An eight-slide MBA 687 Module 6 presentation with speaker notes on strategic considerations for rolling out an organizational change: phased waves, named owners, messages by stakeholder group, launch sequence, risks and decision gates. Searches like "mba 687 module 6 assignment", "mba687 module 6 strategic considerations presentation" and "mba 687 module 6 example" land here.
The MBA 687 Module 6 example, in full
Rolling Out One Platform: Waves, Owners, Messages and Gates
[Student Name]
Southern New Hampshire University
MBA 687: Leading Organizational Change
Module Six Presentation
[Instructor Name]
[Date]
The organization, setting and figures below are a composite written as a model document. No real employer, client, colleague or patient is described.
Slide 1: From Plan to Rollout
38 clients, 18 months, 140 people.
The plan is agreed; the rollout decides whether it holds.
Today: waves, owners, messages, gates.
Speaker notes: Thank you for joining from both offices. Milestone Two set the goals and the system changes for One Platform. This deck is about carrying them out. Our branch's last major change, the customer system rollout, had a reasonable goal and failed in execution: a single announcement, no local owner and no point at which anyone stopped to ask whether it was working. The four topics today are designed to avoid each of those failures. I will close by asking for three decisions.
Slide 2: Three Migration Waves
Wave 1, months 1 to 6: 9 clients with few custom features.
Wave 2, months 7 to 12: 17 clients with moderate customization.
Wave 3, months 13 to 18: 12 clients with the deepest custom code.
Speaker notes: Clients are ordered by complexity, not by revenue. The first wave includes nine clients whose custom features are few and whose relationships with us are strong, so we can learn the migration process where mistakes are cheapest. Their success becomes the evidence we show the more demanding clients later. Kotter (1995) found that transformations lose momentum when people see no convincing results within the first year or so, which is why wave one is designed to produce visible wins in the first six months. The 12 most complex clients come last, when our teams are certified and the platform has absorbed the most common custom requests.
Slide 3: A Name Beside Every Action
Sponsor and monthly progress report: Laura Bennett, general manager.
Migration design group: Emily Carter, principal engineer.
Client sequencing and retention: Karen Brooks, VP of sales.
Roles, training and careers: Jason Reed, HR business partner.
Speaker notes: Every action in the plan has one owner. Laura sponsors the program and reports progress to the whole branch each month. Emily leads the migration design group of senior engineers, which decides how each custom feature is handled. Karen owns client sequencing within each wave and tracks retention client by client. Jason owns the configuration consultant role, the certification schedule and the career ladder. The engineering director owns the move to the global release pipeline, and platform leadership in Singapore owns the product council seats and funding commitment. Where an action has two owners, it has none, so shared tasks name a lead.
Slide 4: One Story, Different Messages
Engineers: your knowledge designs the migration.
Implementation staff: a new role, paid certification, a career path.
Sales: clients migrate in an order you set; commissions protect renewals.
Clients: faster updates, no loss of what you use.
Speaker notes: The core story is the same for everyone: we are moving to one platform so every client gets improvements faster and our engineers stop maintaining 38 versions. Armenakis and Harris (2002) argued that a change message builds readiness when it addresses five questions: why change is needed, why this change, whether we can do it, whether leaders support it and what is in it for me. Our survey showed that the branch already accepts the first; the other four are where we are weakest. Each group's message therefore leads with the question it doubts most. Implementation staff, only 15 percent of whom expected any personal benefit, hear first about their future role.
Slide 5: Launch Sequence
Day 0: leadership team and coalition briefed.
Day 1: senior engineers, then implementation and sales teams.
Day 2: all-hands in U.S. hours, with the earlier failure acknowledged.
Weeks 1 to 2: every client hears from its account manager.
Speaker notes: The order matters. People most affected hear first and in small groups, from their own managers, so they are not learning about their future from an all-hands slide. The all-hands is held in U.S. business hours, with Singapore leaders joining, and Laura will name the customer system failure and explain what is different this time. No client should hear about the program from anyone other than its account manager. Elving (2005) argued that communication during change does two jobs, informing people and building a sense of community, and that poor communication feeds the uncertainty that undermines readiness. Small-group briefings do both jobs better than a single broadcast.
Slide 6: Strategic Considerations and Risks
Contracts: 7 clients hold custom feature guarantees.
Talent: losing senior engineers slows every wave.
Capacity: migration runs alongside normal support.
Distance: 12 to 13 hours between squads.
Speaker notes: Four considerations could derail the rollout. Seven clients have contract terms guaranteeing specific custom features; legal and sales will review each before its wave, and some may need a transition period or a platform option built early. The loss of even two or three senior engineers would slow every wave, so their role in the design group and retention agreements come before launch. Migration adds work to teams that still support live clients, so wave one includes a temporary contractor budget for support. The time difference will strain shared squads; the rotating overlap hour and working visits in the plan are our response.
Slide 7: Gates Between Waves
Proceed only if: migrated clients retain 95% of revenue.
Engineering and implementation turnover stays below 12%.
Confidence that leaders will follow through keeps rising.
Otherwise: pause, fix, then proceed.
Speaker notes: Between waves, the coalition meets to decide whether to proceed, using the goals from the plan. If migrated clients are leaving, turnover is climbing or confidence in leadership is falling, we pause the next wave and fix the cause before continuing. The branch's last change never had a moment like this; problems were visible within weeks and no one had the authority or the occasion to act on them. A gate turns early warning signs into a decision. Pausing will cost time, but pushing a failing process into our most complex clients would cost far more.
Slide 8: Decisions Needed Today
Approve the three-wave sequence and gate criteria.
Confirm headquarters' 18-month funding in writing.
Approve the revised sales commission plan.
Speaker notes: Three decisions from this group will let us launch next month. First, approval of the wave sequence and the gate criteria, so that the coalition has authority to pause if needed. Second, a written funding commitment from headquarters for the full 18 months; given the branch's experience, this is the single most important signal we can send about follow-through. Third, approval of the commission plan that rewards renewals of migrated clients, since without it the sales team's incentives work against the program. I am happy to take questions on any of the three.
References
Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of Organizational Change Management, 15(2), 169-183. https://doi.org/10.1108/09534810210423080
Elving, W. J. L. (2005). The role of communication in organisational change. Corporate Communications: An International Journal, 10(2), 129-138. https://doi.org/10.1108/13563280510596943
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
How this MBA 687 Module 6 example is structured
Slides carry a few short lines each, and the speaker notes carry the reasoning and evidence. The deck moves from the rollout's shape to who owns it, then to what each group will hear and in what order, then to risks and gates. The last slide asks leaders for three specific decisions, so the meeting ends with commitments rather than a summary.
Get MBA 687 Module 6 written to your instructions
Send over your MBA 687 presentation prompt and rubric along with your change plan. An eight-slide deck with speaker notes on rollout and strategic considerations comes back within 24 to 48 hours; the first is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.
MBA 687 Module 6 questions, answered
What does the MBA 687 presentation on strategic considerations involve?
Presentations in this course generally ask students to present strategic considerations for carrying out a change to organizational leaders, such as phasing, communication, ownership, risks and measures, with speaker notes explaining the reasoning.
Why roll out a change in waves?
Waves let an organization learn from early groups before reaching the most complex or valuable ones, produce short-term wins that build confidence, and limit the damage if something goes wrong. Gates between waves give leaders a deliberate point to adjust.
Should every group receive the same change message?
The core message should be consistent, but each group needs to hear how the change affects its own work, what it will lose and gain, and what support it will receive. A single message usually answers leadership's questions and leaves employees' unanswered.