MBA 699 Guiding Coalition Recommendations. ` Guidelines and RubricScenario You are a business development manager reporting to the vice president (VP) of business development at one of the largest

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. Characteris tics 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 (in the table below ) who might be suitable for inclusion in the guiding coalition . However, you have the flexibility to create additional personas to serve as members of the guiding coalition. These fictional personas should be plausible and should align with the organization’s structure and needs. Strategic thinking is crucial, as the success of the change initiative depends on a coalition that is not only r epresentative but also empowered to drive transformation. Name Job Role Characterization Past Experience With M&A Span of Control Time at the Organization (Years) Job Satisfaction (1=low, 4=high) Years Since Last Promotion Juanita Business Development 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 reorganizatio n. Individual contributor (niece of one of the firm’s owners) 2 2 n/a Name Job Role Characterization Past Experience With M&A Span of Control Time at the Organization (Years) Job Satisfaction (1=low, 4=high) Years Since Last Promotion 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 Omar Manufacturing 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 manufacturing 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. 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 Organization (Years) Job Satisfaction (1=low, 4=high) Years Since Last Promotion 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