Sarah’s Draft In six years of operation, Operational Intelligence LLC (O&I) has proven itself to be a strong competitor in the Intelligence field in the Department of Defense. The company has proven it abides by its missions and value statement of providing high quality candidates to meet and exceed customer expectations. There are strategies that O&I could implement to gain a bigger foothold in the market. This paper will outline the plans of action for the company and the management structure to initiate in order to continue the path of success for O&I. Additionally, it will outline the success factors O&I has already achieved, and identify contingency plans for inevitable challenges. Implementation plan An effective implementation plan will address short-term and long term objectives, functional tactics, identify action items, and assign milestones. A deadline with responsibilities will assist in assigning tasks and ownership to the tasks. Finally, determining the necessary amount of resources, and the access to resources is vital to achieving completion. Objectives The ability to sustain long-term growth and development is a goal for managing partners John Wisor and Amy Lewin. The company was founded with the intent of owning and operating a business that was competitive, offered a strong benefits package, and focused on employee growth and development. Managing partner John Wisor focuses on the future of the company by pursuing additional contracts and staffing possibilities, while Amy Lewin focuses on providing current employees support through HR functions, payroll, and administrative assistance. Functional tactics Functional tactics are the operations and activities conducted that perform the work, the Human Resources department, finance department, marketing department are examples of functional tactics that provide a service to the business. “These functional tactics clarified the business strategy, giving specific, short-term guidance to operating managers and employees in the areas of marketing, operations, and finance.” (Pearce, 2013, p. 308) Finance Department The company currently operates without any finance department, financial education, nor finance backgrounds, Mr. Wisor has created a labyrinth of Excel spreadsheets that he uses to track the budget incoming and outgoing. Although successful with minor mistakes thus far, the addition of an improved financial plan and budget would increase O&I’s awareness and ability to identify and declare their financial health. To improve the financial operations of O&I, hiring an accountant or a candidate with a financial background could prove valuable to O&I by determining avenues for improving the financial strength. Assigning a short-term goal could be to recruit and hire a financial analyst or budget analyst; the long-term goal could be to build upon O&I’s financial health. The long-term goal could include a financial status report with a predetermined frequency, i.e. .

1. Sarah’s Draft
In six years of operation, Operational Intelligence LLC (O&I)
has proven itself to be a strong competitor in the Intelligence
field in the Department of Defense. The company has proven it
abides by its missions and value statement of providing high
quality candidates to meet and exceed customer expectations.
There are strategies that O&I could implement to gain a bigger
foothold in the market. This paper will outline the plans of
action for the company and the management structure to initiate
in order to continue the path of success for O&I. Additionally,
it will outline the success factors O&I has already achieved, and
identify contingency plans for inevitable challenges.
Implementation plan
An effective implementation plan will address short-term
and long term objectives, functional tactics, identify action
items, and assign milestones. A deadline with responsibilities
will assist in assigning tasks and ownership to the tasks.
Finally, determining the necessary amount of resources, and the
access to resources is vital to achieving completion.
Objectives
The ability to sustain long-term growth and development is
a goal for managing partners John Wisor and Amy Lewin. The
company was founded with the intent of owning and operating a
business that was competitive, offered a strong benefits
package, and focused on employee growth and development.
Managing partner John Wisor focuses on the future of the
company by pursuing additional contracts and staffing
possibilities, while Amy Lewin focuses on providing current
employees support through HR functions, payroll, and
administrative assistance.
Functional tactics
Functional tactics are the operations and activities
conducted that perform the work, the Human Resources
department, finance department, marketing department are

2. examples of functional tactics that provide a service to the
business. “These functional tactics clarified the business
strategy, giving specific, short-term guidance to operating
managers and employees in the areas of marketing, operations,
and finance.” (Pearce, 2013, p. 308)
Finance Department
The company currently operates without any finance
department, financial education, nor finance backgrounds, Mr.
Wisor has created a labyrinth of Excel spreadsheets that he uses
to track the budget incoming and outgoing. Although successful
with minor mistakes thus far, the addition of an improved
financial plan and budget would increase O&I’s awareness and
ability to identify and declare their financial health.
To improve the financial operations of O&I, hiring an
accountant or a candidate with a financial background could
prove valuable to O&I by determining avenues for improving
the financial strength. Assigning a short-term goal could be to
recruit and hire a financial analyst or budget analyst; the long-
term goal could be to build upon O&I’s financial health. The
long-term goal could include a financial status report with a
predetermined frequency, i.e. weekly, monthly reports that
assist management in addressing strengths and weaknesses. Mr.
Wisor’s retirement at the end of 2014 will mandate that the
incoming analyst assess the current operating procedures.
Human Resource Department
O&I’s Human Resource (HR) functions are split between
the office manager and the managing partner. The policy manual
and operating procedures are provided to candidates during
recruiting, and a policy agreement is signed by the employee at
the time of hire. One weakness in the HR department is the
inability to control and monitor employee actions.
A strategy to improve the access to the HR department is
to provide more training that outline the company mission and
values statement. O&I is committed to supporting customer
requirements, and support our employee’s in their mission. O&I
will attempt to provide support to both our employees and the

3. customer by encouraging education and training. A short-term
goal could be to develop training methods, online options or
PowerPoint are possible strategies for training with the
diversely located staff. A long-term goal could address having
employees’ attend training environments or schools that could
build upon O&I’s capabilities.
Marketing Department
O&I does not have a marketing department, however they
have created a website online that boasts O&I’s capabilities and
attempts to entice eligible candidates to apply to open positions.
A strategy to improve O&I’s recruiting and market
awareness would be to develop a marketing department, or at a
minimum attend marketing training. Although the website is
active, it is minimally functional and weak in capabilities and
graphics. A short-term goal could be to invest in opportunities
to advertise for the company, such as a Google link, or Yahoo!
Link. “Interactive online media will enable marketers to sense
market forces with unprecedented accuracy and efficiency,
overcoming the limitations of today’s one-way research
methods.” (McWilliam, 2000) A long term goal could be to have
the HR staff conduct training and learn marketing and
advertising skills.
Tasks and task ownership & Resource Allocation
In December 2014, O&I will endure a major structural
change, as managing partner John Wisor will retire from the
company. Historically, the management and overhead support
structure consisted of Lewin, Wisor, and Kampe. Removing one
of these three key personnel will result in a shift of
responsibilities and performance requirements. Assigning tasks
ownership is uniquely difficult in this circumstance as Wisor
could be involved in the initial establishment of policies, but
the responsibility of acting and carrying out the functions would
ultimately fall on Lewin and Kampe.
Implementing Changes & Resource allocation
Implementing changes into the company will require open
communication and information sharing between the three

4. support staff. The proposed strategies and corrective action
require minimal resources to accomplish improvements. Job-
sharing and job-shadowing are functions that can be achieved at
minimal cost to both employee’s and employer’s. There are low-
cost options through colleges, specialty schools, learning tree
courses that could increase the training opportunities O&I could
offer. “Learning Tree develops, markets, and delivers a broad,
proprietary library of instructor-led courses focused on: web
development, IT security, project management, operating
systems, databases, networking, software development,
leadership, and management and business skills.”
(learningtree.com, 2014)
Change Management Strategies
Key success factors
O&I’s ability to react to customer requests and changing
guidance’s is one of its strongest assets. O&I has won multiple
staffing opportunities by the ability to recruit and hire a
candidate in a short window of time. The ability to manage
contracts and provide quality support to the customer and
employee are indicative of strong managerial support.
The company ensures that candidates are properly screened
prior to an offer of employment, and then spends approximately
six weeks of training prior to being introduced to the customer.
This process of screening and training candidates have proven
effective by the high accolades received from customers by
meeting and exceeding expectations.
Risk management plan, including contingency plans for
identified risks
Conclusion
Determining the appropriate strategy for implementation is a
critically important asset, however if not executed and
implemented properly; the company will not be successful.
Properly implementing the strategies for improvement will
guarantee success for O&I.

5. References
Learningtree.com. (2014) Learning Tree International
Announces Second Quarter FY 2014 Results. Retrieved 12 July
2014 from
http://www.learningtree.com/investor/releases/pr140508.htm
Lewin, A. & Wisor, J. (2013) Operational Intelligence LLC
Company Handbook
Pearce, J. A. & Robinson, R. B. (2013). Strategic Management:
Planning for Domestic and Global Competition (13th ed). New
York, NY: McGraw Hill.
McWilliam, G. (2000) Building Stronger brands through Online
Communities. Retrieved 11 July 2014 from
http://sloanreview.mit.edu/article/building-stronger-brands-
through-online-communities/
Dena’s Draft
The Purpose of the Plan
The development of the strategic plan for Step of Faith is to
achieve expansion of their services by aligning and translating
their mission, vision, and values into action. The purpose of this
paper is to create an implementation plan, strategic controls,
and contingency plan that aligns the perspectives of the
company with its customers and competitors.
Mission
The mission of Step of Faith Health and Wellness’s is to offer
comprehensive health and wellness for individuals, families &
communities. The services provided is a community wellness
clinic, community health education, nursing assistant education,
basic & advanced life support, emotional & stress management
resilience interventions, school and church based programming,
and leadership training for at-risk youth and families
(company). The company is based out of Cincinnati, Ohio and
managed by Dr. Denise Lackey who specializes in Health Care.
The customer groups are corporate executives, at-risk youth and
families, and schools. The tangible values that the company
provides is availability to a state of art health and wellness

6. facility, educational services, and physicians. The competitive
advantage for the company is that they are the only company
within the Cincinnati region that specializes and provides the
type of holistic coaching and philosophy. Step of Faith is not
only a health and wellness provider to the secular community,
but the company also generates additional advantages by
providing specific services to different ministries within the
surrounding Cincinnati area.
Core Competencies
The core competency of Step of Faith is the corporate values
governed by the company. Step of Faith operates strategically
from a Value-Driven Leadership focus. This particular
leadership embraces the accountability and stewardship from
their leaders at each level within the company. Specifically the
company’s leadership is dedicated to service others, the greater
purpose, and ethical and practical services. They are devoted
toward demonstrating authentic character, building
relationships, committing to self-development, being strategic
and driving positive health results (company). Value-Driven
Leadership is the distinguishing factor that the company
implements which is the distinction between themselves and
their competitors.
Goals: Translating strategic thought into the company’s action
plan.
Long-Term Objective Provide comprehensive health and
wellness services for all stages of life. Help patients achieve
health equity by providing services formed around the different
qualities of health.
Short-TermObjectives: Launch a state of the art wellness center
that provides health assessments, screening, fitness, and
educational services.
Functional Tactics:
Human Resource Management: Recruit, interview, and hire
Nutritional Physicians, Physical Fitness Physicians, and Nurse
Practitioner that are aligned with the company’s mission and
vision

7. Deadline and Milestone:2-4 months: 60% staffed/ 5-7 months:
80% staffed/ 8-12 months: 100% staffed.
Marketing: Develop distribution and communication channels of
the services provided by the company directly to the identified
customer groups (corporate, at risk youth and families, schools,
and churches)
Deadline and Milestone: 2-4 months: identified best distribution
and communication channels.
Finance: Monitor allocation of monies and expenditures.
Maintain balance sheets and invoices
Deadline and Milestone: Continuous service: bi-weekly
informal financial status report. Monthly formal budget meeting
Production/operations: Locate facility that has space for the
following: fitness equipment, medical equipment, group
exercises, fitness training, health testing, administration
functions, classroom availability, meditation, and library
Deadline and Milestone: 3-5 months to locate appropriate
vacant facility that meets functional requirements
Research and development: Research scientific evidence that
supports the methodology of their services. Develop material
that relays the message from the results of the research and
methodology designed according to the level of understanding
and interpretations of their identified customer groups.
Deadline and Milestone: Continuous service: monthly conduct
formal meetings to collaborate innovative methods toward
distributing newly researched information.
Short-Term Objectives: Increase the categorical visits of
patients diagnosed with cardiovascular disease, diabetes,
hyperlipidemia, and obesity.
Functional Tactics:
Human Resource Management: Create and update company
policies and procedures that are aligned with the values and
ethical practices of the company’s core competencies.
Deadline and Milestone:Continuous service: Create company
training material for employees that are aligned with the values
and ethics of the company.

8. Marketing: Plan events and activities that communicate the
services provided by the company directly to the identified
customer groups (corporate, at risk youth and families, schools,
and churches)
Deadline and Milestone: Scheduled and coordinated quarterly
events (conferences, roadshows, assemblies…etc.)
Finance: Monitor allocation of monies and expenditures.
Maintain balance sheets and invoices
Deadline and Milestone: bi-weekly informal financial status
report. Monthly formal budget meeting
Production/operations: Prepare standard of operations (SOP) for
the company during presentations and when performing
illustrations.
Deadline and Milestone: Coordinated with the Marketing
Deadline and Milestone.
Research and development: Research scientific evidence that
supports the methodology of their services. Develop material
that relays the message from the results of the research and
methodology designed according to the level of understanding
and interpretations of their identified customer groups.
Deadline and Milestone: Continuous service: monthly conduct
formal meetings to collaborate innovative methods toward
distributing newly researched information.
Short-Term Objectives: Offer access to physical fitness
training, equipment, and classes designed to improve health,
promote wellness & weight loss.
Functional Tactics:
Human Resource Management: Create and update company
policies and procedures that are aligned with the values and
ethical practices of the company’s core competencies.
Deadline and Milestone:Continuous service: Create company
training material for employees that are aligned with the values
and ethics of the company.
Marketing: Plan events and activities that communicate the
services provided by the company directly to the identified
customer groups (corporate, at risk youth and families, schools,

9. and churches)
Deadline and Milestone: Scheduled and coordinated quarterly
events (conferences, roadshows, assemblies…etc.)
Finance: Monitor allocation of monies and expenditures.
Maintain balance sheets and invoices
Deadline and Milestone: bi-weekly informal financial status
report. Monthly formal budget meeting
Production/operations: Prepare standard of operations (SOP) for
the company during presentations and when performing
illustrations.
Deadline and Milestone: Coordinated with the Marketing
Deadline and Milestone.
Research and development: Research scientific evidence that
supports the methodology of their services. Develop material
that relays the message from the results of the research and
methodology designed according to the level of understanding
and interpretations of their identified customer groups.
Deadline and Milestone: Continuous service: monthly conduct
formal meetings to collaborate innovative methods toward
distributing newly researched information.
• Any required organizational change management strategies
that would enhance successful implementation
• Key success factors
• Risk management plan, including contingency plans for
identified risks
Jag’s Draft
Implementation, Strategic Controls, and Contingency Plans
Pfizer, Inc. (Pfizer) the world largest research-based
pharmaceutical company base in New York City. The Company
manages its operations through five segments: Primary Care;
Specialty Care and Oncology; Established Products and
Emerging Markets; Animal Health, and Consumer Healthcare

10. (Pfizer.com, 2014). Pfizer needs to grow its emerging markets
to capture greater global market share. The implementation plan
below will identify the course of action that Pfizer will take to
grow its emerging market, identify its strategic control, the risk
management plan, and any contingency plan.
Implementation
Implementation is a specified set of planned activities designed
to put in place to make these activities carryout the function as
intended. The implementation plan will focus on the plan
objectives, functional tactics, action items, milestones along
with its deadlines, task and its ownership, along with resource
allocation. Pfizer plans to separate its commercial operations
internally into three business segments including two units that
will sell patent-protected branded drugs refer to as innovative
business, and one that sells generic medicines refers to as the
value business (Pfizer.com, 2014).
Objectives: Objectives are “specific, usually quantifiable,
results operating manager set out to achieve in the immediate
future” (Pearce and Robinson, 2013). Objectives can be short-
term or long-term depending on the task undertaken. “Short-
term objectives are measurable outcomes achievable or intended
to be achieved in one year or less” (Pearce and Robinson, 2013,
p. 288). Long-term objectives, on the other hand, are those that
cannot be completed within one year. Pfizer primary objective
is to split the company’s commercial operations into three
segments:
Innovative business. The innovative business is made up of two
segments that are responsible for the company’s patent-
protected branded drugs. This business will include drugs
expected to have patent protection beyond 2015 and will cover
treatment areas of inflammation, immunology, cardiovascular
and metabolic, neuroscience and pain, rare diseases, and
women’s and men’s health. The other innovative business
segment will include vaccines, cancer, and consumer healthcare
(Pfizer.com, 2014).
Value business. The value business segment is made up of

11. Pfizer’s generic business and includes brands that have lost
their exclusivity and mature products expected to go generic in
2015 (Pfizer.com, 2014).
Functional tactics: “Factual tactics are key, routine activities
that must be undertaken in each functional area” (Pearce and
Robinson, 2013, p. 291). These functional areas include
marketing, finance, production/operations, R&D, and human
resources. The key functional tactics that are most important to
Pfizer is its R&D because of the nature of its business.
According to its website, “Pfizer’s purpose is to innovate to
bring therapies that significant improve patients lives. R&D is
at the heart of fulfilling Pfizer’s purpose as we work to translate
advanced science and technologies into the therapies that matter
most” (Pfizer.com, 2014).
Action Items: Action items are specific tasks that must be
accomplished either by an individual or small team. Action
items typically arise from meetings during the planning phase
and must be cleared documented to ensure clarity. Pfizer’s
management needs to ensure that all crucial details are
included, such as deadlines, the responsible party, and any
consequent action items that are expected to arise from the
original one.
Milestones and Deadlines: Milestone reviews and deadlines
must be set by Pfizer and managers need to identify these
significant milestones that will be reached during the separation
of the three business units. Reviews must be conducted to see
where the implementation process is and if possible refocusing
to bring the implementation process in line with Pfizer’s goals.
Tasks and Task Ownership: Tasks and task ownership is a key
motivator for an employee. Allowing employees to be owners
of their task will give them that sense of responsibility. Pfizer
should identify a leader for each new business segment and
make each leader responsible for his own segment. The leader
can now delegate each task to a different employee who will
become sub-owners for these tasks. Creating sub-owners will
make delegating much easier, and the leaders will know who

12. will be responsible for which task.
Resource Allocation: Companies such as Pfizer are dealing
with limited resources, and proper consideration must be done
when allocation resources. Pfizer needs to allocate resources
from other sections to the implementation phase in order to
separate its operations into the three business units or segments.
Strategic Control
“Strategic control is concerned with tracking a strategy as
it is being implemented, detecting problems or changes in its
underlying premises and making necessary adjustments” (Pearce
and Robinson, 2013, p. 382). Strategic control is important in
any implementation as resources are added to the process and
these controls are in place to steer the firm through the
implantation. According to Pearce and Robinson, there are four
basic types of strategic control: premise control, strategic
surveillance, special alert control, and implementation control
(p. 383).
“Implementation control is designed to assess whether the
overall strategy should be changed in light of the results
associated with the incremental actions that implement the
overall strategy” (Pearce and Robinson, 2013, p. 387). There are
two basic types of implement control: monitoring strategic
thrusts and milestone reviews.
Organizational Change and Management Strategy
Organizational change can be one of the most difficult
strategies to implement. With the organizational change, Pfizer
needs to change its organizational chart to accommodate the
three new business segments, their leaders and its employees.
Management needs to come up with a strategy to make the
implementation of the organizational change much easier. The
key is to transform the business processes so that the whole
organization operates more effectively resulting in greater
bottom line for the company.
Key Success Factors
In order for any business to survive, a business needs to
identify its key success factors. Such factors include but not

13. limited to its employees, customers, suppliers, logistics, and
any other stakeholders that are relevant to the supply chain.
Pfizer has several key success factor such as its research and
development (R&D), acquisitions, employees, and restructuring.
Research and Development: Global research and development
have helped Pfizer maintain a competitive advantage in the
pharmaceutical industry. On the company’s website, “Pfizer
purpose is to innovate to bring therapies that significantly
improve patients’ lives. R&D is at the heart of fulfilling
Pfizer’s purpose as the company works to translate advanced
science and technologies into the therapies that matter most”
(Pfizer.com, 2014).
Acquisitions. Another success factor for Pfizer is the
acquisition of several companies throughout the years. These
acquisitions are both horizontal acquisitions that are businesses
compete with Pfizer within the pharmaceutical industry or
vertical acquisition those are not part of the pharmaceutical
acquisition. These acquisitions give Pfizer a competitive edge
in getting its products to a greater market share.
Employees. Pfizer hires the most talented employees
throughout the world to work for Pfizer. Pfizer also launched its
diversity and inclusion initiatives by having one of the most
diverse workforce in the country.
Restructuring. Time and again, Pfizer will restructure its
business units to make it more effective. In December 2006 as
part of its strategy to meet customer needs most effectively and
efficiently, Pfizer restructure its U.S. sales force by
approximately 20%. The restructuring is to match the
organization business needs with its customer needs.
Risk Management Plan
Every task undertaking has some risk that management will
encounter especially during the implementation stage. A risk
management plan is a document that will outline the risk
strategy that management adopted to reduce or eliminate any
risk that is discovered during the process of implementation.
Pfizer’s management will need to create a framework to manage

14. its risk such as the Enterprise Risk Management (ERM). Many
organizations are using more structure risk management
framework such as ERM as a formal and structured risk
management process.
“Enterprise risk management is a process, effected by an
entity’s board of directors, management and other personnel,
applied in strategy setting and across the enterprise, designed to
identify potential events that may affect the entity, and manage
risk to be within its risk appetite, to provide reasonable
assurance regarding the achievement of entity objectives”
(Frigo and Anderson, 2014, p. 51). There are two most widely
use ERM framework throughout an industry (1) Enterprise Risk
Management –Integrated Framework issued in September of
2014 by COSO and (2) ISO 31000 Risk management-principles
and guideline issued in 2009 by ISO ” (Frigo and Anderson,
2014, p. 51).
Contingency Plans
Every company needs to have a contingency plan just in case
something happen or did not happen. Contingency plans are
sometimes referred to as “Plan B.” According to Westergaard
(2008) “The objective of contingency planning is to arrange in
advance for an event that may or may not happen, especially an
event that would cause a problem if it did happen” (p. 42).
Pfizer needs to create a contingency plan just in case if its
segmentation did not work as was planned. One contingency
plan is to revert to the old structure. Pfizer should also create a
contingency plan to have two segments instead of three
segments: one for the patent-protected drug and one for the
generic drug. However, any plan must include the emerging
market as this is what Pfizer is targeting for its growth despite
which implementation plan Pfizer will be using.
Conclusion
Every business needs to have an implementation plan along
with specific strategic controls when implementing the plan.
Pfizer plan is to segment its commercial operations into three
business units. Two of these business units related to patent-

15. protected branded drugs and is referred to as the “innovative
business”; the other is related to its generic drugs and is
referred to as the “value business”. These three new segments
will give Pfizer a greater competitive advantage in capturing a
larger market share globally over its competitors in the
pharmaceutical industry. Pfizer over the years wants to capture
the emerging markets which Pfizer will be implementing in each
of the three new segments. However, Pfizer needs to assess its
risks in segmented its commercial operations into these three
segments. Pfizer also needs to create a contingency plan just in
case its segmentation did not work as it was intended. The
contingency plan can be to revert to the old commercial
operations or to create just two segments one for patent-
protected drug and the other for generic drug.
References
Frigo, M. L., & Anderson, R. J. (2014, January). Risk
Management Frameworks: Adapt, Don't Adopt. Strategic
Finance, 96(1), 49-53.
Pearce, J. A. & Robinson, R. B. (2013). Strategic Management:
Planning for Domestic and Global Competition (13thed). New
York, NY: McGraw Hill
Pfizer.com. (2013). Retrieved from
http://www.pfizer.com/research
Westergaard, J. M. (2008, February). Contingency Planning:
Preparation of Contingency Plans. Zoonoses & Public
Health, 55(1), 42-49.