| Course | WMBA 6627 Stakeholder Management and Organizational Behavior |
|---|---|
| Week | Week 10 |
| Paper type | Briefing note |
| Length | About 570 words, 5 pages |
| Format | APA 7 student paper |
| School | Walden University |
| Program | Master of Business Administration (MBA) |
| Updated | October 2026 |
Free sample paper for WMBA 6627 Week 10
Briefing Note for the Chief Executive: Accept the Hartford Principal's Terms for Migrating 1,100 Commercial Accounts, Because the Alternatives Risk the Firm's Largest Book or Its December Deadline
Student Name
Walden University
WMBA 6627: Stakeholder Management and Organizational Behavior
Instructor Name
Month Day, Year
Briefing Note for the Chief Executive: Accept the Hartford Principal's Terms for Migrating 1,100 Commercial Accounts, Because the Alternatives Risk the Firm's Largest Book or Its December Deadline
Situation and Recommendation
The Hartford principal has agreed to migrate his office's 1,100 commercial accounts into One Book by November 15, on three conditions: his account managers stay assigned to their clients, his earn-out attribution is protected in writing and Hartford keeps a local renewal review before any account is routed to a service center. Our December 31 deadline for full migration depends on Hartford, whose accounts make up close to 19 percent of the firm's commercial business.
Recommendation: accept all three conditions, with a sunset on the local renewal review after the first full renewal cycle.
Positions
Hartford principal: wants control of client relationships and protection of an earn-out worth several hundred thousand dollars to him; will migrate on these terms and has said he will not otherwise. Matters most, because he can delay migration and could leave with clients.
Springfield service center manager: wants every account routed through the center's calendar; will accept local review if the center sees all renewal dates. Matters because the center's service levels are a sale-readiness metric.
Chief financial officer: concerned that earn-out protection sets a precedent for the five other acquired-office principals; supports it if the language is standard. Matters for cost control.
Private equity owner: wants One Book complete before buyer diligence begins in the first quarter of 2028. Matters most for the deadline.
Options
Option 1, accept all three conditions. Hartford migrates by November 15; the deadline holds. Consequence: other principals will ask for the same earn-out language, which costs nothing if attribution rules are standard, and the local review adds one step for Hartford renewals for about a year.
Option 2, accept the earn-out and staffing conditions but refuse local review. Saves the extra step. Consequence: the principal has said this is a condition, so migration likely slips into 2028, after buyer diligence starts, and the relationship worsens.
Option 3, set a firm deadline with no conditions. Asserts the firm's authority. Consequence: compliance at best; at worst, the principal resigns before his earn-out ends and takes key clients and producers, risking several million dollars of commission revenue.
Rationale
The principal's conditions express his interests rather than a fixed position, in the sense Fisher et al. (2011) use, which is why they can be met at low cost. Option 1 gives up little. The earn-out protection only confirms that revenue stays credited where it is earned, which should be the firm's policy anyway. Keeping account managers on their clients matches what the engagement plan already promised. The local review is the only real concession, and a sunset after one cycle limits it. Falbe and Yukl (1992) found that soft influence tactics, including consultation and exchange, are more likely to produce commitment than pressure, and the principal's terms are the result of consultation that is working. Mitchell et al. (1997) would note that his power, legitimacy and urgency are all high this quarter, which is why his terms deserve a direct answer rather than delay.
Next Steps if Approved
The chief financial officer issues standard earn-out attribution language to all six acquired-office principals by August 15. The chief operating officer confirms the Hartford migration plan and the sunset date in writing. The program manager reports Hartford's progress weekly until November 15.
References
Falbe, C. M., & Yukl, G. (1992). Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal, 35(3), 638-652. https://doi.org/10.2307/256490
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in (3rd ed.). Penguin Books.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853-886. https://doi.org/10.5465/amr.1997.9711022105
The Walden WMBA 6627 Week 10 instructions
The briefing note assignment asks students to prepare a decision document for a senior leader. Instructors expect one page, or two at most, with headings a reader can skim in ten seconds. The opening block states the situation in two sentences and the recommendation in one. A short positions section follows, giving three or four parties a line each: what they want, what they are doing and how much it matters. Options come next, usually three, each with a consequence rather than a description. A brief rationale supports the recommendation, and next steps close the note. This is the one assignment in the course where a single extra page counts against you. Positions should note what each party is doing about the issue, not only what it wants, and how much its view matters to the decision. Options should be genuinely different choices.
How this WMBA 6627 Week 10 example is built
The note states the principal's three conditions, the deadline at stake and the recommendation to accept them with a sunset. A positions section covers the principal, the service center manager, the chief financial officer and the private equity owner. Three options are given with consequences: accept all conditions, accept two and refuse the local review, or impose a deadline. The rationale cites Fisher and colleagues on interests, explains why the concessions cost little and cites Falbe and Yukl on soft tactics and Mitchell and colleagues on the principal's salience. Next steps assign actions to the chief financial officer, chief operating officer and program manager. Margin comments flag the opening and the consequence-based options.
Where the marks sit in the WMBA 6627 Week 10 rubric
Graders reward a note that a busy executive could decide from in under a minute. The situation and recommendation should be stated plainly at the top. Positions should be accurate and brief. Options described by their consequences, rather than their features, carry significant weight. A rationale grounded in the stakeholder analysis and relevant research shows depth. Specific next steps make the note actionable. An executive who reads only the bolded recommendation should still know what to approve and by when. Notes that a reader could act on after reading only the first block meet the standard of the assignment.
Common WMBA 6627 Week 10 mistakes, and how to avoid them
Write the decision and your recommendation in three sentences before anything else. List the three or four parties whose positions matter, one line each. Describe each option by what would happen if it were chosen. Keep the rationale short and tied to evidence. Then list who must do what next. Students often lose marks by writing background at length, by describing options without consequences or by exceeding two pages. Another frequent gap is a recommendation buried at the end. Put it at the top. If you would like a custom sample briefing note for a decision you face, send us the situation and the options.
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Put the Week 10 prompt and rubric in front of the desk together with the situation your section set, and a note comes back that fits on one page, leads with the ask, and gives each party a line with its lever named. Opening sample free, 24-48 hours.
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WMBA 6627 Week 10 questions, answered
Where can I find a free WMBA 6627 Week 10 sample paper?
The executive stakeholder briefing note is published in full on this page.
What decision does it address?
Whether to accept an office principal's three conditions for migrating 1,100 commercial accounts.
What does it recommend?
Accepting all three conditions, with a sunset on the local renewal review.
What are the other options?
Refusing the local review, or setting a firm deadline with no conditions.
Why is the recommended option preferred?
It meets the deadline at low cost and avoids the risk of the principal leaving with clients.