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Identify the type of industry or sector in which you are interested in choosing a company for your Capstone Project.


Week 1 Discussion

Choose a Focus Area for Your Capstone Project

Read the Course Guide, specifically the Capstone Project instructions.

Identify the type of industry or sector in which you are interested in choosing a company for your Capstone Project. For example, tech, healthcare, manufacturing, hospitality, etc. Explain your choice.


Identify a focus area you would like to develop in your Capstone Project. This can be a new product or service, an operational change that would result in significant cost reductions and/or quality or margin improvements, or a major branding or marketing initiative. Why did you select this focus area? What are some of the biggest challenges or opportunities organizations in this sector are facing right now?


As you learn more about the CEO MIndset, what specific issues are you most excited about exploring in your Capstone Project?


NOTE: You should develop your Capstone Project around a focus area you are genuinely interested in and which is relevant to your career. In considering your choices, remember that you will need to gather and analyze real data. Therefore, it is critical that you have access to verifiable sources of information for the industry and focus area you would like to explore.


This week only, post your initial response by Friday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.??


NOTE: In Weeks 2 through 10, your initial response is due by Wednesday, midnight of your time zone.


Enable the Discussion Notification Reply option and never miss a reply to your posts!


In Blackboard, open the “Global Navigation Menu” on the upper right hand corner of the page. The drop down arrow is next to your name.


Select “Tools” > “Discussion Reply Notifications” in the dropdown menu.


Select “Yes” to Receive notifications of replies for all current and future courses.


Select the courses you would like to receive notifications to your DQ posts.


Click “Submit” to save settings.






Week 2 Discussion


Select Your Organization and Frame the Problem/Opportunity


Building on the sector and focus area you identified in your Week 1 discussion post, select a specific organization for your Capstone Project. This can be a publicly-traded company, a private company, a governmental agency, or a non-profit.


NOTE: You will NOT be permitted to use the same organization you have previously used for a major assignment in JWI 540 or JWI 575.


To prepare for your DQ post:


Research the organization via media searches, annual reports, and the organization’s website. Look for a problem/opportunity that you can analyze through data. Your problem/opportunity must fit into the focus area identified in your Week 1 DQ post. This could be a new product or service, an operational change that would result in significant cost reductions and/or quality or margin improvements, or a major branding or marketing initiative.


In your post:


What is the critical problem/opportunity you will focus on? Why have you identified this particular problem/opportunity?


What sort of data should you gather and analyze to accurately assess the problem or opportunity? Is it sales data, demographic data, product performance data, or another type of data?


Explain why this type of data is needed for this particular problem or opportunity.


How will you obtain the necessary data?






Week 3 Discussion


Gathering and Organizing Your Data


Having identified the types of data you will need, it’s time to gather, review, and organize your data. This is a critical step in preparing to demonstrate to your Board of Directors that there is a legitimate demand for a solution to the problem you want to solve or the opportunity you want to explore.


In your post, answer the following questions:


What sources did you use to gather your data, and why did you use these?


What impact will any gaps in your data have on the validity of your analysis? How will you address this?


How should you organize your data so that important patterns, trends and anomalies are clearly visible?


Which analytical method (Descriptive, Predictive, or Prescriptive – see Davenport & Kim pp. 3-5) did you use to assess your data? Why did you choose this method over others?






Week 4 Discussion


Turning Data into Information


Having framed the problem/opportunity, formulated a testable hypothesis and gathered and organized key data, you are ready to continue your analysis by developing a data story that can be shared with others. To get started, download and review the “Types of Data Analysis” guide from our Week 4 readings, above.


Apply one or more of the following analytical tools to your dataset:






Grouping and Visualization




Standard Deviation


Explain whether your analysis of the data confirmed or refuted your testable hypothesis.






Week 5 Discussion


Refining Your Data Story


To deliver an effective Board Brief and presentation, you will need to display your data to decision makers in a way that is easy to understand. Respond to the prompts below:


What are the most critical elements of your data story that need to be communicated?  Explain.


How will you organize and share your data so that it tells a clear and compelling story? (See p. 107 of Davenport & Kim for a list of types of visual graphics used to present data)


Select two data display techniques discussed by Duarte in Chapter 6 and/or Chapter 7 and use them to present two important data sets from your analysis.






Week 6 Discussion


Defining Your Strategy


Based on the analysis you have undertaken over the last several weeks, create a brief, well-crafted statement, explaining your strategy for your chosen organization. To explain and defend your strategy, the statement should answer the following questions:


What are the key elements of your strategic plan?


How will this plan, if successful, advance the mission of the organization?


What are the most critical findings in your analysis of market conditions and data that indicate this is the best strategic option to pursue?


How will your plan strengthen your organization’s economic moat and create a position of sustainable market leadership that can’t be easily replicated by your competitors?












Week 7 Discussion


Funding Your Plan and ROI


(1) View the video on Project Economics Basics in this week’s EOP videos and then use the Cost-Benefit Analysis Worksheet Click for more options  to calculate ROI, Payback, and IRR for your strategic initiative. The spreadsheet will calculate these items for you, but you will need to input the data from your analysis and forecasts, including:


The expected revenue impact for the organization from your plan


The costs of launching your plan, including:


Acquisition and/or sale of assets


Salary expenses including hiring, training or performance bonuses, if applicable


Manufacturing, marketing, operations overhead, etc.


Ongoing operating expenses that will be tied to the initiative once it is launched


Cost savings (if your project is focused on operational improvements)


(2) Review your cost-benefit analysis in the worksheet and briefly answer these questions:


How will you fund the startup and ongoing costs for your strategic initiative?


How will your plan improve the organization’s financial health relative to its competitors?


How does your plan compare to your company’s average (or industry average) profit margins for similar projects or services?


Why is your proposed plan superior to other options to strengthen the long-term financial health of the organization?


Provide a summary of how you arrived at your investment, revenue, and cost forecasts.


Important: Attach your completed Cost-Benefit Analysis Worksheet with your initial post.


Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.?






Week 8 Discussion


Your People Plan


Staffing decisions will likely play a critical role in the successful implementation of your strategic plan. Referencing people management practices you have studied in this program and drawing on your own experience, address the following:


What changes to team structures and key roles will you need make to execute your strategic initiative? Explain.


Will the head count/salary costs be net positive, negative, or neutral? Why?


What training and other resources will you require to support the new plan?


What is the most critical element of your people plan that you will have to get right for your plan to work? Why?






Week 9 Discussion


Leading Change


As you make your final preparations for your Board Presentation, what operational and organizational changes will you make to ensure the successful implementation of your plan? Comment specifically on the following:


The timelines and costs for these changes.


Using Kotter’s 8-Stage Process for Leading Change, pick the 3 or 4 stages that are most critical to the successful implementation of your plan. Explain why you identified these.


How do your proposed changes align with your organization’s culture and where do you anticipate the greatest resistance?


How will you measure the success of the changes you plan to make?






Week 10 Discussion


Your JWMI Journey


Answer this Discussion Question in your current position as a JWMI student, not in the role you have played this term as a CEO.


In reflecting back on your leadership journey at JWMI, discuss how your career and management practices have evolved. In your post, please address the following:


What are your most important takeaways from the program?


What practices have you been able to apply in your job?


How have these practices impacted your ability to lead?


What have been your most significant areas of growth?


Tell us about any promotions you have received or changes in jobs, responsibilities, etc.


What advice would you give to an incoming JWMI student?












Assignment 1


Board Brief Part A – Framing the Problem/Opportunity




Effective leaders understand that actions must be based on facts. Which facts are most important, however, depends on how the problem is framed. Failure to adequately define the problem can set in motion a series of misguided undertakings in which irrelevant data are gathered, unnecessary analyses are completed, and unsupported decisions are made. The first step in developing your Board Brief is to craft a clear statement of the problem/opportunity, and then determine which data are most critical to solving that problem. This is your opportunity to begin using the business analytics tools that will guide you throughout your Capstone Project. Instructions


For all assignments in your Capstone Project, your work will be based on the organization you identified in your Week 2 Discussion Question post. In this assignment, you will submit a 2 to 3-page paper in which you will include a brief overview of market conditions and develop a clear and well-focused problem/opportunity statement. This requires you to provide sufficient background on the competitive environment and the organization to accurately frame the problem for your Board. Your deliverables are:


1. Present a brief overview of market conditions, the competitive environment, and the strengths and weaknesses of your organization relative to your competitors. You should draw on one of the methodologies you have studied in the program (such as Jack’s 5 Step Strategy Framework, SWOT, PESTEL, or Porter’s Five Forces) to guide you, but DO NOT present a full-blown market analysis to the Board. Your Board members will already possess significant knowledge of the market and the company, so use this overview to set the stage for the rest of your brief. Distill your overview down to 2 components.


a. First, provide a general overview of market conditions, trends, and big issues. For example, you may begin with a line such as “As you know, we have experienced considerable challenges in this space over the last two years…”


b. Then, summarize the competitive environment. Open with a sentence such as “Our biggest competitor ABC has made bold steps to develop X and has made significant gains in market share in Y. This has presented us with a number of challenges…”


2. Problem/Opportunity Statement


Following your overview, identify the specific problem or opportunity that, if properly addressed, will have a significant positive impact on the success of the organization. This will include your “testable hypothesis” for which you will gather and analyze data to validate in your next assignment. To accomplish this:


a. Define a clear problem or opportunity that addresses what is important to the organization in order to meaningfully improve its competitive strength. Note: It is expected that you will refine the problem/opportunity statement you drafted for your Week 2 Discussion Question, leveraging the feedback you received from your classmates and professor.


b. Identify key data and metrics you will study that are relevant to addressing the problem/opportunity.


c. Identify stakeholders who will be involved in addressing the problem/opportunity. At this stage, you do not need to name specific people, but you must identify functions, departments, geographical areas, etc., that will be impacted. You must also explain the nature of the potential impact.


d. Include relevant information on previous experiences or findings related to this problem/opportunity. This information may be noted in an appendix if that is more appropriate for context and flow.






Assignment 2


Assignment 2: Board Brief Part B – Data Analysis




The second part of your Board Brief picks up where the last one left off. Having accurately framed the core problem/opportunity in Assignment 1, you will now turn your attention to collecting, organizing, and analyzing the data you are using to test your hypothesis. You are not yet ready to propose a specific action plan for your business. You will focus on evaluating what data you have and don’t have, and on identifying patterns, trends, and anomalies. Because you can never have complete data, your analysis must acknowledge what you know and what you don’t know. But, even with incomplete data, your actions must be reasonable given the time frame and resources you have. Those actions – your strategic plan – will be developed in Assignment 3.




For this assignment, you will build on your first assignment by including an additional 3 to 4 pages to present your analysis of the data. Your submission must include the work you did in Assignment 1 and must provide relevant and quantifiable data, models, calculations, and analysis. Use the topics below to organize this section of your Board Brief:


1. Data Sources and Reliability


a. What data were the most critical to the analysis of the problem/opportunity you identified in Assignment 1? Explain.


b. What sources did you use to gather the data?


c. How reliable and complete are the data you are using? What steps did you take to validate this?


d. What data are unknown (or unknowable) at this stage? How does this impact your analysis?


2. Data Tools and Analysis


a. Drawing from the “Types of Analysis” guide and other resources from the course, what tools and techniques have you used in your analysis? Why did you select these?


b. Applying the analysis tools to your selected data, what patterns, trends, and anomalies did you uncover?


c. How do these patterns, trends, and anomalies shed light on the problem/opportunity you identified?


d. Leveraging your work in the Discussion Questions and the guidance from our course materials, include charts, tables, and/or other visual supports to ensure that your data tells a clear story that your reader can easily understand.


3. Conclusion and Action Items


a. What does your analysis tell you about where you should focus your efforts to drive meaningful improvement?






Assignment 3


Board Brief Part C – Overview of the Strategic Plan




The third component of your Board Brief is an overview of your strategic plan. The purpose of the overview is to give Board members a preview of the key changes you will make in order to implement your plan, and to explain how these changes will impact the organization. This information enables your Board to come to the meeting better prepared and to ask more informed questions. Your overview must be clear and complete enough that it makes sense, but it should not be overly wordy.


Your instructor will review your strategic plan and will provide comments and questions where needed to help you strengthen your presentation. You will be given these questions in advance of your presentation and will be expected to address them in your delivery.




1. Building on your previous submissions, include an additional 3 to 4 pages to take the analysis work you have done in the first two assignments and turn it into an actionable plan.


2. An effective plan overview will include:


a. A clear and compelling opening statement (executive summary) explaining the strategic initiative


b. A high-level outline of your implementation plan, including costs, impact on operations, ROI projections, competitive advantage, and risks associated with the plan, along with your mitigation plans


c. A reminder of the challenges and opportunities facing the organization and how your proposed plan will address these


d. Enough information allowing Board members to prepare for the upcoming meeting and to formulate additional questions


e. A summary statement recapping why the proposed strategic initiative is necessary and the approvals being sought at the upcoming Board meeting


Formatting and Submission Requirements


NOTE: Use the Board Brief Checklist in the course shell to help guide your work. As you complete each of


the three assignments, you will add it to the previous assignment(s), so that by the end of Assignment 3, you


will have created a single document for your entire Board Brief


• Submit your work in Word


• Include a cover page containing the title of the assignment, your name, your professor’s name, and the course title and date


• Include a references page with your sources


• The cover page and the references page are not included in the required page length


• Use professional font (Times New Roman or Arial), 10-12 font size, and double-space


• Headings are used to identify main topics and subtopics


• Paragraphs are separated by a single space






Assignment 4


Board Presentation




You’ve been working hard, and you’ve have gained a lot of insight into your organization. You have:


? Formed a hypothesis about an area of opportunity to drive meaningful growth (Assignment 1)


? Collected and analyzed relevant data to validate your hypothesis (Assignment 2)


? Delivered a clear outline of your strategic plan to your Board (Assignment 3)


In completing this work, you’ve taken a close look at the internal and external environments, you’ve examined the financials and determined what is needed to accomplish your plan and what the payback should look like, and you’ve looked at the current people and structures in light of what it will take to execute your plan. Now, there’s just one item left to address – convince the Board to give you the goahead. This week, you’ll make your pitch! Remember, you will be making an “ask” in your presentation, so always answer questions in your presentation before your audience has an opportunity to raise them.




Your presentation must be well-organized, compelling, and delivered with the executive presence expected of a leader. You should make use of PowerPoint or other visual tools as part of your presentation to support your delivery. There is no required sequence or organization for your content. You must decide how you wish to begin, advance, and conclude the presentation. However, you must ensure that you address the “Board Questions” you received from your professor in your Board Brief feedback.


If there are data that are important in presenting your plan, you must reference these in your presentation, but do NOT waste your opportunity in front of the Board by delivering a “data dump.” Judiciously referencing key data to support your position is a demonstration of your depth of knowledge and your capability as a leader, but analytics alone will not win the day. Your presentation will require you to:


• Present persuasively, logically, and clearly


• Address the following required content areas:


1. Questions received in your feedback from your Board Brief


2. Plan outline and benefits


3. Data collected and analysis overview


4. Competitive and market advantage to be gained from your plan


5. Financials – addressing both costs and benefits


6. Risk and mitigation plan


7. Conclusion/recommendations


• Demonstrate your executive presence using supporting infographics and delivery to convey confidence, conviction, energy, and passion


• Dress and speak appropriately, and exhibit effective body language and mannerisms, tone, and mastery of the content…just as a great leader would


• Assume the role of a “salesperson” asking for funding and permission to proceed by leveraging data and storytelling to articulate the value, costs, and benefits to the Board


Formatting and Submission Requirements


1. Use the Zoom video tool


2. Your maximum length is 5 minutes


3. IMPORTANT: Submit only the .mp4 format version of your saved file


4. Your presentation must include PowerPoint or other visual support tools


5. Your slide deck is not to exceed 15 slides


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