MNG3702 MAY/JUNE EXAM - 2025

QUESTION 1 [16] The first principle of strategy implementation is to translate the corporate strategy into the logical architecture of a strategy map and Balanced Scorecard (BSC) to specify the details of the critical elements of the corporate strategy. 1.1 Based on the case study provided, develop ONE strategic objective for each element of the Balanced Scorecard (BSC) in the context of Sappi. Each objective must be supported by at least TWO well-explained justifications. Ensure that there is a clear alignment between each objective and its corresponding justifications. Question 2 [11] Kaplan and Norton identify several barriers to successful strategy execution. 2.1 What is the role of resource allocation in strategy implementation? In your answer, define both 'resource allocation' and 'strategy implementation,' and explain how they are interconnected. (3) 2.1.1 Analyse the case study and identify TWO specific strategies that Sappi implemented to overcome financial resource barriers. Focus on practical examples from the case study. (4) 2.1.2 Resource limitations or reasons could potentially hinder the successful implementation of Sappi’s new strategic direction. Based on the insights from the case study and your understanding of the organisational context of Sappi Limited, do you believe that Sappi's human resources possess the capacity to effectively manage, implement and sustain this strategic change? Support your response with TWO well-explained practical examples from the case study. (4) QUESTION 3 [10] Strategic changes can be grouped based on two main factors: how big the change needs to be, and how quickly it should happen. 3.1 Sappi’s vision revolves around the concept of 'intentional evolution'. Based on your comprehensive analysis of the case study, do you agree that the company's vision is aligned with an evolutionary strategic change? Identify FIVE key projects launched by Sappi, explaining how each project supports the realisation of this vision and outlining its specific objectives. (10) Please note that the question does not ask for a restatement of the vision, but rather for the identification of FIVE projects and initiatives that Sappi has implemented, which align with and contribute to the realization of the organisation’s vision core element of 'intentional evolution.' QUESTION 4 [12] 9 Organisational learning is not as easy as putting in place a few people, processes, and technologies. It requires a deep-seated change in the way the organisation and its leaders view the world. Several mechanisms can be used to assist an organisation in becoming a learning one. Identify FOUR organisational learning mechanisms and provide a case-based explanation of how these mechanisms have been demonstrated by Sappi. (12) QUESTION 5 [16] Strategic control and risk management represent the final stage of the strategic management process. 5.1 List and evaluate the risk management practices employed by Sappi during its transition from traditional paper production to dissolving wood pulp and sustainable packaging. (10) 5.2 Based on your answer to 5.1 evaluate how Sappi ensured alignment of their long-term objectives during the control and risk management processes. (6) QUESTION 6 [5] Responsible strategic leaders can lead in all three dimensions of sustainability, responsibility and ethics. 6.1 How did Sappi’s leadership manage the transition from traditional paper products to dissolving wood pulp and sustainable packaging, while ensuring sustainability and operational efficiency?