Ja’Mya Wilburn HSL 3853FLE part 115 October 2022Impact o.docx

Ja’Mya Wilburn
HSL 3853
FLE part 1
15 October 2022
Impact of Early Use of Technology on Child Development
The topic of child development got selected due to its expansive
nature and capability of connecting to current societal
constructs. Technology usage has become more advanced in
society due to its impact on child development. There are
positive and negative effects of children's early use of
technology. Technology has constant, reliable outcomes since
children aged 2-5 can access information in a simplified
method. Families of children in the age group can attain the
required development by using online infographics, videos, and
pictures to display various information for their children.
Infographics are a reliable data-sharing tool since they can
integrate images, diverse colors, motions, and sorting
operations that correlate user data to ensure an expansive data
improvement process. Different software types assist children in
learning, like websites and mobile applications. Parents and
teachers can install the software on tablets which are standard
tools to support children's attention and free time.
Research on harmful technology use by children indicates
that children are often exposed to unhealthy food consumption,
body image dissatisfaction, and inappropriate behavioral
adaptation when they use technology without monitoring (Ricci
et al., 2022). Too much technology usage can affect children's
attention span since they become fixated on their digital lives,
which causes them to miss out on their immediate physical
environment (Mustafaoğlu et al., 2018). Parents must develop
objectives for managing technology usage by children so that
there shall be an appropriate development structure. The goals
include the development of a plan for all device usage, setting

time limits, and screen time should constantly get monitored,
having enough technical knowledge, and restricting
inappropriate websites. All these methods facilitate proper
improvement of technology usage since it is possible to ensure
regulations get integrated for indispensable technological
interactions
Objectives:
1)
Present ways to parents how they can implement
healthy technology use at home
2)
Explain the pros and cons of young children using
technology at an early age
3)
Promote how technology is used in schools to ensure
constant learning
4)
Explain the outcome that technology has on early brain
development
5)
Display an online infographic blog discussing early
technology use and ways to safely implement it into kids lives
References
Mustafaoğlu, R., Zirek, E., Yasacı, Z., & Razak Özdinçler, A.
(2018). The negative effects of digital technology usage on
children’s development and health. Addicta: The Turkish
Journal on Addictions, 5, 227–247.
http://dx.doi.org/10.15805/addicta.2018.5.2.0051
Ricci, R. C., Paulo, A., Freitas, A., Ribeiro, I. C., Pires, L.,
Facina, M., Cabral, M. B., Parduci, N. V., Spegiorin, R. C.,
Bogado, S., Chociay Junior, S., Carachesti, T. N., & Larroque,

M. M. (2022). Impacts of technology on children's health: a
systematic review. Revista paulista de pediatria : orgao oficial
da Sociedade de Pediatria de Sao Paulo, 41, e2020504.
https://doi.org/10.1590/1984-0462/2023/41/2020504
image1.jpg
Organization chart
Mirjam Nilsson
President
Augusta Bergqvist
VP Business Development
Omar Mattsson
Manufacturing Director
Flora Berggren
VP Worldwide Sales
Elaine Hartwick
Acting Director
John Martensson
Research Director
Stan Raffety
Human Resources Manager
Patrick Heaton
Research Lab Manager
Mei Zheng

Joanne Lawrence
April Hansson
Marketing Manager
You!
Business Development
Manager
Juanita Gonzalez
Business Development
Manager
Angelica Astrom
Supply Chain Strategies
Nidal Eidwat
Middle Eastern Operations
Ian Smith
North American Operations
Chris Botting
Sales Executive
Ian Hansson
VP Human Resources
Leslie Krupp
Sales Rep

MBA 699
Life Sciences Organization
MBA 699�Life Sciences Organization
MBA 699 Employee Personas
The first step in putting together the kind of team that can direct
a change effort is to find
the right members. Characteristics of effective guiding coalition
members are:
• A combination of management and leadership skills to develop
both plans and vision
• Position power
• Expertise (discipline, work experience, decision-making
ability)
• Credibility (good reputation with the firm, in the industry, or
both)
The VP of the life sciences organization you are working for
has identified the following
employees who might be suitable for inclusion in the guiding
coalition:
Name Job Role Characterization Past
Experience
With M&A

Span of
Control
Time at
the
Organizati
on (Years)
Job
Satisfactio
n
(1=low,
4=high)
Years
Since
Last
Promoti
on
Juanita Business
Developmen

t Manager
(your
counterpart)
Extremely
intelligent,
motivated, and
productive, she has
been struggling
lately with
managing her time
and commitments
since returning from
maternity leave.
Juanita has
never been
involved in a
merger or an
acquisition,

but she
worked at a
firm during its
complete
reorganization
.
Individual
contributor
(niece of one
of the firm’s
owners)
2 2
n/a
Stan Human
Resources
Manager
Often characterized

as “a complacent
member of human
resources,” Stan is
usually the point of
contact who is
assigned to
company-wide
committees.
Formerly
involved in a
workforce
deployment
change
initiative, he
has familiarity
with what
works (and
doesn’t work)

in a guiding
coalition.
Individual
contributor
8 1 7
Name Job Role Characterization Past
Experience
With M&A
Span of
Control
Time at
the
Organizati
on (Years)
Job
Satisfactio
n

(1=low,
4=high)
Years
Since
Last
Promoti
on
Omar Manufacturi
ng Director
Highly successful
director,
responsible for
opening up the
company’s supply
chain in the Middle
East. Although he
sometimes “rubs
people the wrong

way,” he has proven
effective.
Omar came to
the firm
through an
acquisition
and has been
pleased with
how the
integration
has gone so
far.
Manages 12
manufacturin
g plants
comprising
580 hourly
workers

3 4 n/a
John Research
Director
John is responsible
for the scientific
research behind the
company’s flagship
oncology drug, and
“doesn’t stop until
the job is done.”
A member of
the firm’s
founding
team, he has
seen more
mergers fail
than succeed.
Oversees the

company’s
research labs
in three
countries,
including
more than
100 scientists
22 4 15
Leslie Sales Rep During her tenure
with the firm, Leslie
has consistently met
her sales targets,
exceeding her
quotas every
quarter.
Leslie has
been through
more change

in her career
than most
sales reps.
Individual
contributor
14 2 8
Elaine Acting
Director
Although she has a
reputation for being
difficult to work
with, Elaine is
known for
appreciating
complementary
strengths in others
and is often called
“a true visionary.”

Elaine is a
strong leader
when it comes
to adapting to
changing
situations.
Manages 18
senior
managers
(direct
reports)
10 3 2
Chris Sales
Executive
Known for
“micromanaging,”
Chris has a realistic
sense of his

weaknesses and
limitations.
Chris led the
integration of
two prior
acquisitions
while at
another
company.
Oversees
more than
150 sales
reps around
the world
10 2 4

Johnathon Davis
3-1 Milestone Two: Employee Attrition Analysis Report
MBA 699
Professor Shindell
September 11, 2022
3-1 Milestone Two: Employee Attrition Analysis Report
The following study will analyze the available workforce
for the company. The people that work for a company are its
most valuable asset. Potential buyers can learn about the
company's human resources capabilities by conducting an
assessment of the company's talent. This will allow them to
make informed decisions about whether to keep on board key
employees for a smooth transition or let go of those who will be
superfluous after the acquisition is finalized. Examining the
company's HR, looking at turnover rates, and forecasting how
many employees will remain after purchase are all necessary
steps.
Current Employee Demographics
After looking at the numbers, we find that there are a total
of 83 workers, but only 69 are now employed. Age, sex, marital
status, education level, and years of experience are only a few
of the factors shown in the following tables, which show the
current employee demographics. A majority of the existing
workforce (60 people) consists of people in their thirties (10
people) and their twenties (40 people). There are now 11
workers in their 40s and just 8 workers in their 50s or older.
Ten percent of adults lack a high school diploma, twenty-five
percent have an associate degree, and thirty-two percent have a
bachelor's degree. Two-thirds need a master's degree or more,
while just four percent need a PhD. There are 59% males and

41% females in this sample. Divorce rates are at 28%, while
marriage rates are at 39%, and single people make up 33%, from
12 percent for those with no experience to 25 percent for those
with more than 15 years in the field.
I have picked a Pareto chart and a pivot chart to illustrate
essential demographic information. Below, using a Pareto chart,
one can see the age distribution of all workers; for instance, the
majority of employees are between the ages of 20 and 38; this is
an important consideration since the firm has to make long-term
plans to keep these people engaged. The educational system is
shown in the pie chart below. This data is crucial since it will
show the firm who has the skills and knowledge to help them
succeed.
Attrition Analysis
The terms "attrition" and "turnover" are often used

interchangeably, although referring to distinct events. The term
"attrition" is used to describe positions that are abandoned
without being filled, whether freely or involuntarily (Walia &
Soodan, 2015). When an employee departs and is replaced, this
is referred to as turnover. Attrition is an inevitable aspect of
every business, and it may have both positive and negative
consequences on the workforce already in place and the
recruitment process as a whole. Attrition rates in the workplace
may be affected by a wide range of factors, both internal and
external. The more you understand the many forms of attrition
and how they affect the workplace, the better equipped you will
be to deal with it and keep valuable employees from leaving.
After receiving training, a new recruit takes on the same duties
as their predecessor, who has the same title. Employee churn is
a term used to describe the combined review of attrition and
turnover. Attribution is summarized in the following graphs:
There are several causes of employee turnover, including
salary, lack of progress, terrible working circumstances, and
more" (Lim & Misra, 2019). Employee disinterest is among the
top five causes of turnover. The R&D division has lost the most
employees (71%), and its members also tend to take fewer
business trips. Employees with little experience or education are
also more inclined to quit for greener pastures. The bulk of
those who departed were lab technologists in the research and
development department, and they left the firm within the first
two years for financial reasons. Fourth, they didn't perceive any
opportunities for advancement, and fifth, their work-life balance
was average at best.
i)
Income: There is a significant disparity in the average
incomes of men and females, as shown below:

The monthly average for female employees who left the
organization was around $7,819, while the monthly average for
male employees was $4,735. It is possible that this is one of the
reasons why there is a high male turnover rate at the
organization; the male employees may have the impression that
there is no compensation equality.
ii) Promotion: It took at least 4 years for women to be
promoted, whereas men took a year or less.
From the graphs, we can see how long it has been since past
workers were promoted, how often they received training, how
old they were on average, and how long they had worked at the
firm. When comparing the years of experience and education of
male and female employees, you will notice a significant gap.
iii) Training: According to exit interviews, training staff is a
problem. Former female employees received training once per
year, whereas former male employees received training twice
per year.
Male employees, while receiving somewhat more training,
departed the organization at a quicker rate than female
employees.
iv) Work-Life Balance: Though I include work-life balance as a
component of job satisfaction, I think it merits separate
attention due to its importance in avoiding burnout and lowering
stress levels in general (Kohll, 2018). Those who have just
departed the organization are millennials, and this concept has a
different meaning for them than it does for their parents or
grandparents. Former workers' responses to this question seem
to be extremely neutral, suggesting that they are neither happy
nor unhappy with their work-life balance.
v) Job satisfaction: There is no universal method for gauging an
employee's contentment with his or her present position since it
depends on the person's unique set of circumstances and the
extent to which his or her job fulfills those requirements (Weir,

2013). Former workers departed the firm for various reasons.
In this table, I've calculated the average pay increase,
performance rating, work-life balance, and length of
employment based on the spreadsheet data. Indicators of
satisfaction or dissatisfaction are more pronounced in females
than in men.
For those employees who left the company, the least year(s) of
the promotion before leaving was one year, while the employee
who took the longest time to be accorded a promotion before
leaving was given a promotion after 6 and 15 years. A typical
worker quits at the age of 36. Additionally, the usual employee
leaves their position sometime between the sixth and seventh
year. Looking at the dataset, there seems to be no correlation
between the training times and the years an employee spends at
the company since we can see a situation where an employee
with no training worked for 22 years before leaving while an
employee with 6 training (which is the highest number of
training so far) left only after one year. It is also important to
note that male employees left the company more than female
employees.
Retention
A company's success is frequently determined by the
employees it chooses to work for it. Skilled workers who will
succeed in their positions and provide value to their teams may
be recruited with careful planning (Michael & Crispen, 2009). A
percentage is a common way to represent the retention rate.
That rate has to be quite high. There are a variety of retention
tactics that might help organizations keep their employees
longer such as renumerating employees fairly, offering a
generous benefits package, pproviding a range of scheduling
options, and bbuilding an interactive new employee orientation.
It would seem that the trends are comparable or heading in
the same way when comparing previous workers with current
ones and the reasons why the former employees departed.

Current workers have an average age of 36; the vast majority
work in research and development as lab technicians; their
income is much lower than that of other roles, and the vast
majority have not been with the firm for very long. Potential
buyers may be concerned about low levels of training since the
average training time over the last year has only been 2.7 hours.
Actionable Steps
The corporation may take certain steps to reduce employee
turnover, particularly in high-stakes departments like research
and development. Reducing turnover by half would just need
some minor adjustments to the training program, such as
updating the modules and doubling or tripling the present
training duration. By including a training program that sends
R&D and sales staff on business trips, the organization may
help re-engage the teams and demonstrate its commitment to
them. The next step is to consider the possibility that numerous
roles have a beginning pay scale and that it could be time for
HR to examine market compensation and rework the scale to
include some kind of bonus or incentive. Pay for different roles
within the firm, particularly those with the highest turnover,
may be adjusted by working closely with finance. Finally,
consider rethinking flexible work arrangements, such as paid
time off or telecommuting. To help its employees achieve a
better work-life balance, some organizations provide unlimited
paid time off (PTO) for particular professions, while others
offer flexible scheduling or telecommuting alternatives.
References
Lim, M., & Misra, J. (2019). Work/Life balance. Sociology.
Retrieved from
https://doi.org/10.1093/obo/9780199756384-0218
Kohll, A. (2018). The Evolving Definition of Work-Life
Balance. Retrieved from
https://www.forbes.com/sites/alankohll/2018/03/27/the-
evolving-definition-of-work-lifebalance/?sh=5118e33f9ed3.

Michael, O. S., & Crispen, C. (2009). Employee retention and
turnover: Using motivational variables as a panacea.
African journal of business management,
3(9), 410-415.
Walia, K., & Soodan, S. (2015). Attrition: Exploring
dimensions of employee attrition in the IT industry.
Effulgence-A Management Journal,
13(1), 64.
https://doi.org/10.33601/effulgence.rdias/v13/i1/2015/64-71
Weir, K. (2013). More than job satisfaction. Retrieved from
https://www.apa.org/monitor/2013/12/job-satisfaction.
Female Male 2.6451612903225805 2.7884615384615383
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Johnathon Blake Davis
2-1 Milestone One: Guiding Coalition Recommendations
MBA 699
Professor Shindell
September 2, 2022
Recommendation
Leadership and management skills are crucial to guide the
coalition effectively. Decision-making ability and credibility to
participate in teamwork are crucial to leading positive change
and getting expected outcomes. Following members of the
organization are recommended to participate in guiding the
coalition process;
1. Flora Berggren, the vice president of worldwide sales,

manages 150 sales representatives under her. She has been with
the organization for ten years; thus, she understands
organizational values and goals. Berggren influences the sales
operations of the organization. She manages two people under
her as a sales executive and sales representative. During her
presence with the organization, she always achieved her targets
regarding worldwide sales. She is a committed person; thus, her
participation in guiding the coalition would be helpful. As the
sales president, she knows global market trends and can guide
the team to make productive decisions.
2. Elaine Hartwick, the acting director, manages 18 senior
managers under her. She has been with the organization for ten
years and is known because of her visionary and leadership
expertise. According to the data, Elanie is the best cooperative
manager in adapting to new situations. Throughout her presence
with the organization, Elanie always motivates others and helps
them to recognize their strengths. Her participation in the
guiding coalition team would be helpful for team members to
stay motivated and active. Her market management skills would
be helpful in placing the product at the right place, at the right
time.
3. Omar Mattsson, the manufacturing director at the firm,
manages 580 hourly workers in 12 plants. He has proved a
strong and effective director who helps the organization to
expand towards the Middle East. He manages 12 manufacturing
plants and works competently with the organization to achieve
goals. He has been working with the organization for three
years and is pleased with the integration within the
organization. His participation in the guiding coalition team
would help us to understand the global perception of the
product, and it would be helpful to predict the future of the
product launched.
4. Leslie, the sales representative, is an individual contributor
to the organization. He has been serving the organization for
fourteen years. According to his records in the organization,
Leslie always meets her sales targets and exceeds sales quotas

every quarter. His contributions to the guiding coalition would
help to understand the effective strategy required to sell the new
product in the right market. He would utilize his experience to
make sales effective and help to achieve expected outcomes.
Team Building Strategies
A well-functioning team is crucial to initiate change in the
previous operational performance of the organization. The
organization’s board of directors decided to sell the new
product, and for this, team building is the first step which
would help to make the process successful. Following are some
strategies for developing a functioning team;
1.
Promote a Respectful Environment
One of the most focused strategies is to promote a respectful
environment for team members. A respectful environment in
which every team member feels valued and shows respect to
each other. Even during stressful times, maintain a cooperative
and respectful environment to cope with negative situations.
2.
Communicate
Communication is key to establishing a smooth and comfortable
relationship with team members. There should be professional
and ethical communication standards to improve the interaction
between team members. Communicating is also important to
exchange ideas and opinions within a team. Communication is
also a dedication to transparency and improvement in
interpersonal relationships.
3.
Trust in Each Member's Efficiency
It is important to show everyone their ideas are worth
considering to prevent team conflicts. Saw value in each other
and motivated each other to utilize their strengths. To build a
functioning team, accepting and respecting each other's
opinions is important. Instead of criticizing individual opinions

and perspectives, team members should share positive feedback.
4.
Acknowledgement and Feedback
A team leader should show a response toward the performance
of team members. Regular feedback improves the performance
of individuals and motivates them to do more.
Acknowledgement of small achievements motivates team
members to work hard and achieve expected outcomes. To lead
a positive change, it is crucial to interact with team members
and understand their concerns properly.
5.
Listen to Each other
To build a strong team, it is important to instill the skill that
each member has different beliefs, ideas and perspectives. Thus,
listening to others could improve our understanding and
knowledge of the subject. Listen to others and understand what
they think about the problem. Listening to each other also
improves team connectivity (VANTAGE, 2022).
Along with these five team-building strategies to build a sense
of urgency among team members, we will guide them about the
need of the organization to embrace change. Although the
organization has been doing good for years, change is still
mandatory. And a successful change can only happen when
everyone contributes equally and show their commitment to the
organizational change. Understanding the need for change is
also important to be ready for the change and participate in its
process. Understanding and accepting each team member are
crucial to embracing a long-term positive change. If any of the
team members resisted, it would become difficult to achieve the
expected outcomes.
All these strategies and activities would help to build trust
because, in this way, each member will feel valued and
respected. The organization’s management will try to engage

each member in the guiding coalition by satisfying their
concerns and preferences. These activities will enhance their
trust in the organization. Trust is a binding force while working
in a team; thus, building it by different means is crucial.
Strategies enlisted to build a functioning team also help to
improve interpersonal relationships between team members.
Trust in each other would make them respect each other's
opinions and perspectives to embrace the required change.
These strategies would help achieve expected outcomes by the
launch of the new product.
Reference
VANTAGE, C. (2022). The Right Steps to Develop an Effective
Team.
https://blog.vantagecircle.com/effective-team/
Project Planner[Project Planner]
Vineetha P: This Project Planner uses
periods for intervals. Start = 1 is period 1 and duration = 5
means project spans 5 periods starting from the start period.
Data in row 5 shows an example of how to use this table.
Select a period to highlight at right. A legend
describing the charting follows. Period Highlight:1Plan
DurationActual Start% CompleteActual (beyond plan) %
Complete (beyond plan)ACTIVITYPLAN STARTPLAN
DURATIONACTUAL STARTACTUAL DURATIONPERCENT
COMPLETEPERIODS1234567891011121314151617181920212
22324252627282930313233343536373839404142434445464748
495051525354555657585960[Example: Form Strategic Planning
Team]111275%[Activity 01]xxxxx%[Activity
02]xxxxx%[Activity 03]xxxxx%[Activity 04]xxxxx%[Activity

26]xxxxx%
MBA 699 Alternative Buyer Options
Global Medical and Pharmaceutical Companies
• Alkermes
• Gilead Sciences, Inc.
• Jazz Pharmaceuticals
• Johnson & Johnson
• Novartis
• Nova Nordisk
• Regeneron Pharmaceuticals
• Vertex Pharmaceuticals
Running head: TITLE OF YOUR PAPER

Johnathon Davis
5-1 Milestone Three: Alternative Buyer Research Report and
Acquisition Road Map
MBA 699
Professor Shindell
September 24, 2022
5-1 Milestone Three: Alternative Buyer Research Report and
The potential buyer selected for the organization is Vertex
Pharmaceuticals. It is an American biopharmaceutical company
based in Boston, Massachusetts. The company is known for its
focus on innovation in research, manufacturing and distribution
of medicines for severe illnesses. Vertex Pharmaceuticals was
one of the first biofilm-producing medicines for life-threatening
diseases and serious illnesses. Its customer's rate Vertex
Pharmaceuticals up to 4.2 from 5 based on the services offered
to customers. According to the organization's mission, Vertex
Pharmaceuticals invests in scientific innovation to manufacture

transformative medicine to deal with life-threatening and severe
illnesses. Organizational values at Vertex Pharmaceuticals drive
the operations and functions of the team. In this paper, we will
discuss the current situation of Vertex Pharmaceuticals (Bakiny,
2022).
Current Market of Vertex Pharmaceuticals
The organization is operating in the pharmaceutical market in
the United States. It holds a monopoly in the CF market. The
company looks forward to working outside the CF market and
diversifying its services through different locations. Based on
the quality of research and manufacturing at Vertex
Pharmaceuticals, it is expected that the organization will also
gain enormous success in other regions. The uniqueness and
differentiation that the organization has maintained would help
it to compete across different locations and diversify its
position in the international market (Bakiny, 2022).
Vertex Pharmaceuticals is the only firm manufacturing
medicines to deal with healthcare complications. Some products
manufactured by the company include TRIKAFTA/KAFTRIO,
KALYDECO, SYMDEKO/SYMKEVI and ORKAMBI. These
four medicines manufactured by Vertex are used to treat CF in
the regions of Australia, North Africa and Europe. The company
is also manufacturing other medicines to deal with chronic
situations. Vertex Pharmaceuticals manufactures medicines by
considering patient needs, and there is no compromise when it
comes to a commitment to patients (Bakiny, 2022). Patients are
central forces, and everything is for them what we do. Decisions
from planning to manufacturing focus on patient need and
ensure that organizational decisions should not impact
customers.
All the patients suffering from severe life-threatening
diseases are customers of Vertex Pharmaceuticals. The company
is serving the medical needs of patients and using technology to
manufacture transformative medicines for patients. The

company invests in research, innovation and advancement to
transform traditional medicine methods. All the company's
decisions, programs and initiatives focus on patients and
serving their needs directly or indirectly (VERTEX, 2009).
Vertex Pharmaceuticals is competing in the pharmaceuticals and
biotherapeutics industry. It is serving the healthcare sector and
innovating means of medicine. Some competitors of Vertex
Pharmaceuticals include Biogen Mayokardia and Bellicum
pharmaceuticals (Comparably, 2020). Vertex Pharmaceuticals is
leading the market because of the innovation it drives in the
healthcare sector and its distinct focus on health and medicine.
Financial Situations
According to the financial performance of the company in 2021,
the product revenue of the company has increased compared to
the previous year. Along with the overall success throughout the
business, 22% revenue growth is recorded. According to the
Chief Executive Officer and President of Vertex
Pharmaceuticals, "we expanded our leadership in cystic
fibrosis-- treating more patients than ever before and advancing
our next-in-class triple regimen into pivotal studies. In addition,
our pipeline beyond CF accelerated and delivered important
clinical data in new disease areas" (VERTEX, 2022). She
further states that moving in 2022, we have numerous other
programs in mind that would help improve revenue growth even
higher. We are motivated to serve many more patients, driving
revenue growth and earnings in 2022 and years ahead
(VERTEX, 2022). Financial highlights of the company during
the second quarter of 2022 are as follows;
(VERTEX, 2022)
According to the chart above, the product revenue increased
about 22%, $7.57 billion, compared to the previous year. The
chart also shows that during 2022 cash flow and market
securities increased by $9.3 billion compared to the previous
year in 2021. The company's financial growth is dedicated to
launching two products in the market, including KAFTRIO and

TRIKAFTA. These two products have increased the operating
income of Vertex and positively impacted the company's
financial performance (VERTEX, 2022).
Recent Developments
Analysis of the recent developments in the company shows that
the whole emphasis of Vertex Pharmaceuticals is on introducing
new medicines to deal with chronic illnesses. Vertex
Pharmaceuticals currently collaborates with Verve Therapeutics
to discover and develop a gene editing program to address liver
disease. According to the Chief Executive Officer at Vertex
Pharmaceuticals, “This partnership with Vertex enables an
important step forward for Verve as we build out our leading
gene editing capabilities and pipeline of
in vivo gene editing medicines to address serious
diseases” (VERTEX, 2022). This initiative shows growing
investments and efforts of the organization towards innovation
and transformation of the healthcare sector.
Vertex Pharmaceuticals are also investing in improving
technological advancement and embracing innovation in the
workplace. The organization's purpose is to address chronic
illnesses and improve the outlook of treatments for patients.
The entire focus on innovation and advancement would improve
patient and community care outcomes.
Buyer Rationale
Vertex Pharmaceuticals is the best option for a life sciences
organization because the mission and purpose coincide. Vertex
Pharmaceuticals focuses on cell, biology, and molecular level
solutions, which is what the life sciences organization is doing;
thus, collectively, both organizations can make a difference.
Collaboration of Vertex Pharmaceuticals with life sciences
organizations will help to manufacture products to treat chronic
illnesses and would help to improve overall outcomes of
healthcare for patients.

The organization for the acquisition is selected, and the next
process is to negotiate business terms and conditions with each
other. Both companies, Vertex Pharmaceuticals and the life
sciences organization, will organize a meeting to discuss the
agenda of the acquisition and share their expectations from each
other. After the agenda setting, another meeting would be called
to share common goals achieved through this acquisition. The
roles and responsibilities of both companies will be
communicated to eliminate complications later. Vertex
Pharmaceuticals will explain its focus on research to drive
innovation and how the organization could help it research and
develop required changes in the contract. In the coming year,
the manufacturing of new life-saving drugs will be discussed,
along with changing market trends and patient needs. There
would be different times and meetings to discuss all these
things, and the road map would be implemented within two
months to pursue decided goals in the coming year. Internal
stakeholders from both organizations will participate in
meetings and achieve acquisition goals. The roles and
responsibilities of each stakeholder would be highlighted for
them.
References
Bakiny, J. (2022, June 3).
2 Green Flags for Vertex Pharmaceuticals' Future. The
Motley Fool. Retrieved September 25, 2022, from
https://www.fool.com/investing/2022/06/03/2-green-flags-for-
vertex-pharmaceuticals-future/
Comparably. (2020).
Vertex Pharmaceuticals Competitors. Comparably.
Retrieved September 25, 2022, from
https://www.comparably.com/companies/vertex-

pharmaceuticals/competitors
VERTEX. (2009, July 2).
Home. YouTube. Retrieved September 25, 2022, from
https://www.vrtx.com/patients/
VERTEX. (2022, January 26).
Vertex Reports Second Quarter 2022 Financial Results.
Vertex Pharmaceuticals. Retrieved September 25, 2022, from
https://news.vrtx.com/news-releases/news-release-
details/vertex-reports-second-quarter-2022-financial-results
VERTEX. (2022, July 20).
Vertex and Verve Therapeutics Establish Collaboration
to Discover and Develop an In Vivo Gene Editing Program for
Liver Disease | Vertex Pharmaceuticals Newsroom. Newsroom |
Vertex Pharmaceuticals Newsroom. Retrieved September 25,
2022, from https://news.vrtx.com/news-releases/news-release-
details/vertex-and-verve-therapeutics-establish-collaboration-
discover-0
image1.png
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Family Life Education (FLE) Project – Part II
HSL 3853 Child Development Practicum
FLE is any organized effort to provide family members with
information, skills, experiences, or resources intended to
strengthen, improve or enrich their family experience
(www.ncfr.org). Educational programs are effective in
providing
information to individuals, families, and communities. In order
to develop and facilitate programming you need to
have familiarity with both the content that needs to delivered,
and what type of program design is the most effective
in delivering that content.
For Part II you will research your topic, explore the 10 FLE

Content Areas, and describe the logistics of your project
(i.e., how it will be presented and why).
You have the choice of developing an online resource or
preparing something inside the lab such as a bulletin board,
special event/activity, or newsletter.
You can start Part II by reviewing the material in Module Six
and the Assignment Module. Use the information to
prepare a paper following the outline below. Use NAEYC.org
and NCFR.org to get started. They have information on
child development, family life education and communication,
and COVID.
• Topic - latest research on your topic using approximately 300
-500 words total
o Overall/general information
o Importance to children and families overall and specifically
how the children/families in our lab will benefit from
your project

o New considerations due to Covid
• 10 FLE Content Areas
o Cover five of the ten content areas
o Explain how you are addressing each content area with your
project using 25-50 words for each content area
▪ Example: FLE #10 - I will research the importance of
communication and how to select and disseminate credible
resources. I will also examine how to effectively interact with
families, how to support their navigation of remote
interactions, barriers to dissemination, and how to present
information in a variety of ways to address various
learning styles.
o Logistics: How are you disseminating your research on your
topic?
o State what you will be doing and how you will do it in one
sentence
▪ Example: I am completing a series of five TikToks on healthy
snacks for toddlers to be posted on the CFLEC
Facebook page
▪ Example: My newsletter focuses on vaccinations. My topic is
the history of vaccinations and current

CDC/WHO data on their use/effectiveness. I will address
methods of communicating the importance of
vaccinations, especially during a time of heavy Covid
infections, and I will find resources to share with
families.
o Explain why your method of dissemination is effective for
children and families and how you are meeting your
objectives in 200-300 words
▪ Current research on effective methods of providing family life
education to children and families
▪ Ability to access, cost to families, time to spend
http://growastrongfamily.org/wp-
content/uploads/2016/10/final_fle_infograph-1nf3djx.pdf
• Reference list – using APA
o Use five academic resources from a variety of sources in
writing your paper and cite in the text using APA
▪ If you are not sure how to find academic sources you can go to
Booth Library
▪ Resources on APA are found in your assignment module
o NAEYC, NCFR, CDC, WHO are all considered academic
sources

https://www.eiu.edu/booth/subjectsPlus/subjects/faq.php?faq_id
=44

Ja’Mya Wilburn HSL 3853FLE part 115 October 2022Impact o.docx

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