mba699_riskanalysis

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MBA699

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Feb 20, 2024

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Risk Analysis 1 Brian Nossokoff MBA-699-Q2843 Strategic Opportunity Mgmt 23TW2 6-2 Report: Risk Analysis January 17, 2024 Dr. Robert Shindell
Risk Analysis 2 Risk Analysis In any business transaction where two companies become one, whether it is a merger and acquisition or a joint venture, risks should be anticipated. It is in how you address these risks that helps to determine success of the transaction. Of course, in some instances it is impossible to anticipate natural disasters such as an earthquake that struck Japan in 2011 that halted production on the automobile supply chain, or even more recently the strength of the COVID-19 pandemic that caused many businesses to rethink their strategies. As a result, a business continuity plan its of utmost importance to ensure that day-to-day operations are not substantially hampered, if not halted all together (Baba, et al , 2013). In order to create the business continuity plan, it is important to first start with an analysis of the risks in the organization. This risk analysis is commonly depicted in what is referred to as a Fishbone diagram, also known as an Ishikawa diagram. This diagram proves a framework of looking at effects and the causes that contribute to those effects (Ilie & Ciocoiu, 2010). For our life sciences company that has already had to seek alternatives, it is imperative that we try to assess what else can go awry along the way. A lack of transparency is of paramount importance when considering the risks of the organization, it would rightfully be ranked as high probability and high impact in nature. A lack of transparency can brew dissension within the ranks and cause unnecessary frustration among staff members and contribute to staff attrition. Judging by the amount of time the majority of staff had experienced their last promotion, there is a substantial portion of staff that have went as long as ten or more years without receiving a promotion. Approximately 65% of staff recently were promoted within the past few months to a year. That fact combined with the length of
Risk Analysis 3 tenure of some employees within the organization can lead to a bevy of other problems within the organization. Nearly five percent of the staff has been overlooked for promotional opportunities for over ten years with some being passed over for fifteen years. This would prohibit growth for any employee; however, the new employees are commonly considered for training opportunities that already established staff are commonly passed over for. When the new organization is formed, it may be helpful to implement a career advancement program where employees are able to be realigned into a position that closely aligns with their interests. To begin to rectify these issues, it is important for leadership of both organizations to establish open lines of communication, or an open-door policy among their staff to ease the transition as it will be the best way to mitigate the lack of transparency in the organization. Transparency will help the new organization strengthen their relationships with their employees, and furthermore, it will help management lead with integrity. When leadership of an organization can operate amicably and candidly in the industries that they reside, they would be better served to have a sustainable future. Additionally, transparency can enable synergistic commerce as transactional costs will decrease as a result. However, transparency’s benefits do not end there, though it is often thought as important for management purposes, can also put power in the hands of employees for the exchange of information (Tapscott & Ticoll, 2003). A company intranet, for instance, is thought of as a commonplace item but is not always of highest priority to some organizations. However, for a company looking to increase transparency, it would do wonders as would leveraging training opportunities.
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Risk Analysis 4 Training opportunities seem to be more ample for new staff as opposed to staff that have already been employed by the organization. Nearly half of the employees have only been able to get two training opportunities in the organization, whereas the new employees are provided ample opportunity to learn at a much quicker pace than the employees that have been there for a lengthier tenure. Increased training opportunities can increase productivity and performance, help retain your staff, improve company image and employee morale while reducing turnover. All of these seem to be areas that could greatly be improved upon when the new organization is formed. The next issue starts from the beginning, and while it may be a less-than-likely on the probability scale, it is still is a high impact infraction, and that is poor motives for the acquisition. Often, the highest impact of infractions begin when an organization cannot answer why the merger and acquisition is taking place. A chain reaction is even more likely to result from this. Instead, it’s important to go back to basics and determine what the overarching goal is. Is a merger and acquisition the way to accomplish this? Establishing SMART goals will help mitigate this impact, and will help organizations avoid utilizing unnecessary resources and time. But, other things can be done as well. First, is it the right place and right time or value for the acquisition? There have been mergers in history that have went through for billions of dollars, but the overall value tanked a matter of ten years later. Next, communication can often thwart success of a merger and acquisition. Confusion can throw employees off track as they may not understand how their jobs would be affected. Additionally, it’s quite possible that each organization do not fully understand each other’s objectives.
Risk Analysis 5 References Baba, H., Adachi, I., Takabayashi, H., Nagatomo, N., Nakasone, S., Matsumoto, H., & Shimano, T. (2013). Introductory study on Disaster Risk Assessment and Area Business Continuity Planning in industry agglomerated areas in the ASEAN.   IDRiM Journal ,   3 (2), 184-195. Ilie, G., & Ciocoiu, C. N. (2010). Application of fishbone diagram to determine the risk of an event with multiple causes.   Management research and practice ,   2 (1), 1-20. Tapscott, D., & Ticoll, D. (2003).   The naked corporation: How the age of transparency will revolutionize business . Simon and Schuster.