10-2 MBA699 Journal: Personal Action Plan MBA 699 Module Ten Journal Guidelines and RubricOverview In Module One, you performed a personal SWOT analysis and reflected on your readiness for organizati

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SWOT

Leading an organization through a proposed acquisition requires more than technical expertise—it demands adaptability, resilience, and the capacity to inspire confidence during uncertainty. A personal SWOT analysis provides a structured way to evaluate these qualities by clarifying the strengths I can leverage and the vulnerabilities I must address. My professional journey, which began as a physician in high-pressure clinical environments and is now advancing through MBA studies in healthcare management, has consistently required me to make sound decisions under pressure, adapt to rapidly evolving conditions, and communicate effectively across diverse teams. In my current role as a business development manager, these same skills shape how I approach organizational transformation and reinforce my responsibility not only to accept change but also to guide colleagues and stakeholders through it. Research indicates that adaptability and effective communication are crucial for leaders during transitions, as they significantly influence whether employees remain engaged or resistant (Gleeson, 2023). These insights confirm that my personal and professional experiences have equipped me to approach the upcoming acquisition with confidence and a readiness to lead others through change.

Furthermore, studies on post-merger integration highlight that leaders who conduct structured self-assessments, such as SWOT analyses, are better equipped to anticipate risks and sustain momentum throughout organizational change (Deloitte, 2023). This analysis, therefore, offers a critical foundation for assessing my readiness to support employees and lead effectively during the acquisition process.

Strengths

Adaptability has been a key strength throughout my clinical and business journey. As a physician, I often revised treatment plans in real time as patient conditions changed—an exercise in calm urgency that now helps me navigate the shifting landscape of corporate acquisitions. Indeed, adaptive leaders are known to foster innovation and organizational agility, especially during high-stress transitions—a quality vital in acquisition scenarios (Chughtai et al., 2023). This ability to remain flexible under pressure means I can not only adjust quickly to new challenges but also model the steadiness and creativity that colleagues will look for during times of organizational change.

Equally essential is communication. Conveying complex medical information to patients and interdisciplinary care teams sharpened my ability to clarify uncertainty—skills I now use in translating acquisition strategies for various stakeholders. Research indicates that successful post-merger integration depends on how leaders communicate culture, values, and structure—particularly explaining what will remain the same and what will change—to foster cohesion and ease anxiety (Milosevic et al., 2025). Complementing this, empirical evidence suggests that poor communication during M&A leads to significantly higher turnover, whereas proactive and transparent messaging maintains employee morale and accelerates value realization (Cain, 2025). These findings reinforce why communication is not only one of my strongest skills but also a critical tool I can apply to sustain trust, preserve morale, and ensure alignment throughout the acquisition process.

Together, adaptability and communication enable me to lead strategically through acquisitions. Adaptability allows me to respond quickly to changing integration challenges, such as new regulatory or operational shifts. Communication helps me maintain clarity and trust across teams by explaining those changes in relatable terms. Beyond the immediate transition, these strengths support long-term leadership credibility and psychological safety, helping me guide colleagues not just through change but toward renewed unity and opportunity.

Weaknesses

While adaptability and communication enhance my ability to lead change, I also need to focus on two vulnerabilities to strengthen my leadership during an acquisition. The first is my limited hands-on experience with mergers and acquisitions (M&A). Although I am proficient in healthcare operations and strategic planning, I have not yet managed the coordination of integration efforts, cultural assimilation, or legal contracts—critical components of successful M&A. Research indicates that about one-third of organizations involved in acquisitions lack dedicated integration skills, which raises the risk of integration failure and delays in achieving synergies (Darden Ideas, 2019). To close this gap, I will shadow experienced integration leaders, participate in executive-level integration workshops, and review relevant M&A case studies—particularly in the healthcare and life sciences sectors—to build practical skills.

The second weakness is my tendency toward overanalysis in decision-making. In high-stakes medical environments, rigorous deliberation can be lifesaving—but in fast-paced acquisition settings, excessive analysis may hinder progress. Decision science now recognizes that “analysis paralysis” is a common behavioral trap where overthinking causes delays or missed opportunities (Investopedia, n.d.). In a Deloitte CFO survey, executives reported that data overload and fear of making imperfect decisions often slowed momentum, allowing competitors to gain an advantage (Deloitte Insights, 2025). To address this, I’ll implement a structured “70% rule,” making decisions once I have enough—but not all—data and using escalation protocols for complex issues. Insight paired with decisive execution helps maintain momentum while minimizing risk.

Recognizing and actively addressing these weaknesses enhances my overall leadership readiness. By expanding my M&A knowledge and streamlining decision-making under pressure, I turn liabilities into strengths and ensure that—alongside adaptability and communication—I can lead with credibility, decisiveness, and strategic foresight through the complexities of an organizational acquisition.

Opportunities

One key opportunity to boost my change readiness is by engaging with cross-functional integration teams. My adaptability and structured communication style make me well-suited for collaborative projects that involve finance, operations, quality, and human resources. Evidence shows that cross-functional collaboration improves due diligence, speeds up cultural alignment, and enhances innovation by incorporating diverse perspectives early in the process (Reaping the Rewards of Cross-Business Collaboration in M&As, 2023). Participating in these teams will help me gain a deeper understanding of enterprise-level challenges, sharpen my strategic foresight, and facilitate the alignment of people and processes across silos—an essential skill for leading sustainable change.

A second opportunity is enrolling in leadership development programs specifically designed for post-merger integration and change leadership. Research confirms that organizations with structured leader development—focused mainly on managing cultural integration and operational synergies—achieve more successful acquisitions and higher value capture (Steigenberger, 2023). Pursuing such training would give me frameworks to handle integration challenges and coach others through change. Beyond acquiring skills, these programs build peer networks of experienced leaders and mentors—resources that provide support and insights throughout the acquisition process and beyond.

By embracing these opportunities—through hands-on collaboration with integration teams and formal leadership development—I can build on my current strengths with new skills. This mix allows me to contribute effectively to the short term while positioning myself as a resilient, culturally savvy leader capable of guiding transformation confidently and strategically.

Threats

Employee resistance to change is one of the biggest threats during an acquisition, as it can disrupt integration, lower morale, and lead to higher turnover. A 2024 study reveals that employee resistance during post-merger integration frequently stems from issues with organizational culture, trust, and leadership alignment—and these factors directly influence whether the integration succeeds or fails (Sharma et al., 2024). Addressing this challenge requires more than just communication; it requires empathetic leadership. Research confirms that leaders who build trust through transparent messaging and active engagement not only reduce resistance but also speed up cultural integration (Khaw et al., 2022). I will incorporate structured strategies, such as listening sessions, milestone-based updates, and peer recognition programs, to keep employees engaged and reduce uncertainty.

Another major challenge I face is my limited firsthand experience with mergers and acquisitions. Without direct involvement in M&A projects, it’s easy to underestimate the complexities of cultural alignment and realizing integration benefits. Leaders lacking this experience often fail to anticipate issues like conflicting organizational cultures or duplicated processes, which can diminish the overall value of the acquisition (Horton, 2025). To address this, I plan to join cross-functional M&A task forces, review case examples from healthcare acquisitions, and seek mentorship from seasoned integration leaders. By actively developing these skills, I will reduce the risk of missing critical issues and better position myself to guide teams effectively through transitions. Empirical research shows that leaders without integration experience often overlook key problems, such as cultural mismatches or process overlaps, that can decrease value after an acquisition (Horton, 2025). This combined approach of hands-on learning and mentorship will strengthen my ability to lead confidently and accurately through complex transitions.

By proactively addressing these vulnerabilities—resistance and experience gaps—I strengthen not only my credibility but also my strategic resilience. Through empathetic communication and strategic skill development, I am prepared to guide the organization through acquisition with both emotional intelligence and operational insight.

Conclusion

This SWOT analysis shows that while I need to work on certain areas for growth, I am well-equipped to embrace and lead organizational change during the upcoming acquisition. My adaptability and communication skills are central to my preparedness, allowing me to handle uncertainty calmly and maintain employee trust through clear and consistent communication. These strengths are essential during transitions, where employee confidence often influences the pace and success of integration. At the same time, recognizing weaknesses like my limited direct M&A experience and my tendency toward over-analysis helps me approach this process with humility and a thoughtful plan for improvement. By viewing these vulnerabilities as development goals, I turn potential liabilities into opportunities for personal growth.

Equally important are the opportunities that can boost my effectiveness. Participating actively in cross-functional teams will broaden my organizational viewpoint, while advanced management training will supply frameworks and strategies to lead more effectively. These opportunities will strengthen my resilience and ensure that I grow alongside the organization’s transformation. Addressing challenges like employee resistance and gaps in integration experience requires proactive communication and skill development, both of which I am dedicated to pursuing.

Framed by the ADKAR model, this SWOT analysis offers a structured pathway for readiness. I will build awareness of the acquisition’s rationale through transparent communication, foster desire by linking change to individual growth opportunities, strengthen knowledge through formal training and mentorship, improve ability by practicing leadership in cross-functional settings, and ensure reinforcement by incorporating feedback loops and measurable milestones.

Ultimately, this reflection confirms that I am not only ready to accept the acquisition but also to serve as a guiding force during the transition. With resilience shaped by my healthcare background and sharpened by my MBA training, I am positioned to help ensure that both the organization and its people come out stronger, more aligned, and more adaptable in the post-acquisition future.

References

Chughtai, M. S., Chinchilla, N., & Ramírez, A. (2023). Role of adaptive leadership and innovation in organizational change. Current Psychology, 42(12), 10159–10172. https://pmc.ncbi.nlm.nih.gov/articles/PMC10132955/

Deloitte. (2023, May 23). The human side of post-merger integration: Building capabilities for lasting success. Deloitte Insights. https://www2.deloitte.com/insights/us/en/topics/strategy/human-side-of-post-merger-integration.html

Gleeson, B. (2023, May 1). Why communication is key to overcoming resistance to change. Forbes. https://www.forbes.com/sites/brentgleeson/2023/05/01/why-communication-is-key-to-overcoming-resistance-to-change/

Harvard Business Review. (2021, February 4). Cross-functional collaboration in the workplace. Harvard Business Review. https://hbr.org/2021/02/cross-functional-collaboration-in-the-workplace

Institute for Mergers, Acquisitions and Alliances (IMAA). (2023). Mergers & acquisitions: Communication strategies. IMAA Institute. https://imaa-institute.org/mergers-acquisitions-communication-strategies/

Mercer. (2023, August 15). Post-merger integration: How leaders can overcome challenges. Mercer. https://www.mercer.com/insights/strategy/post-merger-integration-how-leaders-can-overcome-challenges/

Prosci. (2023). The cost of decision paralysis in change management. Prosci Insights. https://www.prosci.com/blog/the-cost-of-decision-paralysis-in-change-management

Society for Human Resource Management (SHRM). (2023). Leadership development and change readiness. SHRM. https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/leadership-development-and-change-readiness.aspx