organizations can become obsolete by following a strategy made out-dated by market changes. Objectives should be consciously developed and coordinated and not just extensions of day-to-day operations.
      Preparation
      The following resources are required to complete the assessment.
      CAPELLA RESOURCES
      Click the links provided to view the following resources:
  • Grand Strategy Matrix Template [DOC].
  • Create a grand strategy matrix for an organization of your choice. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course.
    You may wish to review the suggested readings listed in the Resources as well as do your own research into completing a grand strategy matrix to prepare for this assessment.
    Complete the following:
  • Answer the following questions:
    • Is your chosen organization in a weak or strong competitive position?
    • Is the market growth rapid or slow?
  • Complete a grand strategy matrix for your chosen organization using the Grand Strategy Matrix Template [DOC] linked above.
  • Compare whether the organization’s strategies are aligned with the relevant quadrant strategies, and write a half-page summary on the differences and changes you identify. Make recommendations for changes to the organization’s strategy based on your observations.
  • Additional Requirements
  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Font and font size: Times New Roman, 12 point.
  • Competencies Measured
    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
  • Competency 1: Evaluate key elements of the strategic planning process.
    • Analyze whether the selected organization has a weak or strong competitive position.
    • Identify whether an organization’s strategy is aligned with the relevant quadrant strategies.
  • Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
    • Describe whether the market growth rate is rapid or slow.
    • Recommend changes based on final observations.

• Create a positioning map for an organization of your choice and analyze the results.
  Introduction
  A positioning map helps measure an organization against the competition on two dimensions that are important in the marketplace. Examples could be capacity, customer service, conservative versus edgy, price, convenience, or customer loyalty. Many organizations are increasingly using product positioning maps to look at how their products and services are positioned in comparison to competitors and to find ways to implement strategies. This information is especially useful for marketing managers.
  Implementation is sometimes more difficult than strategy formulation. Annual objectives, the organizational chart, and organization culture can be used to increase the probability of implementation. A good strategy does not guarantee successful implementation. Although they are interdependent, they are different by nature. Strategy implementation means change. The real work begins after the strategies are created. Implementation requires the support and hard work of employees, and resistance can sabotage implementation. Managers and employees must be motivated to implement strategies. Implementation requires matching structure to strategy, linking performance to pay, creating a change climate, managing political relationships, creating a strategy-supportive culture, adapting key processes, and managing human resources. Establishing objectives and policies and allocating human resources are also important to implementation.
  Successful strategy implementation depends on the cooperation of all the functional managers:
  • Marketing is frequently required to increase sales revenue with new products.
  • Finance managers must find implementation approaches at low cost and minimum risk.
  • Research and development has to transfer complex technologies or develop new technologies to implement strategies.
  • Information systems is tasked to provide leadership and training for employees.
  • It is clear that these requirements, and more, determine an organization’s success.
    Preparation
    The following resources are required to complete the assessment.
    CAPELLA RESOURCES
    Click the links provided to view the following resources:
  • Positioning Map Template [DOC].
  • Create a positioning map for an organization of your choice. Select an organization to analyze. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course. Assess your chosen organization against potential competitors.
    Complete the following:
  • Using the Positioning Map Template [DOC] linked above, determine two important factors and descriptors for the ends of the continuums, such as capacity, customer service, convenience, et cetera.
  • Include your organization’s competitors in your map for the same two factors you chose for your selected company.
  • Analyze the results.
  • Discuss issues that leaders face when interpreting these results.
  • Additional Requirements
  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Font and font size: Times New Roman, 12 point.
  • Competencies Measured
    By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
  • Competency 2: Analyze issues associated with stakeholders in the strategic planning process.
    • Analyze an important factor for both the vertical and horizontal axes of the continuum.
    • Compare an organization against the competition on the same two factors.
    • Analyze issues leaders face when interpreting the results of the positioning map.

In the past few weeks, you watched Invictus, a movie that tells “the inspiring true story of how Nelson Mandela joined forces with the captain of South Africa’s rugby team to help unite their country.”[1]. While watching this film, you were also instructed to identify various leadership interventions.

Write a paper (750-800 words) to the following three questions:

• Which leadership intervention has impressed you the most?
• How does a leader contribute to the development of this intervention?
• If you were that leader, do you think you could or would want to develop a different intervention?

The student will answer the question with a minimum of 200 words with two or more references cited. The initial post is due by each Wednesday of the week. You are required to respond to two peers with a minimum response of 150 words with cited references. Be sure and review the provided Rubric, you will find it in the Course Documents.  You must start a thread before you can read and reply to other threads.

If you were asked to justify the study of leadership, how would you do it?  What is your leadership style?  What do you see as your personal strengths and limitations when it comes to your leadership style?  You should use information from the text and videos in your answer.  You may also need to identify peer-reviewed articles to justify/support your answer.

I only need the Strength part of the SWOT analysis. below I have attached the company overview

Organization Overview

Baptist Health South Florida  is a large non-for profit  organization based in Miami, Florida since 1960, comprising 7 large hospitals, numerous urgent care facilities, and a large network of health care providers spread across southern Florida (Osondu et al., 2017). Aside from their hospital care, BHSF has a clinical care network affiliate called Baptist Health Medical Group. The organization now has more than 26,000 employees and more than 4,200 physicians in its twelve hospitals, corporate offices, and one hundred outpatient facilities and physician practices, ranging from Monroe County up to Palm Beach County (2023). BHSF is continuing to grow with four free standing emergency departments opening in 2023 to early 2025. Their headquarters is located in Coral Gables, Florida. They provide medical, surgical and technological services, including but not limited to cancer, neuroscience, cardiovascular, and sports medicine and orthopedics. They also have urgent cares, diagnostic imaging centers, and outpatient surgery centers and provide specialized services for more than 14,000 international patients (2023).

BHSF’s IT department, known as Technology & Digital (T&D), is going through a cloud-based migration and has recently sold their servers to Amazon profiting over $10 million dollars. T&D has had innovative transformations and is trying to bring healthcare into a digital space. They have produced a patient application called the PineApp which allows patients to schedule, pre-register, and even speak to their physicians on demand. Internally, they have deployed a HIPAA compliant communication application that allows all clinical staff to communicate via text, phone, and videoconferencing with their peers. In its next phase, set to begin Summer of 2023, this application with integrate with Cerner, electronic medical records system, to be able to provide critical value and code alerts and call in orders all through the application via their cellular device, desktop application, or browser (2023).