MNG3702
EXAM PORTFOLIO
DUE: 15 OCTOBER 2025 (MEMO)
,MNG3702 EXAM 2025
QUESTION 1
1.1 How does strategy implementation differ from strategy formation. (2)
Strategy formation is the process of developing and planning the strategy (the "what"
and "why"). It involves analyzing the environment, setting goals, and making strategic
choices. Strategy implementation is the process of executing the chosen strategy (the
"how"). It involves putting the plans into action through changes to leadership, structure,
culture, and resources.
Strategy Formation: The thinking and decision-making phase.
Strategy Implementation: The doing and action-oriented phase.
1.2 What barriers did Anglo American face when trying to make big strategic
changes, and how did they fix these problems? In your answer, discuss six
barriers from case study and six action taken to overcame each barrier.
Barrier (from case study) Action Taken to Overcome Barrier
1. A traditionally hierarchical Cynthia Carroll, as an outsider, challenged this
organisation structure directly. She implemented a new vision
and hired/promoted leaders who aligned with it,
breaking down the old hierarchy.
, 2. A deeply rooted production-driven Carroll took the bold, symbolic action
culture that prioritized output over of temporarily closing the Rustenburg mine to
safety. send a clear message that safety trumps
production.
3. Strong resistance from existing Carroll remained committed to her reform and
management accustomed to the old used her authority to enforce change.
ways. She retrained and developed staff to align them
with the new safety-first ethos.
4. Worker anxiety and The company engaged in consistent stakeholder
unhappiness about decisions made engagement, including with unions. This helped
without their input and potential job to avoid major labor disputes and gain buy-in.
losses.
5. Deeply rooted cultural norms that Carroll worked to create a learning
were resistant to change. organisation through continuous training, open
communication, and performance-linked
incentives to internalize new values.
6. Organizational silos that prevented The company fostered communities of practice
knowledge sharing and collaboration. informal networks that allowed employees
across departments to share knowledge and
best practices, breaking down silos.
1.3 Explain Lewin’s change model and show how it was used in the Anglo
American case study. (10)
Lewin’s Change Model is a three-step process for managing planned change:
EXAM PORTFOLIO
DUE: 15 OCTOBER 2025 (MEMO)
,MNG3702 EXAM 2025
QUESTION 1
1.1 How does strategy implementation differ from strategy formation. (2)
Strategy formation is the process of developing and planning the strategy (the "what"
and "why"). It involves analyzing the environment, setting goals, and making strategic
choices. Strategy implementation is the process of executing the chosen strategy (the
"how"). It involves putting the plans into action through changes to leadership, structure,
culture, and resources.
Strategy Formation: The thinking and decision-making phase.
Strategy Implementation: The doing and action-oriented phase.
1.2 What barriers did Anglo American face when trying to make big strategic
changes, and how did they fix these problems? In your answer, discuss six
barriers from case study and six action taken to overcame each barrier.
Barrier (from case study) Action Taken to Overcome Barrier
1. A traditionally hierarchical Cynthia Carroll, as an outsider, challenged this
organisation structure directly. She implemented a new vision
and hired/promoted leaders who aligned with it,
breaking down the old hierarchy.
, 2. A deeply rooted production-driven Carroll took the bold, symbolic action
culture that prioritized output over of temporarily closing the Rustenburg mine to
safety. send a clear message that safety trumps
production.
3. Strong resistance from existing Carroll remained committed to her reform and
management accustomed to the old used her authority to enforce change.
ways. She retrained and developed staff to align them
with the new safety-first ethos.
4. Worker anxiety and The company engaged in consistent stakeholder
unhappiness about decisions made engagement, including with unions. This helped
without their input and potential job to avoid major labor disputes and gain buy-in.
losses.
5. Deeply rooted cultural norms that Carroll worked to create a learning
were resistant to change. organisation through continuous training, open
communication, and performance-linked
incentives to internalize new values.
6. Organizational silos that prevented The company fostered communities of practice
knowledge sharing and collaboration. informal networks that allowed employees
across departments to share knowledge and
best practices, breaking down silos.
1.3 Explain Lewin’s change model and show how it was used in the Anglo
American case study. (10)
Lewin’s Change Model is a three-step process for managing planned change:
