Management Report: Global Business Strategy for AstraZeneca plc Assessment

Assessment

Learning outcomes

1. Analyse critically the strategic planning and implementation process in a global context.
2. Synthesise and evaluate critically organisational leadership, particularly the principles that support values and strategies in a global context.
3. Apply and appraise critically different approaches to innovation and change management.
4. Evaluate, synthesise, and draw conclusions from emerging models of strategies, their impact on relations with management, strategic direction and implementation in a global environment.
5. Identify a range of strategic leadership styles and critically evaluate their impact on strategy; ethics and values; and assess the benefits and limitations of each style.

Assessment Details

The resit assignment focuses on producing a Management Report on Global Business Strategy (GBS) that includes but is not limited to research of a globally active company of your choice. Please note, your choice must be different to what you chose for your previous submission.

The task is to collect, compile and critically analyse information that will enable clear and specific recommendations to be made to assist the further growth and development of the chosen organisation. The report shall include but not be limited to three main sections:

LO1 & 2 - The first section is focused on research information covering the past 2 - 3 years and identify challenges faced, major actions taken or events in the external environments of the company.

Introduction and Context (LO1) 

• Introduction to report; rationale for the report & identification of challenges for your selected organisation
• Setting of context and company background

Set the scene for the reader

Environmental Analysis (LO2)

• Use of appropriate macroeconomic and microeconomic strategic concepts and frameworks,
• Identification of clear challenges to which the company may have responded Commentary on how competitive the industry is currently. 

LO2 - The second section will focus on responses to the challenges and an assessment of the company’s internal environments to confirm the capability of the company to deal with the challenges.

Internal Analysis (LO2 & 3) 

• Use of appropriate strategic concepts, models, and frameworks,
• Identification of relevant factors and trends likely to impact the company’s performance

Identifying the source(s) of competitive advantage (e.g., resources and capabilities and approaches to innovation) and assessment of whether the company has achieved sustainable competitive advantage

LO3, 4, & 5 - The third section will focus on specific leadership role, ethics, and global strategic options and courses of action for the chosen company which are presented as recommendations to continue or promote growth and development.

Leadership Role, Ethics, Strategic Options and Recommendations & Conclusion (LO3, 4, & 5)

• At least two strategic options that a company consider addressing it global problem (such as BCG Matrix, Ansoff, Product Market Mix or Porter’s Generic Strategies, etc.)
• Logical conclusions, based on the preceding analyses
• Recommendations, based on previously established strategic options and argued appropriately

Structure and Referencing 

• Adherence to technical guidelines: wordcount, in-text citations, accurate refencing with list (Harvard Referencing)
• Coherent and balanced structure (text and images)
• Good grammar, sentence construction and the report has been spell-checked.

Brief Summary of Assessment Requirements

This assessment requires the preparation of a Management Report on Global Business Strategy (GBS), focusing on the critical evaluation of a globally active organisation selected by the student (different from any previously chosen company). The primary objective is to analyse the organisation’s strategic planning, leadership, innovation, and competitive positioning in a global context, and to provide well-argued, evidence-based recommendations for future growth and development.

Key Pointers to Be Covered in the Assessment

• Critical analysis of global strategic planning and implementation
• Evaluation of leadership styles, ethics, and organisational values
• Application of innovation and change management approaches
• Use of recognised strategic frameworks for internal and external analysis
• Development of logical strategic options and justified recommendations
• Academic structure, clarity, and correct Harvard referencing

The report is structured into three main sections, each aligned with specific learning outcomes (LOs):

1. Introduction, Context, and Environmental Analysis (LO1 & LO2)
2. Internal Analysis and Capability Assessment (LO2 & LO3)
3. Leadership, Ethics, Strategic Options, Recommendations, and Conclusion (LO3, LO4 & LO5)

Academic Mentor’s Step-by-Step Approach

The academic mentor guided the student through a systematic and structured process to ensure full alignment with assessment requirements and learning outcomes.

Step 1: Understanding the Assessment and Learning Outcomes

The mentor began by explaining the purpose of the management report and how each section aligns with specific learning outcomes. This helped the student understand the importance of critical analysis, synthesis of theory, and practical application in a global business context.

Step 2: Company Selection and Context Setting

The student was guided in selecting a suitable globally active organisation, ensuring it differed from the previous submission. The mentor then supported the student in developing a strong introduction and context, focusing on:

• Rationale for selecting the organisation
• Company background and global presence
• Key strategic challenges faced in the last 2–3 years

This step ensured clarity and set the scene for the entire report.

Step 3: External Environmental Analysis (LO1 & LO2)

The mentor guided the student in applying appropriate macroeconomic and microeconomic frameworks (such as PESTLE and Porter’s Five Forces). Emphasis was placed on:

• Identifying external challenges and market pressures
• Evaluating industry competitiveness
• Linking environmental factors to strategic responses

This ensured a critical and evidence-based assessment of the external environment.

Step 4: Internal Analysis and Competitive Advantage (LO2 & LO3)

In this stage, the mentor helped the student analyse the organisation’s internal capabilities using recognised strategic models (e.g., VRIO, value chain analysis). The focus was on:

• Resources, capabilities, and innovation approaches
• Factors impacting organisational performance
• Assessment of sustainable competitive advantage

The mentor ensured that internal strengths and weaknesses were clearly linked to external challenges.

Step 5: Leadership, Ethics, and Strategic Options (LO3, LO4 & LO5)

The mentor then guided the student in critically evaluating:

• Leadership styles and their impact on strategy, ethics, and values
• Global leadership challenges and ethical considerations

The student was supported in developing at least two strategic options using tools such as Ansoff Matrix, BCG Matrix, or Porter’s Generic Strategies. Each option was critically appraised for feasibility, benefits, and limitations.

Step 6: Conclusions, Recommendations, and Academic Standards

Finally, the mentor assisted the student in:

• Drawing logical conclusions based on prior analysis
• Developing well-argued, practical recommendations
• Ensuring compliance with academic standards, including word count, structure, grammar, and Harvard referencing

Outcome Achieved and Learning Objectives Covered

Final Outcome

• A coherent, well-structured management report
• Clear linkage between theory, analysis, and recommendations
• Strong use of strategic frameworks and academic sources
• Professionally presented report meeting all technical guidelines

Learning Objectives Achieved

• Critical analysis of global strategic planning and implementation
• Evaluation of leadership styles, ethics, and organisational values
• Application of innovation and change management approaches
• Synthesis of emerging strategy models and their global impact
• Assessment of strategic leadership styles and their limitations

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