evaluate operating environment

7051CRB Task 1 Frequently Asked Questions Page 1 version 22/10/2022
7051CRB – TASK 1 Frequently Asked Questions
Compiled by Andrew Castle Updated October 2022
Contents
COVER PAGE……………………………………………………………………………………………………………………….2
TASK 1 ……………………………………………………………………………………………………………………………….3
ACADEMIC WRITING ……………………………………………………………………………………………………………4
CASE STUDY………………………………………………………………………………………………………………………..5
DRIVERS OF CHANGE …………………………………………………………………………………………………………..6
STRATEGY…………………………………………………………………………………………………………………………10
CHANGE …………………………………………………………………………………………………………………………..12
CHANGE AND CHANGE MANAGENT – MODELS …………………………………………………………………….14
CHANGE AND CHANGE MANAGEMENT………………………………………………………………………………..17
REFERENCES……………………………………………………………………………………………………………………..19
SOURCES OF INFORMATION ……………………………………………………………………………………………….22
WORD COUNT…………………………………………………………………………………………………………………..23

7051CRB Task 1 Frequently Asked Questions Page 2 version 22/10/2022
COVER PAGE
QUESTION – Please I’d like to clarify the requirements for the cover page; if they have to
follow the font, font size and spacing mentioned as rules to follow for the assignment.
ANSWER – that’s a level of detail I have never been asked before! “Yes” to your question but
the amount of information contained on a cover page is very limited.

7051CRB Task 1 Frequently Asked Questions Page 3 version 22/10/2022
TASK 1
QUESTION – I am an engineering student so please bear with me, for task 1 (a), to evaluate
operating environment, it is related to Short Course 1:1 right ? and task 1 (b) is related with
Short Course 1:2, 2:1, and 2:2 right ?
ANSWER – thanks for the question. Don’t forget that almost every student on this module is
not a Business-degree student. You are largely right, but the assignment is slightly more
nuanced than the way you have described it. The operating environment could include the
quality of the Leadership, for instance. Check the “Focusing on the Assignment” sections in
each week.

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ACADEMIC WRITING
QUESTION – Can we use words like “”I,”” “”We,”” “”they”” since we are suggesting strategies
and highlighting how we are going to manage change?
ANSWER – Because Task 1 is written as a report, not an academic essay, you can write in the
first person or the passive voice. Task 3 is written in the first person
QUESTION – all sources referenced are models and definitions or do we need to read
through articles as well?
ANSWER – this is your learning opportunity, and your submission. You need to engage with
the module content and undertake the work that you think best serves your ambition for
this Master’s module.

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CASE STUDY
QUESTION – With the case studies should we assume that ‘nothing has happened’ since the
initial interview (I’m looking at the historic trust). I’m trying to understand how we would
consider the passing of time in the reports?
ANSWER – there is no passing of time. You analyse the case study interview, make an
assessment based on models and theories, identify a change in strategy, and then move
onto how you lead the team to implement the change in strategy. What happened next to
the case study company is not our concern. (Sorry – that sounds a little curt, it’s not meant
to be)
QUESTION – Are we allowed to research information about the organisation which was not
shared in the interview and use it for the introduction section?
ANSWER – the Assignment brief has detail related to this question.
.

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DRIVERS OF CHANGE
QUESTION – Apologise if you have already tackled this question before but I have just caught
up with all the videos. For Task 1, Definition: drivers of change, Model- Burke & Litwin,
Evidence-case study and Apply would be a congruence of evidence and model used.
My question is would we have to use pestle and 7 Mickensys under the burke & Litwin
model or are they other methods of analysis for us?
ANSWER – you have a number of options available to choose from here – PESTLE (external)
or B&L (internal) or McKinsey 7s (internal). The assignment detail for Task 1 suggests that
you choose one.
QUESTION – There seems to be a lot of issues in understanding around the Pestle Analysis.
Some of the students were told that we can use information from outside the case study for
the PESTLE by another speaker, while i was told to limit it to only the evidence provided in
the case study. Which would it be? Please provide clarity on the same.
ANSWER:
This is the “small print” from the assignment brief:
Your assessment of the organisation’s position and your recommendations MUST be based
upon the Case Study interview you have selected.
In your responses, you are allowed to make reasonable research-based assumptions to the
case study details provided. However, the case study should not be changed or
compromised in any way. If your analysis is not based on the case study interview you will
lose significant marks. If you use a different case study to the ones provided you will fail and
receive 0% grade
You need to apply a selection of the models, tools and methods that have been referred to in
the module resources and discuss their relevance to the client’s situation as you understand
it from the Case Study interview.
You will lose significant marks by using models and theories which are not part of the
Module content and the CMI resources.
You will lose marks by not applying evidence to those models and theories.

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Some wider research is beneficial but it must not detract from your prime focus which is the
case study interview and CMI and module-related models and content
.
The examples on AULA indicate how you use additional research to add specific evidence to
add value to, for example, the PESTLE analysis, without asking you to do extensive
additional research but still requiring you to do some additional research in order to gain
higher marks.
QUESTION – Drivers of Change using Burke Litwin model is to share the details of the
organization’ mission, strategy etc or to state the issues because we already share the
details of the organization in the introduction including the structure of the organization
etc? or do we state the issues using the PESTLE or McKinsey 7s?
ANSWER – you use the models available to you to help you analyse the evidence from the
case study and apply the evidence to the models that you choose, within the context of the
assignment brief, the supporting notes and the word count.
QUESTION – In one of the FAQ it is explicitly said we should choose only one model to
analyse the drivers of change (either B&L, or PESTLE, or 7S). In the Journey Tab on Aula
under ‘Focusing on the assignment’/Short Course 1:1 it is said we need to include
B&L+PESTLE or 7S. Which guidance shall we follow?
ANSWER – thanks for the observation. The guidance altered over the course of the last
semester (the first time that we had run the module). The content and guidance related to
Drivers of Change was originally:
1. Define Drivers of Change
2. Introduce Burke and Litwin – External DofC being the most important and Internally,
leadership being the most important
3. Analysis – either PESTLE or McKinsey 7s
but students were using Burke and Litwin for the analysis, so the FAQ was designed to
reflect that:
1. Define Drivers of Change

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2. Introduce Burke and Litwin – External DofC being the most important and Internally,
leadership being the most important
3. Analysis – either Burke and Litwin or PESTLE or McKinsey 7s
DRIVERS OF CHANGE
QUESTION – How do we approach the Drivers of Change analysis when important
information could be fed into the PESTLE and McKinsey models, but at the same time for
some of the model elements information is missing?
ANSWER – Task 1 is an academic and critical thinking exercise, designed to support an
introductory understanding of business and management topics and concepts to students
not versed in business and management. Task 1 is not meant to be an exhaustive analysis of
a case study company. The whole report is only 1,500 words.
QUESTION – Is it possible to use a table also for the B&L model? With 9 items to comment
on, it would be difficult to perform an analysis in just 100 words.
ANSWER – the word guidance is there to ensure that students do not get too engrossed in
any one aspect of this task. These are academic and critical thinking exercises within a
defined word count requirement. They are not meant to be an exhaustive analysis. Tables
do not add to the word count.
DRIVERS OF CHANGE – PESTLE
QUESTION – I am working on the Paragon group case study and I created a Pestle for
external and McKinsey’s 7 for internal analysis in a table. Do I have to highlight the major
points where a certain factor was discussed in the case study? Also from my understanding,
tables are not considered under the word count, would that be correct?
ANSWER – no, tables are not included in the word count.
I am not quite sure what you mean by “highlight major points”. You have to apply evidence
from the case study to the model’s framework, remembering that you do not have enough
information in the case study to use in all of the model’s options.

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QUESTION – In the rolls Royce case study, the interview focused on internal company issues
and opportunities – so limited content for a PESTLE (external) facing analysis so are authors
allowed to add their own assessment or assessment from research?
ANSWER – I have added in the option of completing a McKinsey 7s model for the analysis –
this focuses more on internal factors.
QUESTION – Are we to use the Burke model to analyze the company’s current mission and
strategy, leadership, structure, and so on? Then do the same thing with Mckinsey 7s? I
attempted to use the define, model evidence, and apply method for the drivers of change
and the Burke model. The word count exceeded 100.
ANSWER – It’s great that you are making a start on this. You have a number of models
available to select from in order to analyse relevant Drivers of Change. Use B & L to
introduce and define Drivers of Change and then choose one model (preferably not SWOT)
for the analysis – the analysis goes into a table as I have described in the materials, because
tables do not add to the word count. You do not need to use every aspect of the model – it’s
simply an exercise in identifying evidence and applying that evidence to a model.
Which model you use will depend upon the case study you have chosen – are the issues
predominantly internal (McKinsey 7s) or external (PESTLE).

7051CRB Task 1 Frequently Asked Questions Page 10 version 22/10/2022
STRATEGY
QUESTION – When looking at Task 1 – activity 4; highlight the current strategy and the
proposed strategy using the same Strategy model; does that mean from the given strategies
we have to find out what is the strategy of the case study at the minute and with the same
strategy propose better ideas? Thanks a lot.
ANSWER – not quite; the nature of the task here is to use a strategy model to identify the
current strategy of the company and then using the same model the changed strategy that
you then launch in Task 2. In real life, a company would often use the method you outlined
above, and the better ideas might be a new advertising campaign. But we are looking for a
Change, not an adjustment.
REPLY – I think I understood. thanks very much. Technically, change is either product
development or expanding to a new marketplace? or new marketplace counts as an
adjustment not a change? (sorry if that sounds very specific or out of context. just trying to
understand it better)
ANSWER – sorry, I did not notice this until now. Not Quite. A Change in Strategy using Ansoff
would be a move to another or additional Strategy using the four options available in
Ansoff.
QUESTION – To be clear, when defining the strategy, does it have to take into account the
model we choose?
ANSWER – the process is to find a relevant academic definition with citation and references,
then identify the academic model you are going to use to examine the defined topic. You
may wish to use the definition used by the model’s author when he / she introduced and
contextualised the model. But the definition of the topic is not the description of the model.
QUESTION – If I decide to use product development, do I have to explain why this is the best
option? For instance, due to environmental concerns. Or do I need to use journal articles to
justify why product development is the right option?
ANSWER – Due to word count limitations, you don’t really have much space to do much
more than define product development (in this case), usually using the model author’s own
words. You need to remember that Product Development is the strategy, because that
informs the rest of Task 1 and Task 2.

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QUESTION – If we decided to go for product development, should we specify the type of
product we intend to create or simply the definition of product development?
ANSWER – 1. you may only have room for the definition of product development. You can
leave the product detail for Task 2 perhaps as short term wins.
QUESTION – How suitable are the presented strategy models (Ansoff, Porter, Value Chain) in the case
of an organisation that delivers services instead of products?
ANSWER – in the case of Ansoff, change Product to Service or Process

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CHANGE
QUESTION – do we need to define the type of change?
ANSWER – you should get in to the practice of defining everything, even if the definition is
limited to the citation
QUESTION – If we decide to use the Kubler Ross, can we also write a sentence incorporating
evolutionary, revolutionary? Apparently, we can’t use more than one model. So I’m just
confused, is the evolutionary and Revolutionary another model entirely?
ANSWER – Evolutionary / revolutionary is not really a model in my mind the way that KublerRoss and Kotter are models. E/R is just a sentence in our context
The use of “one model” relates to a) use one model because of word count limitations and if
you use too many models you dilute the detail you can include and b) use the same model
to explain current and future rather than incorporating two models to explain the one
situation.
QUESTION – Is the change section linked to the new strategy we have put in place e.g.
market development?
ANSWER – Yes. remember the title of the module is Leading Strategic Change through
Creativity and Innovation. You are the Leader. You analyse the strategic need. You define
the change. You lead the Team to Manage the Change. You communicate the Innovative
Change using Creativity techniques.
QUESTION – Do you need to consider strategy when using the change model? For example,
how employees would perceive the new strategy (for example, product development)?
And how it might change style of work.
ANSWER – Yes. Although we are of course studying each topic in turn, they inform each
other. As Burke & Litwin show, all of these topics are linked to each other, although some

7051CRB Task 1 Frequently Asked Questions Page 13 version 22/10/2022
are more important than others. The new strategy is the link that binds Task 1 and task 2
together; in Task 1 you write about the rationale for the new strategy, how you are going to
lead the team to implement the new strategy and how you are going to manage that
process. In task 2 you develop materials which reflect how you are going to communicate
and lead that new strategy. in Task 3, you reflect on what skills and behaviours you need to
develop in order to undertake such a task in real life.
QUESTION – Is it ok if we propose a set of different changes within the Change section,
based on the analyzed information about the organisation, but then focus in details on only
one of them when it comes to change implementation plan and execution?
ANSWER – Yes, that sounds like a good plan. You are demonstrating at each stage an ability
to critical analyse information and critically apply relevant information to relevant models.

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CHANGE AND CHANGE MANAGENT – MODELS
CHAMPIONS AND BLOCKERS
QUESTION – We were asked to form a guiding coalition in change management. Can the
champions be the team we created in leadership section, and the blockers be Rolls Royce
employees?
ANSWER – not quite, the blockers would drawn from a small proportion of the RR
employees, and you would hope that your team would be champions, but that might in part
be dependent upon their personality type.
KUBLER ROSS
QUESTION – When describing the change process, are we taking into consideration the
current condition of the employees from the case study? Like you said, we need to apply
evidence
Or should we describe the effect of change on employees based on our own proposed
leadership and strategy suggestions?
The confusion is I don’t know if our proposed leadership style and strategy is part of
evidence
ANSWER – “”Evidence”” is the factual material you take from a source, just as a Court hears
evidence from witnesses. In this case, you take evidence from an interview and use that
evidence to build up a picture of the current situation of a company. You use models and
definitions to help you contextualise this evidence you are identifying. The evidence will give
you an idea of what the current Drivers of Change are within / outside the company. The
evidence will give you an idea of what the current strategy and leadership style is within the
company. You use models to identify the current strategy and then, based upon your best
understanding of the model and company, you propose a new strategy. At that point, you
are moving away from the evidence, because the evidence only relates to the current
situation.
The models will also help you understand the impact of what you have proposed. If you are
going for a Product Development strategy, then you know that you will need to produce
some new products in the short term as part of Kotter’s Step 6, and you create some leaflets
or launch materials in Task 2. When you create the sense of urgency (Kotter Step 1) by
announcing the change then you know that the first reaction of the employees will be Shock

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(Kubler-Ross). Whatever the change is, the first reaction will be Shock, and so this
information could guide your slogan in Task 2.
If you know that the first reaction will be Shock, then your slogan is unlikely to be “”Change
is Coming. Be Afraid. Be very Afraid””. It might be “”Embrace the Change!””
Coventry University has names like “”Project Eagle””, “”Live the Dream,”” “”Take Control””.
REPLY- So basically, we start from the kotter steps, then in each step, we highlight the effect
that step will have on the employees (kubler)?
ANSWER – I am not so sure that you will have word count for each of Kotter’s Steps, and
Kubler-Ross applies throughout the steps. The faster and more effectively you can get to
the latter Kotter Steps, the shorter the damaging impact of Kubler-Ross’ first four stages will
be.
KOTTER
QUESTION – So, the guiding coalition says we need to form a team; should we use the team
we selected in the leadership section, or should we form a new team entirely?
ANSWER – you have a core team selected but you should also consider adding Blockers and
Champions to the team.
KOTTER
QUESTION – I am struggling with the application of Kotter’s 8 steps model.
– When we start the process, is it enough to just have a justification for the chosen new
strategical direction? Is the actual strategical plan going to be developed and implemented
while we execute each of the 8 steps?
– Is the change management team gathered on step 2 or we need to have chosen the right
people already before we start the process? Is the change management team the same as
‘the guiding coalition’ which could also include Champions and Blockers?
ANSWER – I am only going to answer part of this because much of the answer relates to “”up
to you”” and “”read the material again, and follow the material presented””. You have
chosen your team. Now you need to launch the programme. You and your team cannot

7051CRB Task 1 Frequently Asked Questions Page 16 version 22/10/2022
implement the programme alone. You need to make sure that 1) step one: everyone is
aware that this is not the normal change and 2) step two: you take into account a variety of
views from within the company, a coalition of views which you and your team will use to
support the change programme. It is the job of you and your team to implement the
programme with and through the support of the company.
KOTTER – SHORT-TERM WINS
QUESTION – Then, for short-term wins, do we need to write the product’s details or just
state the product’s name?
ANSWER – up to you. This answer too is about word count. However, a name without some
details would not be very interesting

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CHANGE AND CHANGE MANAGEMENT
QUESTION – I’m a little confused about this section, but this is my idea of it..
Define change + change management
Model – i personally found the kotters model helpful – (so briefly describe the model and its
eight steps)
we need to use either kubler or kotter..is that right?
Evidence + Apply – follow the kotters model and use relevant information from the case
study and other ideas suggested in previous parts of the report.
Please clarify
ANSWER – You could base your analysis on Kotter, but mention aspects of Kubler-Ross
related to step 1, for instance (Shock) and also in a sentence Revolutionary / evolutionary
etc.
QUESTION – So, in the change and management section, I’ve used up all of my word count
because we appear to be using two models in this question. Is it possible to organise the
explanations into a table or something? Or not explain all of the model’s stages?
ANSWER – you should be applying evidence to the models, not describing the models. The
citation takes care of the general description of the models, the explanation of the stages,
the background of the author etc.. Marks are given for applying evidence, not repeating
information.
QUESTION – For the change, It says we need to construct it like a narrative. So we don’t need
to use citations or what? Like do we just use the Kubler-Ross to describe the effects on
employees?
ANSWER – no – I suggest that you think of the change process as a narrative, not write it as a
narrative. You need to use citations and references. Kubler-Ross is a narrative, in my
terminology, Kotter is a narrative – the narrate a process to go through, unlike for instance
Beckhard-Harris, which is a viewpoint.
QUESTION – Then for the change management, use another model to describe how we’re
going to manage the change?

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ANSWER – Yes; Kubler-Ross describes the change process; Kotter describes the process by
which the change can be managed.
QUESTION – And also, can we suggest more than one change? Or is 1 enough due to word
count?
ANSWER – you will have already introduced the changes required in the Leadership and
Strategy sections. Change Management consider how you are going to manage the
implementation of those changes. In Task 2, you think about “”how do I as the leader of the
change management process use creative techniques to communicate the changes””, given,
for instance that the first reaction to those changes will be shock.

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REFERENCES
QUESTION – “in the referencing podcast, i see you talk about examples like (CMI 2020a) and
(CMI 2020b) i understand that these are materials referenced from the CMI website but i
dont understand what/where are the alphabets from? like where do we see which article is
‘a’ ‘b’ and so on? i dont understand wherer the letters come from
ANSWER – This is explained in the podcast. Where the author and the year are the same,
then you have to have a way of differentiating between the different articles which you
have cited and referenced, otherwise everything would be (in this case) CMI 2020. So CMI
2020 a and CMI 2020b are just ways of differentiating sources. It could equally be CMIa,
CMIb, CMIc
QUESTION – 1) So you apparently stated that we could only use peer-reviewed articles and
CMI-related content. Does this mean we won’t be able to use Google Scholar? The KublerRoss model, for example, has five stages on Google Scholar but six on CMI. The problem
now is that I can’t cite the one I saw on CMI because there aren’t any citations or
references..
ANSWER – this is a 10 credit module. It is smaller than your other modules, and should not
therefore be as arduous as those. It is also accredited by the CMI, so we focus on the
application of a limited number of models and theories rather than requiring substantial
wider reading as other modules might. You cite and reference the CMI and module related
materials. There is always a citation and a reference possible; sometimes you have to create
them yourself using the APA format rather than be given one by Google Scholar or similar.
QUESTION – If we are referring to something from the interview, do we need to cite it?
ANSWER – yes, you should be citing all sources of your information. If you are using the
same source for a number of points in a paragraph, you do not need to cite each point; just
once at the end of the paragraph or at the end of the last point would do.
QUESTION – Do the references I used must be published article? Is that ok to use some news
or website as reference?

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ANSWER – Your references should relate mainly to CMI and other module related materials.
You should be focusing on using these resources.
QUESTION – For students who started their studies before Sep 2021 there was a rule last
semester that they could still use Harvard Referencing Style instead of APA. Is this the case
also for this assignment?
ANSWER – Yes, although in practice there is minimal practical difference between APA and
CU Harvard.
QUESTION – A question about referencing – if we are mostly using the CMI website for
information we apply to our assignment, shall we reference CMI as a source? Or the original
author e.g. of a theory, but then we have to find ourselves the original document where a
theory is presented by its author?
ANSWER – there is a great deal of information on the AULA site about referencing, but the
short answer is that you do not cite the original author but CMI and AULA, because (and
assuming) you did not read the original article.
QUESTION – Does that mean that we cite Aula and CMI as web pages, without mentioning
the author of the statement or theory?
I also found that on Aula there is a list of references as a separate subsection for each short
course – is it ok to use those?
ANSWER – yes, you can cite and reference AULA and CMI as web pages or simply available
on AULA – I know what is on AULA, and this is just an exercise.
You can also use the references in each short course.
QUESTION – I was just wondering how we are meant to reference/ cite CMI in the
assignment as I have used the models off the CMI leaflets not sure how to cite/ reference
these.

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So far I have the title and CMI under the pic and CMI (n.d.) in the reference list, is this
wrong?
ANSWER – Have you gone through the Videocast I uploaded recently about referencing,
giving examples of references? This should answer your query. Let me know if it does not.

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SOURCES OF INFORMATION
QUESTION – Should the assignment be based on the case study material/video only or can
students find other information for legitimate sources such as locate, CMI, google scholar
etc to provide additional insight?
ANSWER – please check the assignment brief for the answer to this question.

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WORD COUNT
QUESTION – Could we use additional tables, other than the ones already mentioned in the
assignment brief?
ANSWER – is this for Task 3, or Task 1? The answer is, if you need to , but remember that the
context of the assignment is a 10 credit Master’s Module equivalent in scale to a 3,500 word
essay. It is important to stay focused on the task assigned following the brief and the
learning outcomes. You cannot get more than 45% for task 1 and 10% for task 3.
It is for Task 1, I just want to use a table because it is a more structured approach to
describing the team members personality types. For Task 3 I understand that we can also
use a table to compare leadership skills with our own.
QUESTION – How important is it to stick to the word count in each section? Could we have
less/more words in separate section while keeping the total word count within the
requirement?
ANSWER – That is up to you. You need to stick within the 1,500 word count overall.
QUESTION – In other module assignments there is a +-10% rule to the allowed word count. Is
that the case also for this assignment?
ANSWER – the University has moved to a +10% only allowance. That is the case also in this
module.