BMGT 365 Organizational Leadership Biotech Company Profile .docx

BMGT 365 Organizational Leadership Biotech Company Profile
1
Biotech Health and Life Products
Company Profile
Welcome to Biotech!
The assessment projects for this class will examine different
facets of the leadership
of Biotech Health and Life Products, Inc. You will be exploring
leadership within
Biotech with the driving question of “what skills does a Biotech
leader need to lead
the company now and in the future?”
History
Wilford Barney was a young apprentice working for Peter Ulan,
owner of a small
apothecary shop in Yonkers, New York. During his
apprenticeship, Barney created a
general energy elixir that was based on a home remedy of his
mother’s back in
Ireland. The elixir was produced specifically for many of Ulan’s
special customers.
Made of all natural ingredients the elixir provided B12 and
other vitamins to promote
a healthy immune system. The energy boost was noticeable after
only a week’s use.
The reputation of the elixir grew.

In 1922, Barney took over Ulan’s apothecary shop renaming the
business, Barney’s
Apothecary. At that time, Barney decided to bottle his elixir and
sell the formula to
everyone rather than selected customers. Barney also gave
bottles of the elixir to
local peddlers who sold the product along with their wares
receiving a commission on
each bottle they sold. By 1929, the product was well known in
Yonkers. Encouraged
by the success in Yonkers Barney decided to branch out to New
York City.
In 1932, Barney built a small manufacturing plant near the store
where he mixed and
bottled the elixir for sale. By 1934, Barney expanded sales by
putting the elixir in a
quarter of the apothecary shops in New York City. Sales were
booming and
customers inquired about other products that Barney’s had.
In 1936, Barney started a new product called Night Relief,
another of his mother’s
recipes. This product offered relief from night sweats and
anxiety caused by
menopausal symptoms or nerves. When this product proved a
“secret success” with
the ladies, Barney decided to bring his mother, Irene, from
Ireland, and put her to
work making new natural products. With his mother’s help,
Barney grew the business
into a small but successful manufacturer of natural “life
products”. Barney coined “life
products” because the products tracked natural life events in the

human body and
attempted to improve the customer’s discomfort in dealing with
them.
The name of the company was changed to Barney’s Elixir and
Life Products. The
business continued to grow and with his mother’s death in 1938
the company had a
gross revenue of $178,000 a year. The depression took a toll on
company profits
2
but people still needed the boosts to their health and were able
to afford Barney’s
products as opposed to the medicine offered by doctors and
hospitals. During World
War II the company supplied the troops with a natural caffeine
(Stay Clear) product
that would keep soldiers awake for long periods of time and
heighten their mental
alertness. Government contracts derived from Stay Clear
boosted the revenue of the
company considerably and ushered in a new wave of interest of
natural products.
By 1950 Barney turned over the reins of the daily operations of
the business to his
children but remained on the Board of his family owned
company. By this time, the
company had expanded its manufacturing plants and sales

nationally to include
Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois
and Atlanta, Georgia.
The revenue of the company was now close to 2.5 million
dollars.
In the 1960’s the social climate in America had changed and
pharmaceutical
companies took on greater importance in the treatment of
people’s health. The
discovery of new drugs and better health care shifted the
confidence in the American
perspective away from natural products to traditional western
medicine. Although the
counter culture of America still supported natural supplements,
popularity for
Barney’s products waned.
In 1965, Wilford’s granddaughter, Geraldine, took over the
Research and
Development Department (R&D) after receiving a degree in
chemistry from Harvard.
She had been trained as a child by her grandmother, Wilford’s
mother, and knew how
the recipes should look. However, she had new ideas and with
the approach of the
1970’s, was ready to join the “Anjolie perfume commercial”
lifestyle depiction of a 70’s
women that “they could bring home the bacon and fry it up
too.”
Due to the downturn in sales by 1970, the company turned to
other countries for its

sales base. Starting in Germany and other European countries
where natural
products are highly credible, Barney began to license the sale of
the company’s
products to local manufacturers. The name recognition grew and
by the 1980’s the
company was grossing over 4 million dollars in gross sales. The
company moved to
overseas operations and manufactured in Germany. Wilford
Barney died in 1981
shortly after seeing his first grandchild, Maximillian Barney,
take over the President’s
positon of the company.
Studying the trends in the 1990’s about the resurgence of
natural health products
“Max” as he liked to be called, decided it was time for Barney’s
to focus on the new
interest in homeopathic and natural products especially at home
in America where
sales were static. In 1996, Max, wanting to get a sleeker and
more modern feel to the
company’s products changed the company name and logo. No
longer was Barney’s a
mom and pop operation but now were part of the Biotech
nutraceutical market.
Barney’s Elixir and Life Products was now Biotech Health and
Life Products. While
the products would continue to show the old Barney logo, for
name recognition the
new logo would take prominence on the packaging.
By 2000 the company was grossing about 1.1 billion in sales
with an increase in

market share. By 2012, Biotech had a 20% market share of the
supplement business
3
with approximately $20 billions of sales. The growing interest
in the bio-nutraceutical
marketplace was catching the attention of the big
pharmaceutical companies. Glaxo,
Merke and Dupont began a massive shift to the new biotech
business products.
Currently sales for the company are at $35 billion. Maximillian
Barney is still
President and CEO. The stock is still held by the family and all
senior management
positions are held by family members.
Current Company Vision: To help provide everyone with the
healthiest life possible
in the most natural of ways.
Current Mission: To develop products that are safe, effective,
affordable and natural
with the customer’s health always their primary goal.
Current Fact Sheet

Headquarters Yonkers, New York
Worldwide web address www.biotechlife.com
President Maximillian Barney
2016 Gross Sales US$ 35 billion
Employees 35,000 in 6 countries worldwide
Manufacturer Operations
United States Detroit, Michigan, Los Lunas, New Mexico,
Chicago,
Illinois and Atlanta, Georgia
Europe Wittllch, Germany, Baltimore, Ireland
Asia Pacific Melbourne, Australia
Latin America and Caribbean Sao Paulo, Brazil
Canada
Product Lines
Major Competitors
Alberta, Canada
Protein and Fitness; Personal Care, Nutraceuticals,
Vitamins and Food Supplements
Protein and Fitness-GNC,
Personal Care- Nestle Skin Care- Galderma, SA;
Glaxo, Merke, General Mills.
Vitamins and Food Supplements- GNC, Natures Plus,
Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial
Group, Inc, Schiff Nutrition International, Nestle,

General Mills, Now Foods and New Chapter
4
BIOTECH BUSINESS PHILOSOPHY AND STRATEGY
Biotech has determined its long-term goal planning pattern
should be no longer than
3 years. Three years seems more flexible than the seven-year
planning pattern
previously used as change in the business climate is making it
imperative to be more
flexible. The need for innovation and competitive advantage
ideas are the main focus
for the next two years along with the company’s commitment to
becoming a triple
bottom line company. Sustainability both for profit and planet is
foremost in the minds
of the leadership. The development of a triple bottom line
company is in the best
interest of the company because of the need to keep a strong
natural product image
link to the community and the desire for the company to be
socially responsible.
Protection of the suppliers and control over product quality is
critical to the
development of a sound “life product.”
Current Growth Plans

Business and Sales
Biotech is looking to expand to Saudi Arabia in the next year.
Currently products sold
through European division but demand is great in the Arab
countries. Although the
company would like to sell in Israel as well, Arab countries are
seen as a more
lucrative expansion opportunity. Expansion of the production
capacity in Sao Paulo is
being considered as company can no longer keep up with sales
projections.
Product Development
Biotech is looking to develop its cosmetic and food lines.
Currently have lip balms but
seeks to make a line of lipsticks, foundation, powder, eye
makeup and cleaners from
natural ingredients. Development of natural flavorings and whey
products are under
consideration.
5
BIOTECH’S CORE VALUES
The leadership of Biotech has identified four core values. These
values are used as
guidance in strategy, mission, and vision creation. They are:
Customer-Centricity,

Innovation, Knowledge, and Sustainability.
Customer-Centricity
Currently there is a company-wide accountability to the
customers and the entire
workforce is expected to provide an extraordinary customer
experience in every
product made. Customer relations are considered to be both
internal and external;
for those located at central Headquarters, those employees “out
in the field” are
considered just as much a customer as the person buying
Biotech’s products.
Innovation
Development of organizational structure and culture changes are
being made to
introduce more collaborative decision making as well as
bringing the divisions closer
together in the area of shared resources and communication.
Emphasis is to
encourage the exchange of ideas, create an environment that
fosters new ideas and
makes change easier in implementation.
Knowledge
Biotech is a firm whose foundation and history is deeply rooted
in research and
development. Using knowledge to lead change is at the heart of
Biotech’s value
system. Another aspect to knowledge is the “tribal knowledge”
that is inherently
known by the Barney family that lead the company, and their
long-time loyal
employees.

Sustainability
Currently, Biotech has commitments to build housing for
several communities in
Brazil and India where natural pharmaceutical ingredients are
produced. The program
reflects the company’s strong commitment to become a triple
bottom line company
by the year 2021, and its core value of sustainability. Biotech
defines sustainability
as both “for profit” and “for planet”.
6
BIOTECH’S CURRENT CORPORATE CULTURE
Barney’s new image of a sleek, less clan-like organization has
resulted in a family
that is less than cohesive. Still, the family leaders are
committed to maintaining the
businesses’ cultural heritage because of the sense of unity and
belonging, and to
provide employees with a better understanding of the previous
generations and to
show how far the company has come. It is believed that the
cultural heritage of the
business demonstrates support for collaborative decision making
something the
company has successfully promoted throughout the
organization. The family sees its
employees as being customers and therefore encourages a

customer-centric culture.
Employees are encouraged to look at their work through the
perspective of the
customer and to make decisions using the customer’s viewpoint.
Biotech is concerned that the stateside organization is driving
the overseas divisions
and that new ideas are being encouraged because of the cultural
differences in staff.
Customer innovation workshops ran by the various divisions
have highlighted that
R&D in Europe and Australia are differences in customer
preferences from US
customer preferences. It is believed that US controlled
resources are ignoring
these product preferences and are thus impeding sales overseas.
Corporate leaders
are examining the matter in an attempt to answer this cultural
gap.
Current Organizational Structure
The company has a geographical division structure. However,
within each division is
a functional structure with production and sales at the hub.
R&D, HR, IT and Finance
have small staff in each division whose primary job is to liaise
with headquarters to
implement the decisions made.
Executive Director
South America

Division
Executive Director
North American
Division
Executive Director
European Division
Executive Directive
Asia Division
President and CEO Maximillian Barney
Housed in headquarters is the R&D, Purchasing, HR, IT, and
Finance Divisions
Step 1: Course Material
For this project, you are required to use the case scenario facts
and the course material. External
sources are not permitted. You are not researching on the
Internet or using resources from outside
the course. You are expected to answer the requirements
identified below showing the connection

between the case scenario facts and the course material. Using
course material goes beyond
defining terms and are used to explain the 'why and how' of a
situation. Avoid merely making
statements but close the loop of the discussion by explaining
how something happens or
why something happens, which focuses on importance and
impact. In closing the loop, you will
demonstrate the ability to think clearly and rationally showing
an understanding of the logical
connections between the ideas presented in a case scenario, the
course material and the
question(s) being asked. Using one or two in-text citations
from the course material throughout the
entire paper will not earn many points on an assignment. The
use of a variety of course material is
expected consistently supporting what is presented. The
support must be relevant and applicable
to the topic being discussed. Points are not earned for
mentioning a term or concept but by clearly
and thoroughly explaining or discussing the question at hand.
Step 2: Preparation
Review the Leadership Competencies Table completed in Week
Two to accompany the Job
Announcement (You may also wish to review any feedback
received by your Instructor about your
Table.)
Step 3: Upcoming Open Positions at Biotech
Read the five different upcoming positions for which your
group has been tasked at filling.
As part of the Succession Plan Committee, your team has been

tasked with identifying future
leaders for the following four positions that will be open over
the next 12-24 months:
Position 1: Sales Director, Middle East
Location: Saudi Arabia
Answers to: Executive Director, Asia Division
Biotech’s Asia Division will be opening its first Middle East
location in Saudi Arabia in the next 12
months. A Sales Director will be needed to head up this new
division. A team of local salespeople
will need to be recruited, hired, and trained by this leader. It is
expected that this sales team may
be largely men.
Two sources that are recommended for more information about
doing business in Saudi Arabia
are:
Guide to Saudi Arabia Etiquette, Customs, Culture, and
Business
Saudi Arabia Management Guide
Position 2: Director of Research and Development (R&D)
Location: Headquarters, Yonkers, NY
Answers to: VP of Headquarter Operations
https://www.kwintessential.co.uk/resources/guides/guide-saudi-
arabia-etiquette-customs-culture-business/
https://www.commisceo-global.com/resources/management-

guides/saudi-arabia-management-guide
R&D is at the heart of Biotech’s success and, indeed, its future.
The leader of Research and
Development will lead a group of scientists and innovators, but
does not need to be a scientist
himself/herself. R&D is located centrally at Biotech
Headquarters because R&D coordinates with all
other departments and divisions. This is a high profile position.
Position 3: VP of Headquarter Operations
Answers to: President and CEO
The Headquarters houses R&D, HR, IT, Purchasing, and
Finance. Each of these departments has
its own “subculture”, and each department is fairly distinct from
each other. The young, youthful
subculture of IT often clashes with the conservative subculture
of the Finance department, for
example. Many of the members of the Finance and HR teams are
baby boomers and are near
retirement. This leader oversees the smooth operation of all of
these departments and ensures the
coordination of these departments with each other and with each
of the four geographic divisions
across the world.
Position 4: Executive Director, North American Division
Location: Chicago, Illinois
Answers to: President and CEO

This leader will head up the largest and most profitable division
of Biotech. This division is seen as
the “flagship” by the other divisions, since Biotech’s roots are
in the United States. This Executive
Director has the “ear” of the CEO, and spends a lot of time with
the Barney family. This leader is
faced with spearheading the future direction of Biotech in North
America and is challenged with
filling openings throughout the United States and Canada
caused by fast growth and a retiring
Baby Boomer population.
Position 5: Director of Finance
Answers to: Chief Financial Officer
This leader oversees the day-to-day operations of the finance
department. This leader is expected
to aid in strategic planning with the executive team of Biotech.
Although a finance background is
not required, this person is expected to bring a conservative
approach to the strategic planning
table, to balance out the high risk tolerance of the rest of the
leadership at Biotech. A “big picture”
perspective is definitely needed here.
Step 4: Complete Succession Planning Table
Complete the Succession Planning Table-Part One to help guide
your decision making.
Step 5: Complete Succession Planning Report

Complete the Succession Planning Report-Part One. This is the
report that will be reviewed by
President and CEO, Maximillian Barney.
Your Group’s Succession Planning Report - Part One will be
addressed to Mr. Maximillian Barney,
the CEO and President of Biotech. The report should address all
of the following elements, with
each section supported by course materials.
https://learn.umuc.edu/content/enforced/420546-001034-01-
2198-OL4-
7981/Succession%20Planning%20Table%20Part%20One.docx?_
&d2lSessionVal=fJdIAiNrv25j1rH8Bh36S863w
Follow the following report format:
Introduction:
An overview of succession planning and why it is important to
the future of Biotech.
A brief review of the leadership competencies important for
Biotech.
Succession Planning as part of Mission, Vision and Strategy:
A description of how the Succession Plan for Biotech should be
aligned with its mission and
vision.
A description of how the Succession Plan should be aligned
with Biotech’s strategy
A description of how strategic thinking should be used as part
of the succession planning
process.

Recommendations:
For each of the five positions identify the leadership
competencies most important for those
positions. Support your recommendations with course materials.
Summary:
Describe briefly to Mr. Barney why your group’s
recommendations are important for Biotech’s
future.
Reference Page: (in APA format)
Running head: [Shortened Title up to 50 Characters] 1
[Shortened Title up to 50 Characters] 8Biotech Succession
Planning
Biotech Succession Planning
Biotech produces health and life products that are effective,
affordable, and natural. The business vision and mission has
created a formula for success since Biotech’s inception. The
Biotech Company is growing rapidly and therefore skills and
competencies are needed for the locals working to be promoted
and successfully be able to take duties from their seniors. An
effective succession plan involves identifying the skills and
leadership competencies that will allow the Biotech Company to
continue succeed and expand.
Biotech is a rapidly growing sales company their leadership
competencies that are required of the local sales representatives
for them to continue working and or succeed the senior officials
of the company. The leadership competencies required at the
Biotech are; one should be able to relate well with the
customers of Biotech Company, should be a very honest person
to the company, stakeholders and the customers, one should be
bold and not fear any decisions he makes to support the overall

objective of the company, should respect the laws and ethics of
the company, should have the knowledge of the global market,
be willing to embrace change for the better company and should
work to achieve the best with or without supervision.
Rethinking the leadership competencies, (JA Conger, DA
Ready, 2004).Succession Plan as part of Mission, Vision, and
Strategy
The Biotech Company has a well-laid vision, they ensure that
everyone is given the healthiest life using the most natural way
and with a mission to produce and develop safe products,
effective in use and that a customer can easily afford and
always ensure the natural culture in their products. By exploring
on the plan on which the company can have its succession of
their employees by the other sales team and featuring the
leadership competencies that everyone has in order to
successfully take over a given position in the company, this
ensures that the overall goal stated by the company under the
vision and mission will be achieved. The Biotech Company has
a long-term pattern of planning that should not be of more than
three years this is to allow flexibility in the company's
organizational structure which in this case, the succession
planning is very important to the Biotech Company. The
Company has also embraced innovation which will require the
best assessment of leadership competence under succession
planning.
Succession Plan as part of the Mission and Vision
[To add a table of contents (TOC), apply the appropriate
heading style to just the heading text at the start of a paragraph
and it will show up in your TOC. To do this, select the text for
your heading. Then, on the Home tab, in the Styles gallery,
click the style you need.]
Succession Plan as part of the Strategy
[To add a table of contents (TOC), apply the appropriate
heading style to just the heading text at the start of a paragraph

and it will show up in your TOC. To do this, select the text for
your heading. Then, on the Home tab, in the Styles gallery,
click the style you need.]
Succession Plan as part of the Strategic Thinking
The company’s strategy of planning of not more than three
years, embracing innovations, sustainability of profit, keeping
their originality in the job market and therefore protection and
control of the product quality is the order of the company
meaning that a strong personnel must be always available to
take over arising duties under different positions, therefore,
strategic plan can also be used in succession
planning.Recommendations
The following are the upcoming Biotech leader's open positions
and the requirements as stated by the succession planning
committee of the Biotech Company.
Position
Leadership Competencies
Source
Sales Director, Middle East (Saudi Arabia)
Global/Cultural Intelligence
Canwell, Stockton, Dongrie, & Neveras, 2014, p. 12
Proactive Actions
Bianca, 2016, para. 5
Team Building Skills
Gilmore, n.d., para. 3
Honorable
Kirkpatrick & Locke, 1991, p. 7
Director of Research and Development
Innovative
“Strategic Thinking: 11 Critical Skills Needed,” n.d., para. 2
Collaborative

Gandolfi & Stone, 2017, p. 8
Persistent
Kaufman, 2014, para. 2
Passion to Influence
Ledford & Lockwood, 2008, para. 6
VP of Headquarter Operations
Generational Diversity
Ledford & Lockwood, 2008, para. 4
Strategic Thinking
Collaborative
Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6
Global Knowledge
Ledford & Lockwood, 2008, para 5
Executive Director, North American Division
Interpersonal Skills
Kaufman, 2014, para. 9
Visionary
Fuller & Green, 2005, para. 5
Succession Planning
Flowers, 2017, para. 2
Influence Bottom Line
Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6
Director of Finance
Conservative
“Strategic Thinking: 11 Critical Skills,” n.d., para. 12
Awareness of “Big Picture”

“Strategic Thinking: 11 Critical Skills,” n.d., para. 6
Problem Solving
Influence Others
Rowe & Nejad, 2009, para. 8
Table 1 - Succession Planning Table
The position is a management role, therefore, the candidate
should exhibit leadership competencies such as knowledge
concerning the global market, should be familiar with the
business and should know cultural and traditional norms of the
people of Saudi Arabia.
Position 2: Director of Research and Development (R&D), New
YorkThe main task is to answer to the Vice President,
Headquarters operations, therefore the position is the
determining factor of the success of the company. Therefore,
the recruitment requires a person who obeys the laws and ethics
of the company and should be able to handle and manage
change.
Position 3: Vice President of Headquarter Operations, New
York
The main duty is to answer to President and the C.E.O. The
Vice President watches over four departments; Information
Technology, IT, Human Resource, Research and Development
and Finance department. The best candidates should have the
ability and spirit to lead others, work beyond expectations and
be a team player.
The Executive Director is responsible for spearheading the

future directions of the company, should be aware of the
company and be honest and truthful.
Position 5: Director of Finance, New York
The Director of Finance answers to the Chief Financial Officer.
They check the overall financial operations of the company,
they assist the executives of the company, the C.E.O and the
President is laying out the strategy of the company. This
position is a crucial position to the company and the succession
planning requires a candidate with confidence and who will
make crucial decisions concerning the company without fear,
should be able to build the functional team with the debarments
he oversees and should be able to identify and prioritize the
projects that will help the company.Summary
Based on the business foundations, its mission, vision and the
strategic plan, as well as the organizational structure of the
company, the succession planning team, has come up with the
leadership competencies that are required from each candidate
in a different position. This will help the company to sustain the
quality of nature.
References
Bradford, R. (n.d.). Critical Strategic Thinking Skills. Retrieved
from
https://www.cssp.com/CD0808b/CriticalStrategicThinkingSkills
/
Canwell, A., Stockton, H., Dongrie, V., & Neveras, N. (2014,
March 7). Leaders at all levels. Retrieved from
https://www2.deloitte.com/insights/us/en/focus/human-capital-
trends/2014/hc-trends-2014-leaders-at-all-levels.html
Comstock, N. W. (2018). Critical Skills: Leadership. Salem
Press Encyclopedia. Retrieved from
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com.
ezproxy.umuc.edu/login.aspx?direct=true&db=ers&AN=984020
56&site=eds-live&scope=site
Conger, J. A., & Fulmer, R. M. (2003, December). Developing
Your Leadership Pipeline.

Retrieved from https://hbr.org/2003/12/developing-your-
leadership-pipeline
Council on Accreditation Blog. (2017, October 10). 9 Tips for
Effective Succession Planning.
Retrieved from
https://www.coablog.org/home/2017/10/10/succession-planning-
the-key-to-effective-leadership-transitions
Farah, B., Elias, R., De Clercy, C., & Rowe, G. (2019).
Leadership succession in organizations: What business and
political successions may learn from each other, concerning
succession? The Leadership Quarterly.
Fister Gale, S. (2013, March 11). Succession Planning
Roadmap. Retrieved from
https://www.workforce.com/2013/03/11/succession-planning-
roadmap/
Gray, N. (Ed.). (2018, April 10). Leadership Competencies.
Retrieved January 23, 2019,
from https://www.shrm.org/resourcesandtools/hr-
topics/behavioral-competencies/leadership-and-
navigation/pages/leadershipcompetencies.aspx
Gritzo, L., Fusfeld, A., & Carpenter, D. (2017). Exploring the
Principles of R&D Leadership with Award-Winning R&D
Leaders. Research Technology Management, 60(3), 18.
https://doi-
org.ezproxy.umuc.edu/10.1080/08956308.2017.1300999
Nejad, M. H., & Rowe, W. G. (2009, September/October).
Strategic leadership: short-term stability and long-term
viability. Retrieved from
https://iveybusinessjournal.com/publication/strategic-
leadership-short-term-stability-and-long-term-viability/
Schawbel, D. (2012, August 15). The Power Within: Why
Internal Recruiting & Hiring Are on the Rise. Retrieved from
http://business.time.com/2012/08/15/the-power-within-why-
internal-recruiting-hiring-are-on-the-rise/

BGMT 365 - Group Deliverable #2 - Succession Planning Table
– Part One
Directions: For each of the five open positions at Biotech,
identify the leadership competencies most needed for a
successful leader in that position. Under “source” identify the
source (from course materials) that you will use for support of
this competency. Sources may be from Weeks One, Two and
Three. One example is provided for you.
Position
Source
Strategic leadership
Horwath, 2017
Build relationships and understand interconnections
Gilmore, 20017
Cross cultural management and patience
Commisceo Global, 2019
Sustainability/corporate social responsibility (CSR)

Scott, 2016.
Inspire to achieve results
Blanken, 2013
Nejad & Rowe, 2009
Provide quality product and services
Comstock, 2018
Nejad & Rowe, 2009
Embed strategy
Fuller & Green, 2005, vol.8, iss. 2
Blanken, 2013

Globally fluent and flexible
Trapp, 2014
Strategic thinking
Bianca, (n.d.)
Competent and committed
Shonhiwa, 2016
Empower change
Satell, 2014
Director of Finance
Nejad & Rowe, 2009.
Listen to different viewpoints
Rein, 2010.
Maximizes the effort of others
Kruse, (n.d.)

Flexible and empowering
Satell, 2014
Group 2: Team Deliverable #2 - Succession Planning for
Biotech – Part 1
BMGT 365 – 7982 Organizational Leadership

Introduction:
Biotech’s formula for success is to provide eco-friendly
sustainable products with outstanding quality and service at a
competitive price. The formula developed into a multi-billion
dollar business with the backing of its experienced and
knowledgeable owners and staff members. To protect the
integrity of the company it is important for Biotech to have a
succession plan to prepare for unexpected situations as well as
the reality of tenured leaders aging towards retirement.
Succession planning will require grooming future leaders by
training, mentorship program, hands-on experience, and
leadership projects (Gale, 2013). Exposure to real-life
managerial situations will strengthen the future leader’s skills
and will be well equipped to take on the job whenever the
opportunity presents itself. Planning for the uncertainty of the
future makes good business sense and not having groomed
future leaders ready to go could tremendously affect growth and
profit.
Succession planning goes hand in hand with identifying the
leadership competencies for the upper level leadership positions
to be filled. Meaning the future leader must have specific
competencies needed for success in the position. Putting

someone in a leadership position that is not ready is a recipe for
disaster; sometimes it is best to keep the position unoccupied
until the talent is located. For example, in the Succession
Planning Table replacing the VP of Headquarter Operation will
depend upon whether the candidate can be an effective decision
maker, ability to have open communication, manage crisis, and
build strategic relationships.
Succession Planning Table:
Succession Planning as part of Mission and Vision:
As Biotech considers filling the five leadership roles, it is
important these roles are occupied by individuals capable of
moving Biotech’s mission, vision, and strategy forward. Until
now, Mr. Barney and family have led Biotech into the direction
they have desired. Over the next twelve to twenty-four months,
it is important that Biotech has a succession plan that allows
them to have continued growth and success.
Biotech has been very clear that its mission is to build
sustainable, natural, and affordable products. The vision has
been to provide everyone with the healthiest life using natural
products. Mr. Barney has noted that while he would like to
promote from within, he is willing to go external for the right
candidates. Internal candidates would have a higher chance of
having a personal connection to Biotech and staying true to the
mission and vision set by Mr. Barney. With Biotech’s decision
to focus on inclusion, they should focus on building a diverse
leadership. Diversity provides an opportunity for fresh ideas

and perspective for Biotech. (Gale, 2013)
Succession Planning as part of strategy:
The succession plan should align with Biotech’s strategy as
well. Biotech currently has outlined a three-year plan. In this
plan, it is noted that they will focus on innovation and
competitive advantage ideas with the objective of becoming a
triple bottom line company. Now presents an opportunity or Mr.
Barney to implement a leadership development program. The
current executives can identify high performing talent and start
to groom them into the leaders of the future (Trapp, 2014). This
gives Biotech executives the opportunity to work closely with
these individuals and mentor them. While Mr. Barney is open to
looking for talent externally, it was noted that leaders hired
from within were more successful than external candidates
(Gale, 2013,para 2). By developing these future leaders
internally, it can provide Mr. Barney the confidence to know
Biotech will continue into the direction of being sustainable,
both in product and profit.
Succession Plan as part of Strategic Thinking:
Strategic thinking should be part of any company’s succession
planning. Strategic thinking has the ability to provide insight
that can help them succeed long term. Strategic thinking can
allow Biotech to take a step back and look at the company and
industry to ensure that is on the right track. It has been known
to provide long term competitive advantage by watching
emerging conditions. This style of thinking should not be
limited to executives only, but all employees, because everyone
has the ability to bring something to the table. This could cause
new products to be developed because more minds are focused
on the success of the organization. Failure to make strategic
decision could cause a company to collapse. (Gilmore, 2007)
Recommendations:
Location: Saudi Arabia
Recommendations: Someone experienced in the sales field with
a strong grasp of office management should be pursued for this

position. With this being a brand-new office in the region,
someone with management experience is extremely important,
especially when it comes to training new employees.
(Gandolfini & Stone, 2017) Being able to pass that experience
and knowledge on to new employees will be key to gaining an
advantage over competitors. Also, this may be a position where
bringing in an external candidate is important, especially one
with experience in the Middle Eastern Region. This will help
bridge any differences in culture and lifestyles of the new
employees. (Commisceo-global.com)
Position 2: Director of Research and Development (R&D)
Location: NY
Recommendations: With the innovation of the R&D department
being so pivotal to the company it is important to have a
Director who values and encourages employees to constantly
search for new ideas and innovative thinking. The new Director
should also have a collaborative management style to help
motivate and empower R&D employees to continue to develop
new ideas. (Gandolfini & Stone, 2017)
Position 3: VP of Headquarter Operations
Location: NY
Recommendations: An internal candidate is recommended who
is familiar with the different subcultures of the multiple
departments in the company and can take the goals of those
different departments and incorporate them into a specific
strategy for the company. (Gilmore, 2007) The VP should be
able to promote teamwork between the different departments
and keep them focused on Biotech’s overall goals. (Stid &
Kramer, 2018)
Location: Chicago
Recommendations: An Internal candidate is recommended who
has familiarity with the Barney family and has an idea of their
expectations for the company. The ability to balance multiple

expectations within and for the company would also be
recommended, including company profits, company growth and
how to form them into both short and long-term strategies.
(Society for Human Resource Management, 2008)
Position 5: Director of Finance
Location: NY
Recommendations: A candidate with a conservative view of the
company’s resources is recommended. This may be an instance
where a candidate with a Leadership style reflecting the
Transactional Leadership Theory may be recommended
(Gandolfini & Stone, 2017) to help counterbalance the rest of
the Company leadership’s propensity to be innovative. The
financial end of Biotech needs to be prioritized in a very
transactional way and also conveyed in that way to the rest of
Biotech’s leadership.
Summary:
Part of Biotech keeping the competitive edge is planning for the
future to prepare for executives retiring or for the unexpected
situations. Therefore, laying out a succession plan to assist
with replacing five top executives is a necessary tool to have in
lessening disruptions to business handling. The leadership
competencies for each position allow Biotech to identify future
leaders and begin the preparation process for the position.
Succession planning keeps the company’s mission and vision in
the for front along with making it part of Biotech’s business
strategy and long term strategic thinking. Highlighting the
recommendations for each position provides Biotech with the
template to quickly fill the position without hesitation and
delay.

References:
Gale, S.F.,(2013, March) Workforce, Succession Planning
Roadmap, Retrieved from
roadmap/
Trapp, R. (2014, March) Forbes, Successful Organizations
Need Leaders At All Levels, Retrieved from
https://www.forbes.com/sites/rogertrapp/2014/03/23/organizatio
ns-need-leaders-at-all-levels/#5dd1e9503ab1
Gilmore, B., (2007) Leadership Advance Online, Integrating
Strategic Thinking into Your Organization Long-Term
Competitive Advantage, Retrieved from
https://www.regent.edu/acad/global/publications/lao/issue_11/g
ilmore.htm
Biotech Health and Life Products Company Profile, retrieved

from Course Material BMGT 365 7982
Gandolfi, F., & Stone, S. (2017, March ). The Emergence of
Leadership Styles: A Clarified Categorization. Retrieved
November 2, 2018,
from https://learn.umuc.edu/content/enforced/329508-001034-
01-2188-OL4-
7982/The%20Emergence%20of%20Leadership%20Styles%20-
%20A%20Clarfied%20Categorization.pdf?_&d2lSessionVal=Q
YzAI0kgjgsCj34TfmOfE0Iec
Commisceo-Global, https://www.commisceo-
global.com/resources/management-guides/saudi-arabia-
management-guide
Stid, D., & Kramer, K. (n.d.). The Bridgespan Group. The
Effective Organization: Five Questions to Translate Leadership
into Strong Management. Retrieved November 2, 2018,
from https://www.bridgespan.org/insights/library/organizational
-effectiveness/the-effective-organization-five-questions
(2008, March 1). Leadership Competencies. Society for Human
Resource Management. Retrieved November 2, 2018,
from https://www.shrm.org/ResourcesAndTools/hr-
navigation/Pages/leadershipcompetencies.aspx
Stevenson, H. (n.d.). Leadership Style, Emotional Intelligence,
and Organizational Effectiveness. Retrieved November 8, 2018,
from http://www.clevelandconsultinggroup.com/articles/leaders
hip-style-emotional-intelligence-organizational-
effectiveness.php
Rowe, W.G., & Nejad, M.H. (2009, October ). Ivey Business
Journal. STRATEGIC LEADERSHIP: SHORT-TERM
STABILITY AND LONG-TERM VIABILITY. Retrieved
November 8, 2018,
from https://iveybusinessjournal.com/publication/strategic-
Kaufman, M. (2014, September 5). Forbes. 10 Traits Of Great
Business Leaders. Retrieved November 8, 2018,
from https://www.forbes.com/sites/michakaufman/2014/09/05/1

0-traits-of-great-business-leaders/#2e984b082dc7
March 7). Deloitte Insights. Leaders at all levels. Retrieved
November 8, 2018,
from https://www2.deloitte.com/insights/us/en/focus/human-
capital-trends/2014/hc-trends-2014-leaders-at-all-levels.html
Bianca, A. (n.d.). AZCentral. Why Is Strategic Thinking
Important to the Success of Business?. Retrieved November 8,
2018, from https://yourbusiness.azcentral.com/strategic-
thinking-important-success-business-9612.html
PositionLeadership CompetenciesSource
Cultural awareness and
sensitivity
SHRM, 2018
Obtain and develop talentSHRM, 2018
Diligent management approachSHRM, 2018
Flexible and open-mindedStevenson, Unknown
Analytical and conceptual
thinker
Gilmore Unknown
Effective communicator and
listener
Stid & Kramer, Unknown
Creative problem solverBianca, Unknown
Encourage team work and
strong relationships with
department leaders
Canwell, Stockton, Dongrie, & Neveras, 2014
VP of Headquarter OperationsBuilding strategic
relationshipsRowe & Nejad, 2009
Open communicationStid & Kramer, Unknown
Crisis managementKaufman, 2014
Effective decision makerStid & Kramer, Unknown

Leading through Biotech’s
values and vision
Gandolfi & Stone, 2017
Developing successful teamsCanwell, Stockton, Dongrie, &
Neveras, 2014
Advocate for investing in staff
development
Stevenson, Unknown
Dedicated to Biotech’s future
success
SHRM, 2008
Director of FinanceSkills in project managementKaufman, 2014
Strategic sharpness/quicknessBianca, Unknown
Evaluating and promoting
change
Stid & Kramer, Unknown
Assessing and managing risksBianca, Unknown
13
Succession Planning Biotech - Team Deliverable #2
BMGT 365 – Organizational Leadership
Succession Planning Biotech - Team Deliverable #2

Introduction
Biotech produces safe, effective, affordable and natural
products that help people in the most natural of ways. This
business formula has helped Biotech attain 20% of the market
share of the supplement business with approximately $35 billion
in the sale of its products. This success was achieved under the
leadership of you, yourself Mr. Barney and the rest of the
executive team. For Biotech to protect and continue to expand
its market share of the supplement business in the future, it is
important for Biotech to have a succession plan.
Succession planning is one of the most important aspects of
sustaining a growing company. It is necessary in hiring and
developing new leaders, who replace old ones. A well thought
out succession plan not only brings in new leaders who are
competent and ready to lead, but it increases transition success
(Council on Accreditation Blog, 2017). With effective
communication and inclusiveness, a succession plan can be
properly implemented through planning, doing, and reviewing
(Fister Gale, 2013).
Succession planning is incredibly important to the future of
Biotech. Recently, the employees of Biotech expressed their
disappointment in the current managers. Stating that there is a
lack of vision, a breakdown in communication, and a lack of

connection. Leadership is the key to success in any
organization, and without proper leadership, an organization
will fail. Biotech will need a plan in place to identify and
develop new leaders who can assume managerial positions
today, with leadership qualities of tomorrow.
Leadership competencies are the skills and characteristics that
leaders possess that contribute to greater organizational
performance (Gray, 2008). As an organization that operates all
over the world, Biotech leaders must embody cultural
competence, as well as an appreciation for diversity and
difference (Gray, 2008). Furthermore, a successful leader can
build respect from others and guide them towards meeting goals
and positive change (Comstock, 2018). Biotech has four core
values: customer-centricity, innovation, knowledge, and
sustainability. Because of these core values, a leader for
Biotech must be willing to take risks and be innovative
(Canwell, Dongrie, Neveras, & Stockton, 2014). They must also
have superior communication skills that builds understanding
and motivates others to do their best. A leader for Biotech has
the skills to build and maintain relationships, as well as manage
effective teams (Gray, 2018). Through strong leadership,
Biotech will achieve and maintain its vision, mission, and core
values.
Succession Planning Table
Position
Source

Horwath, 2017
Build relationships and understand interconnections
Gilmore, 2017
Cross cultural management and patience
Commisceo Global, 2019
Sustainability/corporate social responsibility (CSR)
Scott, 2016.
Blanken, 2013
Nejad & Rowe, 2009
Provide quality product and services
Comstock, 2018

Nejad & Rowe, 2009
Embed strategy
Fuller & Green, 2005, vol.8, iss. 2
Blanken, 2013
Globally fluent and flexible
Trapp, 2014
Strategic thinking
Bianca, (n.d.)
Competent and committed
Shonhiwa, 2016
Empower change
Satell, 2014
Director of Finance

Nejad & Rowe, 2009.
Listen to different viewpoints
Rein, 2010.
Maximizes the effort of others
Kruse, (n.d.)
Flexible and empowering
Satell, 2014
Succession Planning as part of Mission and Vision
As Biotech considers filling key leadership roles over the next
12-24 months, it is important that the roles are occupied by
individuals who are aligned with Biotech’s mission, vision, and
strategy. Mr. Barney, and the rest of the executive team have
led Biotech into the direction they have desired, it is important
that Biotech’s succession plan help reinforce the values that are
important to Biotech to ensure a continued success of the
business.
Biotech has been very clear about its mission to develop
products that are safe, effective, affordable and natural, with the
vision to provide every individual with the healthiest life
possible using Biotech’s natural products. Mr. Barney’s
preference is to promote from within, he is also open to external

candidates to ensure that the right leaders are selected for the
positions.
Internal candidates would already be aligned with Biotech’s
mission and vision, and those candidates would already have a
personal connection to Mr. Barney and the corporate culture.
With Biotech’s decision to focus on a strategic leader who can
create a vision and mission, they should focus on leaders who
are strategic and always looking ahead and analyzing the
present in terms of preparation for what may come for the
business.
Succession Planning as part of Strategy
The succession plan should align with Biotech’s overall strategy
as well. Biotech currently has outlined a three-year goal to
develop a triple bottom line company. In this plan, it is noted
that they will focus on innovation and competitive advantage
ideas with the objective of becoming a triple bottom line
company. Sustainability both for profit and planet should be
foremost in the minds of the leadership.
Now is the time for Biotech to develop a leadership
development program where the mindset would be sustainable
leadership. Organizations striving for sustainability should
encourage a mindset of interdependence within the organization
in its leadership development programs. Possible initiatives
could include leadership assessments, coaching, international
project work and leadership journeys, which take leaders out of
the workplace and put them into the natural world.
The current executives can identify high performing talent and
start to groom them into the leaders of the future. Succession
planning and leadership development are natural allies because
they share a vital and fundamental goal: getting the right skills
in the right place (Conger & Fulmer, 2003). While Mr. Barney
is open to looking for talent externally, promoting internally
encourages employees and shows them that they have a future at
the company, therefore serving as a retention tool (Schawbel,
2012). By developing these future leaders internally, Mr.
Barney can be confident in knowing that Biotech will continue

into the direction of being sustainable, both in product and
profit.
Succession Plan as part of Strategic Thinking
The greatest and most successful organizations in the world,
over many years and decades, would think ahead and encourage
great strategic thinking at least somewhere in their business
plans (Bradford, n.d). A sustainable successful future requires
strategic thinking. In order to be effective in strategic planning,
it is essential for Biotech to take a step back from business as
usual and to set aside the time and energy to develop a process
that is clear about its overall purpose and specific action steps,
take into account the effect that any strategic actions and/or
changes will have on the organization and its staff, and fully
engages all stakeholders throughout an organization to increase
buy-in and commitment. The nutraceutical market is daunting
indeed, yet increasingly leaders are participating in strategic
thinking processes that lead to strategic planning. More than a
project, strategic planning serves as a catalyst to marshal the
Succession Plan Committee towards the desired goals.
Recommendations
Position 1: Sales Director, Middle East. It takes a very
particular set of skills to be a leader in a foreign country, in
particular a Sales Director. The Sales Director of Biotech is
essential in improving the organizations sales and affecting the
overall performance of the business. The person in this position
must be open and respectful of different cultures, as well as
adhere to cultural norms, while still improving the
organization's revenue. While maintaining intercultural
sensitivity and patience, the Sales Director must encourage
participation among employees (Commisceo Global, 2019).
While demand is great for Biotech products in the Arab
countries, the Sales Director must emphasize on building trust
in order to successfully do business in Saudi Arabia. Saudi
Arabians put a lot of importance in doing business with people
they know and trust. The company must have a representative
there that puts in the time and effort to establish a foundation

and build relationships (Kwintessential, 2019). Strategic
leadership, as well as cultural intelligence will ultimately lead
to success in Saudi Arabia.
Position 2: Director of Research and Development. The Director
of Research and Development position at Biotech is the bones
of the company’s platform and the person to fill this position
must possess leadership qualities to manage a team of
diversified researchers/innovators acting as a catalyst and coach
(Gritzo, 2017). Biotech’s mission is to develop products that are
natural, safe and affordable while seeking to further develop its
food and cosmetic lines. While having a clear vision of where
the company’s future wants to be the director must be able to
raise questions and encourage creativity towards challenges to
be able to meet these goals. Motivating individuals while
allowing failure helps those understand that a project or steps
might have failure, but the direct individual does not. Allowing
those to embrace the challenge and feel valued for the input
(Comstock, 2018). Teamwork will enable the teams to work
interchangeably while learning from one another, practicing this
will increase the capacity of problem solving and self -esteem.
Inspiring others to achieve results all while keeping Biotech’s
business philosophy and long-term sustainability and desire for
the company to be socially responsible at the heart in order to
be successful. The Directors goal is to keep a competitive
advantage and brand awareness. Ability to work with other
departments and support his/her team will contribute to
innovation and ultimate success of sales.
Position 3: VP of Headquarter Operations. Biotech is a steadily
growing manufacturing company that is seeking an experienced
VP of Headquarter Operations. They will be overseeing the
R&D, HR, IT, Purchasing, and Finance departments therefore
will need to be able to communicate effectively, be resilient,
resourceful, optimistic and energetic and able to deal with
complex situations (“Leadership Competencies”, 2008). With
this position comes great responsibility. Biotech’s main focus
for the next two years is innovation, competitive advantage

ideas and becoming a triple bottom line company. Therefore,
the best person for this position must have good leadership
capabilities and be able to embed strategy in the organization’s
culture, build teamwork within the departments and remember
that any strategy is only temporary (Fuller & Green, 2005).
Lastly, the VP of Headquarter Operations will need to be able to
assist Biotech in keeping the company a strong natural product
image link to the community and able to stay socially
responsible.
Position 4: Executive Director, North American Division.
Biotech has four core values, they are Customer-Centricity,
Innovation, Knowledge, and Sustainability. They are the heart
of the company. It is up to the Executive Director to ensure that
these values and the organization's mission is carried out daily.
The Executive Director is the key leader in Biotech’s Northern
Division. He/she would be responsible for overseeing the
administration, programs and strategic planning of the
organization. This person will report directly to the
President/CEO. Biotech is looking for an experienced Executive
Director to oversee all operations, functions and activities. This
person needs to have great communication skills and knows how
to take a strategic approach in managing the organization’s
operations. They need to have a clear vision, including
maintaining a decent level of short-term financial stability
(Nejad & Rowe, 2009). In addition to needs to be an influential
manager with the ability to lead and motivate. Furthermore,
since in charge of Biotech’s Northern Division this person will
need to know how to implement strategies aimed at promoting
the organization's mission and vision.
Position 5: Director of Finance. Currently Biotech is looking
for a Director of Finance to oversee the day-to-day operations
of the finance department. If chosen for this position this person
will be responsible for establishing budgets, overseeing
financial operations, and providing training to personnel in their
department. The Director of Finance needs to be able to
combine operational and strategic roles, manage accounting

functions and establish long term profit growth. They need to be
able to communicate to both finance professionals and non-
specialist, as well as be current with trending technologies and
software. Biotech defines sustainability as both for profit and
for planet. Therefore, it needs someone who can think
strategically and make effective business decisions. The
Director of Finance needs to have the ability to see developing
circumstances that could positively provide a long-term
competitive advantage (Gilmore, 2007). This person needs to
ensure that the company growth plans represent sound financial
decisions, but they must be able to see the big picture as a
whole.
Summary
It is essential that the recommendations and findings for the
above upcoming positions within Biotech are carefully
reviewed. These are all leadership positions where effective
leadership stimulates creativity, a favorable working
environment that is built on trust. Having the proper
management yields effectiveness and efficiency for long term
viability of Biotech (Nejad & Rowe, 2009). Some of these
positions might be able to be filled internally as these
candidates that have been with Biotech and understand a little
more about the culture and vision may have more of an invested
interest in the success of themselves to be able to prove their
worth and the company’s future success (Fister Gale, 2013).
Ultimately, the position has be to be filled with the right
candidate that possess the qualities set within. Working
alongside human resources department it will be that
departments role to help gather the top talent internal and
externally making sure that candidates fit the culture of Biotech
and they possess skills to help Biotech stay viable for the future
growth.

References
Bradford, R. (n.d.). Critical Strategic Thinking Skills. Retrieved
from
https://www.cssp.com/CD0808b/CriticalStrategicThinkingSkills
/
March 7). Leaders at all levels. Retrieved from
https://www2.deloitte.com/insights/us/en/focus/human-capital-
trends/2014/hc-trends-2014-leaders-at-all-levels.html
Comstock, N. W. (2018). Critical Skills: Leadership. Salem
Press Encyclopedia. Retrieved from
http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com.
ezproxy.umuc.edu/login.aspx?direct=true&db=ers&AN=984020
56&site=eds-live&scope=site
Conger, J. A., & Fulmer, R. M. (2003, December). Developing
Your Leadership Pipeline.
Retrieved from https://hbr.org/2003/12/developing-your-
leadership-pipeline
Council on Accreditation Blog. (2017, October 10). 9 Tips for
Effective Succession Planning.
Retrieved from
https://www.coablog.org/home/2017/10/10/succession-planning-
the-key-to-effective-leadership-transitions
Fister Gale, S. (2013, March 11). Succession Planning
Roadmap. Retrieved from

roadmap/
Gray, N. (Ed.). (2018, April 10). Leadership Competencies.
Retrieved January 23, 2019,
from https://www.shrm.org/resourcesandtools/hr-
navigation/pages/leadershipcompetencies.aspx
Gritzo, L., Fusfeld, A., & Carpenter, D. (2017). Exploring the
Principles of R&D Leadership with Award-Winning R&D
Leaders. Research Technology Management, 60(3), 18.
https://doi-
org.ezproxy.umuc.edu/10.1080/08956308.2017.1300999
Nejad, M. H., & Rowe, W. G. (2009, September/October).
Strategic leadership: short-term stability and long-term
viability. Retrieved from
https://iveybusinessjournal.com/publication/strategic-
Schawbel, D. (2012, August 15). The Power Within: Why
Internal Recruiting & Hiring Are on the Rise. Retrieved from
http://business.time.com/2012/08/15/the-power-within-why-
internal-recruiting-hiring-are-on-the-rise/

BMGT 365 Organizational Leadership Biotech Company Profile .docx

Recommended

Recommended

More Related Content

Similar to BMGT 365 Organizational Leadership Biotech Company Profile .docx

Similar to BMGT 365 Organizational Leadership Biotech Company Profile .docx (20)

More from jasoninnes20

More from jasoninnes20 (20)

Recently uploaded

Recently uploaded (20)

BMGT 365 Organizational Leadership Biotech Company Profile .docx