A leadership team, a charter and a credibility review, each traced to earlier findings and priced, form the proposal that closes WMBA 6000 in Week 8. Searches like "wmba 6000 week 8 assignment example", "wmba6000 week 8 sample" and "wmba 6000 week 8 example" land here.
What a finished WMBA 6000 Week 8 scaling leadership proposal looks like
An executive summary, an organization chart and a cost table frame the eight to ten pages. The summary states the proposal in three sentences. A diagnosis section recaps the placement from Week 1, the company at Greiner's crisis of leadership, and adds what later weeks found: a disclosure decision handled well, an engineering manager chosen by followership evidence, an outage that exposed slow meaning making, and promises drifting. The proposal section sets out a four-person leadership team, the chief executive keeping product and fundraising, the chief operating officer taking operations, the new engineering manager, and a head of customer success. The delegation charter is adopted with its review date. A quarterly credibility review is added. Costs, including two senior hires, are estimated in illustrative terms. A section lists what the founders will stop doing.
How a WMBA 6000 Week 8 example is structured
The summary comes first because an executive reader decides from it whether to read further. Diagnosis follows, but compressed: each earlier week contributes one finding, cited by week, so the proposal rests on evidence already argued. The proposal section is organized by decision rather than by framework, since the founders will act on decisions and the frameworks already did their work in earlier weeks. Each recommendation carries its origin, its cost and its owner. The stop-doing list comes next and is given equal weight, because in a founder-led company growth often stalls on what the founders keep doing rather than what they fail to start. Risks follow, including the crisis of autonomy that Greiner predicts once delegation begins. An implementation timeline with three checkpoints closes the proposal.
Three sentences for the founders
The summary states the leadership team, the charter and the review, with the total cost and the first step. A founder reading only that paragraph should know what is being proposed and what it will take.
Findings cited by week
Greiner placement from Week 1, disclosure from Week 2, the follower map from Week 4, the outage from Week 5, the ledger from Week 6. Each finding supports a specific recommendation rather than serving as background.
A team of four
Chief executive, chief operating officer, engineering manager and head of customer success, each with defined decisions from the charter. The structure answers Greiner's crisis of leadership with direction the founders alone can no longer supply.
What the founders stop doing
Approving every discount, joining every hiring loop, writing incident messages. The stop list is as specific as the start list, because founder habits are the most likely reason a new structure fails.
Costs and three checkpoints
Two senior hires and a small increase in management time are estimated in illustrative terms. Checkpoints at three, nine and eighteen months test whether decisions have actually moved.
Where marks go in WMBA 6000 Week 8
One question comes first when the final proposal is graded: could the founders act on it next week? A proposal that recommends stronger leadership, better communication and a culture of trust, without roles, costs or dates, restates aspirations rather than proposing anything, and it lands low regardless of length. Credit rises with traceability: each recommendation tied to a finding from an earlier week. Integration earns a large share, since the frameworks should combine into one coherent structure rather than appear as separate summaries. The stop-doing list is rewarded because it shows the author understands how founder habits undermine new structures. Costs must be addressed, even in illustrative terms. Risks carry their own portion, and naming the next Greiner crisis the proposal may trigger shows the judgment an executive audience expects.
Get a WMBA 6000 Week 8 example written to your instructions
Attach the course's earlier work, or a list of what it found, plus the Week 8 prompt and final rubric. A complete proposal returns in 24 to 48 hours, first one free, with every recommendation tied to a finding and a cost. Salaries and budgets appear as placeholders, not estimates for any real firm.
WMBA 6000 Week 8 questions, answered
How is this final proposal different from earlier assignments?
Earlier weeks applied one framework each to a single decision. The final proposal combines those findings into one leadership structure, with roles, costs and a timeline. It should cite earlier work by week rather than repeating it. Instructors look for integration, so a paper that summarizes each week in turn and adds a recommendation at the end usually scores lower.
Do I need exact costs for the recommendations?
Usually not exact, but some estimate is expected in an MBA course. Illustrative figures, clearly labeled, with the reasoning shown, are acceptable in most sections. Name what drives the cost, such as a senior hire or management time, and compare it with the cost of the current problem, since that comparison often persuades more than the figure itself.
Why include what leaders should stop doing?
Because new structures often fail when leaders keep old habits, such as approving decisions they have formally delegated. A stop list makes those habits visible and gives the organization something concrete to hold leaders to. It also shows the author understands that change in a founder-led company depends as much on subtraction as on addition.