Tag: Business & Finance

[Solved] Week 7 Discussion Response- Managing People and Promoting Collab

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Executive Solution Overview

**Colleague 1** Alexis Rubin **Fostering a Culture of Collaboration and Belonging** The experience I had on a university-led community project aimed at creating financial literacy workshops for underrepresented families was my best team experience. The team was cross-functional, comprising students …

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Assignment Prompt & Instructions

**Colleague 1**
Alexis Rubin
**Fostering a Culture of Collaboration and Belonging**
The experience I had on a university-led community project aimed at creating financial literacy workshops for underrepresented families was my best team experience. The team was cross-functional, comprising students with majors in business, psychology, and education. The ease with which cooperation and openness informed us of our work made it such a great experience. All the voices were heard, and our team leader kept reminding us that we were working towards a bigger goal than any single point of view.
Three essential considerations contributed to its success. The first was the layout of thinking. We also introduced diversity in all our discussions, and instead of sidelining differences, we delved into them. Vickberg and Christfort (2017) also emphasize the importance of integrating different work styles, drivers, integrators, and guardians to produce richer and more balanced options. Second, we were well-structured and expected to behave in a given direction, having a team charter established on the first day of work. Rodgers (n.d.) notes that team charters make the situations more transparent and accountable, which is the case we observed. And last but not least, inclusive leadership. Our facilitator purposefully switched roles, and quieter members were given a chance to be checked in one-on-one so that all would feel seen and heard. This aligns with the recommendation by Williams and Mihaylo (2019) to encourage effective managers to take a stand against prejudice and amplify the voices of those on the margins.
One practice that I would want to prioritize as a manager is introducing team norms early on, through the use of charters, values, and communication styles. It prevents misunderstandings and guarantees psychological security. Intentionality would be another one, not merely opening up and letting everybody join the table, but by providing them with a say in how the cup is shaped. According to Matsudaira's (2019) research, inclusion leads to better performance when employees are aware that their input is valued and considered significant.
This experience taught me that high-performing teams are not just about talent; they are also about trust, structure, and the shared belief that anyone can be a part of them.
**References**
Matsudaira, K. (2019). How to create a great team culture (and why it matters). _Communications of the ACM_, _62_(6), 42–44. [https://doi.org/10.1145/3316778Links to an external site.](https://doi.org/10.1145/3316778)
Rodgers, L. A. (2024, April 18). Key Elements You Need in a Team Charter. _Better Teams Training, Meeting Facilitation, And Tools Services_. [https://better-teams.com/team-charters-key-elements/Links to an external site.](https://better-teams.com/team-charters-key-elements/)
Vickberg, S. M. J., & Christfort, K. (2017). _Pioneers, drivers, integrators, & guardians_. Harvard Business Review, 95(2), 50–57.
Williams, J. C., & Mihaylo, S. (2019). _How the best bosses interrupt bias on their teams_. Harvard Business Review, 97(6), 151–155.
**Colleague 2**
Hello Everyone,
One of the best team experiences I’ve ever had was during my role as a community engagement leader organizing a county-wide health and wellness initiative. Our team, composed of healthcare professionals, nonprofit leaders, and local government representatives, worked together to assess needs and implement resources that addressed food insecurity, mental health, and transportation barriers. What made this experience so rewarding was the strong sense of collaboration, mutual respect, and shared purpose that permeated everything we did. We weren’t just accomplishing tasks; we were building something meaningful together.
**Three Factors That Contributed to Positive Culture, Inclusivity, and Engagement:**
1. **Shared Purpose and Meaningful Goals:**
Each team member understood why our work mattered, and we were deeply connected to the mission. As Cable (2019) emphasizes, helping team members feel purpose in their work increases motivation and satisfaction. For example, one of our team members, a school nurse, was passionate about childhood mental health. When we incorporated school-based counseling in our initiative, she said, “I finally feel like I’m part of real change.” That kind of purposed riven collaboration created lasting engagement.
2. **Psychological Safety and Open Dialogue:**
Our team leader encouraged honest conversations, even when they were difficult. Davey (2019) argues that teams should be allowed to have “heated conversations,” as this leads to deeper understanding and better solutions. During one meeting, tensions arose over how to allocate limited funds. Instead of shutting down the debate, our leader facilitated a respectful, solution-oriented conversation that led to a compromise. That moment-built trust and made everyone feel their input was valued.
3. **Autonomy and Trust:**
According to Ancona and Isaacs (2019), giving teams the right amount of autonomy boosts ownership and innovation. We each had freedom to make decisions in our respective areas, which helped us move efficiently and adapt quickly. For instance, I was entrusted to coordinate community partners without needing constant approval, and that trust empowered me to lead confidently and creatively.
**Two Managerial Practices to Promote Effective, Positive, and Inclusive Teams:**
1. **Foster Purpose Driven Work:**
As a manager, I would regularly connect team roles to the broader mission. Inspired by Cable (2019), I would encourage storytelling moments in team meetings where individuals can share how their work has made an impact. This deepens engagement and reminds everyone why their work matters.
2. **Establish a Culture of Constructive Conflict:**
I would implement team norms that encourage respectful disagreement and ensure all voices are heard, drawing on Davey’s (2019) insight. Creating structured opportunities for reflection and feedback, such as post project reviews, can help teams grow stronger from conflict rather than avoid it.
In conclusion, the most effective teams I’ve been a part of were those that blended shared purpose, psychological safety, and autonomy. As a future manager, I hope to replicate those experiences by fostering environments where people feel seen, heard, and empowered to contribute fully.
Markeita Townsend, MPH
**References**
Ancona, D., & Isaacs, K. (2019, July 11). _How to give your team the right amount of autonomy_. Harvard Business Review Digital Articles, 2–4. [http://hbr.orgLinks to an external site.](http://hbr.org/)
Cable, D. (2019, October 22). _Helping your team feel the purpose in their work_. Harvard Business Review Digital Articles, 2–7. [http://hbr.orgLinks to an external site.](http://hbr.org/)
Davey, L. (2019, December 23). _Let your team have that heated conversation_. Harvard Business Review Digital Articles, 2–5. [http://hbr.orgLinks to an external site.](http://hbr.org/)
Katzenbach, J. R., & Smith, D. K. (2005). The discipline of teams. _Harvard Business Review_, 83(7/8), 162–171.
Matsudaira, K. (2019). How to create a great team culture (and why it matters). _Communications of the ACM_, 62(6), 42–44. [https://doi.org/10.1145/3316778Links to an external site.](https://doi.org/10.1145/3316778)
Buchanan, L. (2015). _Teams versus groups_ [Video]. YouTube. [https://youtu.be/uG-FLOi4OOULinks to an external site.](https://youtu.be/uG-FLOi4OOU)![A black and grey play button AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-7-discussion-response-managing-people-and-promoting-collab)
\
Week7Discussion-ManagingPeoplePromotingCollab.docx](https://www.sweetstudy.com/files/week7discussion-managingpeoplepromotingcollab-docx "Week7Discussion-ManagingPeoplePromotingCollab.docx")
\
Week7LearningResources-ManagingPeoplePromotingCollab.docx](https://www.sweetstudy.com/files/week7learningresources-managingpeoplepromotingcollab-docx-10345039 "Week7LearningResources-ManagingPeoplePromotingCollab.docx")
\
Week7Discussion-ManagingPeoplePromotingCollab.docx](https://www.sweetstudy.com/files/week7discussion-managingpeoplepromotingcollab-docx-10345045 "Week7Discussion-ManagingPeoplePromotingCollab.docx")

November 5, 2026
[Solved] Week 7 Discussion Response- Improving Business Performance

✓ Verified Academic Solution Available

Executive Solution Overview

– ## Week7LearningResources-ImprovingBusinessPerformance1.docx – ## Week7Discussion-ImprovingBusinessPerformance3.docx – ## Week7DiscussionResponse-ImprovingBusinessPerformance.docx **## Week7LearningResources-ImprovingBusinessPerformance1.docx** **Improving Business Performance** **Week 7 Learning …

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Assignment Prompt & Instructions

– ## Week7LearningResources-ImprovingBusinessPerformance1.docx

– ## Week7Discussion-ImprovingBusinessPerformance3.docx

– ## Week7DiscussionResponse-ImprovingBusinessPerformance.docx

**## Week7LearningResources-ImprovingBusinessPerformance1.docx**

**Improving Business Performance**

**Week 7 Learning Resources**

Landel, R. D. & Timoshin, D. (2001, March 8).
[_Rise and demise of the innovative entrant_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3555-PDF-ENG%2Frich-text). Darden Business Publishing. http://hbr.org

Note: This resource will be used for this week’s Discussion.

**## Week7Discussion-ImprovingBusinessPerformance3.docx**

**Improving Business Performance**

**Week 7 Discussion**

**The Rise and Demise of the Innovative Entrant-Revised**

In the Week 5 Discussion, you evaluated the case study “Rise and Demise of the Innovative Entrant” and assessed what type of causal loop diagram was in control of the dilemma faced by this organization. In this Discussion, you will use your assessment from the Week 5 Discussion to create the causal loop diagram that you feel best captures the fundamental situation/dilemma at this organization.

**To prepare for this Discussion:**

· Review the case study, “Rise and Demise of the Innovative Entrant,” located in this week's resources.

· Review your response to the Week 5 Discussion.

**Post** a robust causal loop diagram to capture the fundamental system behaviors, outcomes, and causes that were in control of the dilemma faced by the organization described in Week 5 case study titled, “Rise and Demise of the Innovative Entrant.” Your diagram should do the following:

· Utilize your identified common system archetype patterns, refer to your Week 5 Discussion response.

· Illustrate the fundamental system behaviors and outcomes within the organization, be sure to refer back to your Week 5 Discussion response.

· Be drawn by hand or with software. (Tables are not appropriate.)

**## Week7DiscussionResponse-ImprovingBusinessPerformance.docx**

**Improving Business Performance**

**Week 7 Discussion Response**

**Colleague 1**

Maria Espenida
![A diagram of a company AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

The system thinking archetype I used in the case study is “Growth and Underinvestment”. Starting with reinforcing loop (R), the innovation by the company was marketed as the first of its kind, which resulted in the growth in sales and demand. The initial marketing strategy of the company was successful because of the innovation, attracting customers as well as competitors who are curious about the technology. Balancing loop 1 (B1) shows the company’s sales and demand increases; the performance slows down to keep up with demand. This has created an opportunity for competitors who are more capable of investing, to create a better version of technology and offer lower prices. Facing competitive pressure and rising customer demand, the company saw a need to invest in performance improvement which is the balancing loop 2 (B2). It invested in marketing strategies but was not sufficient to sustain growth, causing delays and further loss. The "Growth and Underinvestment" archetype in systems thinking illustrates how a company's inability to anticipate growth and make timely long-term investments can result in underinvestment, ultimately leading to decline, missed growth opportunities, and stagnation.

References

Kim, D. H., & Lannon, C. (1997). Applying systems archetypes. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/\
Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Lannon, C. (n.d.). Causal loop construction: The basics. The Systems Thinker.
[https://thesystemsthinker.com/causal-loop-construction-the-basics/\
Links to an external site.](https://thesystemsthinker.com/causal-loop-construction-the-basics/)

Landel, R. D. & Timoshin, D. (2001, March 8). Rise and demise of the innovative entrant. Darden Business Publishing.
[http://hbr.org\
Links to an external site.](http://hbr.org/)

**Colleague 2**

**Femi Owoeye**

The Rise and Demise of the Innovative Entrant: A Causal Loop Diagram Analysis

Building on Week 5's assessment of "Rise and Demise of the Innovative Entrant," this discussion presents a causal loop diagram (CLD) capturing the fundamental system behaviors. Senge (2006) notes that system archetypes provide crucial frameworks for diagnosing organizational dilemmas. This CLD integrates the "Limits to Growth," "Failure to the Failing," and "Shifting the Burden" archetypes, as identified in my previous analysis (Braun, 2002).

![](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

**Analysis of Fundamental System Behaviors and Outcomes:**

The CLD illustrates the critical feedback loops governing the innovative entrant's trajectory:

**R1: Initial Growth (Reinforcing Loop)** The diagram begins with a reinforcing loop (R1) showing "Sales Growth" driven by "Initial Innovation & Product Quality" and reinforcing "Marketing Efforts." This represents the company's early success and rapid expansion, which are characteristics of a disruptive venture (Landel & Timoshin, 2001).

**B1: Limits to Growth (Balancing Loop)** This balancing loop (B1) depicts how initial growth invites "Attractiveness to Competitors," leading to "Increased Competition & Market Saturation." This competition causes "Price Pressure & Customer Switching Costs," ultimately reducing "Sales Growth." This aligns with Senge's (2006) "Limits to Growth" archetype, where external forces constrain initial expansion.

**R2: Failure to the Failing (Reinforcing Loop)** As detailed in Week 5, this inverse "Success to the Successful" loop shows declining "Sales Growth" hurting "Innovative Entrant's Financial Health." Reduced financial health weakens the "Ability to Counter Competition," which exacerbates "Increased Competition & Market Saturation" and fuels "Competitor Success," further eroding the entrant's "Sales Growth." This creates a vicious, self-reinforcing downward spiral (Kim & Lannon, 1997).

**B2: Shifting the Burden (Complex Archetype)** This archetype, as described by Senge (2006), unfolds in two interconnected parts:

·
**B2a: Symptomatic Balancing Loop (The "Fix"):** "Decreased Profit Margins" (a symptom of competition) leads management to perceive a "Lack of Sales Efforts." Their response is to increase the "Sales & Marketing Budget," intending to boost "Sales Growth" and reduce the profit problem. This short-term fix provides temporary relief.

·
**B2b: Fundamental Solution Neglect & Reinforcing Trap (The "Shift"):** Critically, increasing the "Sales & Marketing Budget" negatively impacts "Innovative Entrant's Financial Health," reducing "Resources for Fundamental Solution." The "Ability to Counter Root Cause (Competition)" diminishes with fewer resources for deep solutions. This allows "Increased Competition & Market Saturation" to persist, trapping the organization in a cycle where the symptomatic fix prevents addressing the underlying issue.

In conclusion,
the intricate interplay of these causal loops demonstrates that the demise of the innovative entrant was not due to a single failure but a systemic trap. The initial success (R1) inevitably triggered "Limits to Growth" (B1). Instead of recognizing and strategically adapting to these limits by investing in fundamental solutions, the organization fell into the "Failure to the Failing" (R2) spiral. This was exacerbated by "Shifting the Burden" (B2), where management focused on symptomatic fixes that depleted resources and prevented them from tackling the actual root causes of their decline. Understanding these archetypes through the CLD offers profound insights into how organizations can get caught in self-defeating patterns, highlighting the importance of systems thinking for sustainable success.

**References**

Braun, W. (2002, February 27).
_The system archetypes._ MIT Center for Transportation & Logistics.
[https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdfLinks to an external site.](https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdf)

Landel, R. D. & Timoshin, D. (2001, March 8
_). Rise and demise of the innovative entrant._ Darden Business Publishing.
[http://hbr.orgLinks to an external site.](http://hbr.org/)

Kim, D. H., & Lannon, C. (1997).
_Applying systems archetypes_. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Senge, P. M. (2006). Systems archetypes. In
_The fifth discipline: The art and practice of the learning organization_ (pp. 389–400). Doubleday.

## image1.png

## image2.png

**## Week7DiscussionResponse-ImprovingBusinessPerformance.docx**

**Improving Business Performance**

**Week 7 Discussion Response**

**Colleague 1**

Maria Espenida
![A diagram of a company AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

The system thinking archetype I used in the case study is “Growth and Underinvestment”. Starting with reinforcing loop (R), the innovation by the company was marketed as the first of its kind, which resulted in the growth in sales and demand. The initial marketing strategy of the company was successful because of the innovation, attracting customers as well as competitors who are curious about the technology. Balancing loop 1 (B1) shows the company’s sales and demand increases; the performance slows down to keep up with demand. This has created an opportunity for competitors who are more capable of investing, to create a better version of technology and offer lower prices. Facing competitive pressure and rising customer demand, the company saw a need to invest in performance improvement which is the balancing loop 2 (B2). It invested in marketing strategies but was not sufficient to sustain growth, causing delays and further loss. The "Growth and Underinvestment" archetype in systems thinking illustrates how a company's inability to anticipate growth and make timely long-term investments can result in underinvestment, ultimately leading to decline, missed growth opportunities, and stagnation.

References

Kim, D. H., & Lannon, C. (1997). Applying systems archetypes. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/\
Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Lannon, C. (n.d.). Causal loop construction: The basics. The Systems Thinker.
[https://thesystemsthinker.com/causal-loop-construction-the-basics/\
Links to an external site.](https://thesystemsthinker.com/causal-loop-construction-the-basics/)

Landel, R. D. & Timoshin, D. (2001, March 8). Rise and demise of the innovative entrant. Darden Business Publishing.
[http://hbr.org\
Links to an external site.](http://hbr.org/)

**Colleague 2**

**Femi Owoeye**

The Rise and Demise of the Innovative Entrant: A Causal Loop Diagram Analysis

Building on Week 5's assessment of "Rise and Demise of the Innovative Entrant," this discussion presents a causal loop diagram (CLD) capturing the fundamental system behaviors. Senge (2006) notes that system archetypes provide crucial frameworks for diagnosing organizational dilemmas. This CLD integrates the "Limits to Growth," "Failure to the Failing," and "Shifting the Burden" archetypes, as identified in my previous analysis (Braun, 2002).

![](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

**Analysis of Fundamental System Behaviors and Outcomes:**

The CLD illustrates the critical feedback loops governing the innovative entrant's trajectory:

**R1: Initial Growth (Reinforcing Loop)** The diagram begins with a reinforcing loop (R1) showing "Sales Growth" driven by "Initial Innovation & Product Quality" and reinforcing "Marketing Efforts." This represents the company's early success and rapid expansion, which are characteristics of a disruptive venture (Landel & Timoshin, 2001).

**B1: Limits to Growth (Balancing Loop)** This balancing loop (B1) depicts how initial growth invites "Attractiveness to Competitors," leading to "Increased Competition & Market Saturation." This competition causes "Price Pressure & Customer Switching Costs," ultimately reducing "Sales Growth." This aligns with Senge's (2006) "Limits to Growth" archetype, where external forces constrain initial expansion.

**R2: Failure to the Failing (Reinforcing Loop)** As detailed in Week 5, this inverse "Success to the Successful" loop shows declining "Sales Growth" hurting "Innovative Entrant's Financial Health." Reduced financial health weakens the "Ability to Counter Competition," which exacerbates "Increased Competition & Market Saturation" and fuels "Competitor Success," further eroding the entrant's "Sales Growth." This creates a vicious, self-reinforcing downward spiral (Kim & Lannon, 1997).

**B2: Shifting the Burden (Complex Archetype)** This archetype, as described by Senge (2006), unfolds in two interconnected parts:

·
**B2a: Symptomatic Balancing Loop (The "Fix"):** "Decreased Profit Margins" (a symptom of competition) leads management to perceive a "Lack of Sales Efforts." Their response is to increase the "Sales & Marketing Budget," intending to boost "Sales Growth" and reduce the profit problem. This short-term fix provides temporary relief.

·
**B2b: Fundamental Solution Neglect & Reinforcing Trap (The "Shift"):** Critically, increasing the "Sales & Marketing Budget" negatively impacts "Innovative Entrant's Financial Health," reducing "Resources for Fundamental Solution." The "Ability to Counter Root Cause (Competition)" diminishes with fewer resources for deep solutions. This allows "Increased Competition & Market Saturation" to persist, trapping the organization in a cycle where the symptomatic fix prevents addressing the underlying issue.

In conclusion,
the intricate interplay of these causal loops demonstrates that the demise of the innovative entrant was not due to a single failure but a systemic trap. The initial success (R1) inevitably triggered "Limits to Growth" (B1). Instead of recognizing and strategically adapting to these limits by investing in fundamental solutions, the organization fell into the "Failure to the Failing" (R2) spiral. This was exacerbated by "Shifting the Burden" (B2), where management focused on symptomatic fixes that depleted resources and prevented them from tackling the actual root causes of their decline. Understanding these archetypes through the CLD offers profound insights into how organizations can get caught in self-defeating patterns, highlighting the importance of systems thinking for sustainable success.

**References**

Braun, W. (2002, February 27).
_The system archetypes._ MIT Center for Transportation & Logistics.
[https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdfLinks to an external site.](https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdf)

Landel, R. D. & Timoshin, D. (2001, March 8
_). Rise and demise of the innovative entrant._ Darden Business Publishing.
[http://hbr.orgLinks to an external site.](http://hbr.org/)

Kim, D. H., & Lannon, C. (1997).
_Applying systems archetypes_. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Senge, P. M. (2006). Systems archetypes. In
_The fifth discipline: The art and practice of the learning organization_ (pp. 389–400). Doubleday.

## image1.png

## image2.png

**## Week7LearningResources-ImprovingBusinessPerformance1.docx**

**Improving Business Performance**

**Week 7 Learning Resources**

Landel, R. D. & Timoshin, D. (2001, March 8).
[_Rise and demise of the innovative entrant_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3555-PDF-ENG%2Frich-text). Darden Business Publishing. http://hbr.org

Note: This resource will be used for this week’s Discussion.

**## Week7Discussion-ImprovingBusinessPerformance3.docx**

**Improving Business Performance**

**Week 7 Discussion**

**The Rise and Demise of the Innovative Entrant-Revised**

In the Week 5 Discussion, you evaluated the case study “Rise and Demise of the Innovative Entrant” and assessed what type of causal loop diagram was in control of the dilemma faced by this organization. In this Discussion, you will use your assessment from the Week 5 Discussion to create the causal loop diagram that you feel best captures the fundamental situation/dilemma at this organization.

**To prepare for this Discussion:**

· Review the case study, “Rise and Demise of the Innovative Entrant,” located in this week's resources.

· Review your response to the Week 5 Discussion.

**Post** a robust causal loop diagram to capture the fundamental system behaviors, outcomes, and causes that were in control of the dilemma faced by the organization described in Week 5 case study titled, “Rise and Demise of the Innovative Entrant.” Your diagram should do the following:

· Utilize your identified common system archetype patterns, refer to your Week 5 Discussion response.

· Illustrate the fundamental system behaviors and outcomes within the organization, be sure to refer back to your Week 5 Discussion response.

· Be drawn by hand or with software. (Tables are not appropriate.)

**## Week7DiscussionResponse-ImprovingBusinessPerformance.docx**

**Improving Business Performance**

**Week 7 Discussion Response**

**Colleague 1**

Maria Espenida
![A diagram of a company AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

The system thinking archetype I used in the case study is “Growth and Underinvestment”. Starting with reinforcing loop (R), the innovation by the company was marketed as the first of its kind, which resulted in the growth in sales and demand. The initial marketing strategy of the company was successful because of the innovation, attracting customers as well as competitors who are curious about the technology. Balancing loop 1 (B1) shows the company’s sales and demand increases; the performance slows down to keep up with demand. This has created an opportunity for competitors who are more capable of investing, to create a better version of technology and offer lower prices. Facing competitive pressure and rising customer demand, the company saw a need to invest in performance improvement which is the balancing loop 2 (B2). It invested in marketing strategies but was not sufficient to sustain growth, causing delays and further loss. The "Growth and Underinvestment" archetype in systems thinking illustrates how a company's inability to anticipate growth and make timely long-term investments can result in underinvestment, ultimately leading to decline, missed growth opportunities, and stagnation.

References

Kim, D. H., & Lannon, C. (1997). Applying systems archetypes. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/\
Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Lannon, C. (n.d.). Causal loop construction: The basics. The Systems Thinker.
[https://thesystemsthinker.com/causal-loop-construction-the-basics/\
Links to an external site.](https://thesystemsthinker.com/causal-loop-construction-the-basics/)

Landel, R. D. & Timoshin, D. (2001, March 8). Rise and demise of the innovative entrant. Darden Business Publishing.
[http://hbr.org\
Links to an external site.](http://hbr.org/)

**Colleague 2**

**Femi Owoeye**

The Rise and Demise of the Innovative Entrant: A Causal Loop Diagram Analysis

Building on Week 5's assessment of "Rise and Demise of the Innovative Entrant," this discussion presents a causal loop diagram (CLD) capturing the fundamental system behaviors. Senge (2006) notes that system archetypes provide crucial frameworks for diagnosing organizational dilemmas. This CLD integrates the "Limits to Growth," "Failure to the Failing," and "Shifting the Burden" archetypes, as identified in my previous analysis (Braun, 2002).

![](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

**Analysis of Fundamental System Behaviors and Outcomes:**

The CLD illustrates the critical feedback loops governing the innovative entrant's trajectory:

**R1: Initial Growth (Reinforcing Loop)** The diagram begins with a reinforcing loop (R1) showing "Sales Growth" driven by "Initial Innovation & Product Quality" and reinforcing "Marketing Efforts." This represents the company's early success and rapid expansion, which are characteristics of a disruptive venture (Landel & Timoshin, 2001).

**B1: Limits to Growth (Balancing Loop)** This balancing loop (B1) depicts how initial growth invites "Attractiveness to Competitors," leading to "Increased Competition & Market Saturation." This competition causes "Price Pressure & Customer Switching Costs," ultimately reducing "Sales Growth." This aligns with Senge's (2006) "Limits to Growth" archetype, where external forces constrain initial expansion.

**R2: Failure to the Failing (Reinforcing Loop)** As detailed in Week 5, this inverse "Success to the Successful" loop shows declining "Sales Growth" hurting "Innovative Entrant's Financial Health." Reduced financial health weakens the "Ability to Counter Competition," which exacerbates "Increased Competition & Market Saturation" and fuels "Competitor Success," further eroding the entrant's "Sales Growth." This creates a vicious, self-reinforcing downward spiral (Kim & Lannon, 1997).

**B2: Shifting the Burden (Complex Archetype)** This archetype, as described by Senge (2006), unfolds in two interconnected parts:

·
**B2a: Symptomatic Balancing Loop (The "Fix"):** "Decreased Profit Margins" (a symptom of competition) leads management to perceive a "Lack of Sales Efforts." Their response is to increase the "Sales & Marketing Budget," intending to boost "Sales Growth" and reduce the profit problem. This short-term fix provides temporary relief.

·
**B2b: Fundamental Solution Neglect & Reinforcing Trap (The "Shift"):** Critically, increasing the "Sales & Marketing Budget" negatively impacts "Innovative Entrant's Financial Health," reducing "Resources for Fundamental Solution." The "Ability to Counter Root Cause (Competition)" diminishes with fewer resources for deep solutions. This allows "Increased Competition & Market Saturation" to persist, trapping the organization in a cycle where the symptomatic fix prevents addressing the underlying issue.

In conclusion,
the intricate interplay of these causal loops demonstrates that the demise of the innovative entrant was not due to a single failure but a systemic trap. The initial success (R1) inevitably triggered "Limits to Growth" (B1). Instead of recognizing and strategically adapting to these limits by investing in fundamental solutions, the organization fell into the "Failure to the Failing" (R2) spiral. This was exacerbated by "Shifting the Burden" (B2), where management focused on symptomatic fixes that depleted resources and prevented them from tackling the actual root causes of their decline. Understanding these archetypes through the CLD offers profound insights into how organizations can get caught in self-defeating patterns, highlighting the importance of systems thinking for sustainable success.

**References**

Braun, W. (2002, February 27).
_The system archetypes._ MIT Center for Transportation & Logistics.
[https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdfLinks to an external site.](https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdf)

Landel, R. D. & Timoshin, D. (2001, March 8
_). Rise and demise of the innovative entrant._ Darden Business Publishing.
[http://hbr.orgLinks to an external site.](http://hbr.org/)

Kim, D. H., & Lannon, C. (1997).
_Applying systems archetypes_. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Senge, P. M. (2006). Systems archetypes. In
_The fifth discipline: The art and practice of the learning organization_ (pp. 389–400). Doubleday.

## image1.png

## image2.png

**## Week7LearningResources-ImprovingBusinessPerformance1.docx**

**Improving Business Performance**

**Week 7 Learning Resources**

Landel, R. D. & Timoshin, D. (2001, March 8).
[_Rise and demise of the innovative entrant_](https://waldenu.instructure.com/courses/169294/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FUV3555-PDF-ENG%2Frich-text). Darden Business Publishing. http://hbr.org

Note: This resource will be used for this week’s Discussion.

**## Week7Discussion-ImprovingBusinessPerformance3.docx**

**Improving Business Performance**

**Week 7 Discussion**

**The Rise and Demise of the Innovative Entrant-Revised**

In the Week 5 Discussion, you evaluated the case study “Rise and Demise of the Innovative Entrant” and assessed what type of causal loop diagram was in control of the dilemma faced by this organization. In this Discussion, you will use your assessment from the Week 5 Discussion to create the causal loop diagram that you feel best captures the fundamental situation/dilemma at this organization.

**To prepare for this Discussion:**

· Review the case study, “Rise and Demise of the Innovative Entrant,” located in this week's resources.

· Review your response to the Week 5 Discussion.

**Post** a robust causal loop diagram to capture the fundamental system behaviors, outcomes, and causes that were in control of the dilemma faced by the organization described in Week 5 case study titled, “Rise and Demise of the Innovative Entrant.” Your diagram should do the following:

· Utilize your identified common system archetype patterns, refer to your Week 5 Discussion response.

· Illustrate the fundamental system behaviors and outcomes within the organization, be sure to refer back to your Week 5 Discussion response.

· Be drawn by hand or with software. (Tables are not appropriate.)

**## Week7DiscussionResponse-ImprovingBusinessPerformance.docx**

**Improving Business Performance**

**Week 7 Discussion Response**

**Colleague 1**

Maria Espenida
![A diagram of a company AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

The system thinking archetype I used in the case study is “Growth and Underinvestment”. Starting with reinforcing loop (R), the innovation by the company was marketed as the first of its kind, which resulted in the growth in sales and demand. The initial marketing strategy of the company was successful because of the innovation, attracting customers as well as competitors who are curious about the technology. Balancing loop 1 (B1) shows the company’s sales and demand increases; the performance slows down to keep up with demand. This has created an opportunity for competitors who are more capable of investing, to create a better version of technology and offer lower prices. Facing competitive pressure and rising customer demand, the company saw a need to invest in performance improvement which is the balancing loop 2 (B2). It invested in marketing strategies but was not sufficient to sustain growth, causing delays and further loss. The "Growth and Underinvestment" archetype in systems thinking illustrates how a company's inability to anticipate growth and make timely long-term investments can result in underinvestment, ultimately leading to decline, missed growth opportunities, and stagnation.

References

Kim, D. H., & Lannon, C. (1997). Applying systems archetypes. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/\
Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Lannon, C. (n.d.). Causal loop construction: The basics. The Systems Thinker.
[https://thesystemsthinker.com/causal-loop-construction-the-basics/\
Links to an external site.](https://thesystemsthinker.com/causal-loop-construction-the-basics/)

Landel, R. D. & Timoshin, D. (2001, March 8). Rise and demise of the innovative entrant. Darden Business Publishing.
[http://hbr.org\
Links to an external site.](http://hbr.org/)

**Colleague 2**

**Femi Owoeye**

The Rise and Demise of the Innovative Entrant: A Causal Loop Diagram Analysis

Building on Week 5's assessment of "Rise and Demise of the Innovative Entrant," this discussion presents a causal loop diagram (CLD) capturing the fundamental system behaviors. Senge (2006) notes that system archetypes provide crucial frameworks for diagnosing organizational dilemmas. This CLD integrates the "Limits to Growth," "Failure to the Failing," and "Shifting the Burden" archetypes, as identified in my previous analysis (Braun, 2002).

![](https://www.sweetstudy.com/questions/week-7-discussion-response-improving-business-performance)

**Analysis of Fundamental System Behaviors and Outcomes:**

The CLD illustrates the critical feedback loops governing the innovative entrant's trajectory:

**R1: Initial Growth (Reinforcing Loop)** The diagram begins with a reinforcing loop (R1) showing "Sales Growth" driven by "Initial Innovation & Product Quality" and reinforcing "Marketing Efforts." This represents the company's early success and rapid expansion, which are characteristics of a disruptive venture (Landel & Timoshin, 2001).

**B1: Limits to Growth (Balancing Loop)** This balancing loop (B1) depicts how initial growth invites "Attractiveness to Competitors," leading to "Increased Competition & Market Saturation." This competition causes "Price Pressure & Customer Switching Costs," ultimately reducing "Sales Growth." This aligns with Senge's (2006) "Limits to Growth" archetype, where external forces constrain initial expansion.

**R2: Failure to the Failing (Reinforcing Loop)** As detailed in Week 5, this inverse "Success to the Successful" loop shows declining "Sales Growth" hurting "Innovative Entrant's Financial Health." Reduced financial health weakens the "Ability to Counter Competition," which exacerbates "Increased Competition & Market Saturation" and fuels "Competitor Success," further eroding the entrant's "Sales Growth." This creates a vicious, self-reinforcing downward spiral (Kim & Lannon, 1997).

**B2: Shifting the Burden (Complex Archetype)** This archetype, as described by Senge (2006), unfolds in two interconnected parts:

·
**B2a: Symptomatic Balancing Loop (The "Fix"):** "Decreased Profit Margins" (a symptom of competition) leads management to perceive a "Lack of Sales Efforts." Their response is to increase the "Sales & Marketing Budget," intending to boost "Sales Growth" and reduce the profit problem. This short-term fix provides temporary relief.

·
**B2b: Fundamental Solution Neglect & Reinforcing Trap (The "Shift"):** Critically, increasing the "Sales & Marketing Budget" negatively impacts "Innovative Entrant's Financial Health," reducing "Resources for Fundamental Solution." The "Ability to Counter Root Cause (Competition)" diminishes with fewer resources for deep solutions. This allows "Increased Competition & Market Saturation" to persist, trapping the organization in a cycle where the symptomatic fix prevents addressing the underlying issue.

In conclusion,
the intricate interplay of these causal loops demonstrates that the demise of the innovative entrant was not due to a single failure but a systemic trap. The initial success (R1) inevitably triggered "Limits to Growth" (B1). Instead of recognizing and strategically adapting to these limits by investing in fundamental solutions, the organization fell into the "Failure to the Failing" (R2) spiral. This was exacerbated by "Shifting the Burden" (B2), where management focused on symptomatic fixes that depleted resources and prevented them from tackling the actual root causes of their decline. Understanding these archetypes through the CLD offers profound insights into how organizations can get caught in self-defeating patterns, highlighting the importance of systems thinking for sustainable success.

**References**

Braun, W. (2002, February 27).
_The system archetypes._ MIT Center for Transportation & Logistics.
[https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdfLinks to an external site.](https://ctl.mit.edu/sites/ctl.mit.edu/files/attachments/tab%204c%20Pacheco%20-%20system%20archetypes.pdf)

Landel, R. D. & Timoshin, D. (2001, March 8
_). Rise and demise of the innovative entrant._ Darden Business Publishing.
[http://hbr.orgLinks to an external site.](http://hbr.org/)

Kim, D. H., & Lannon, C. (1997).
_Applying systems archetypes_. The Systems Thinker.
[https://thesystemsthinker.com/applying-systems-archetypes/Links to an external site.](https://thesystemsthinker.com/applying-systems-archetypes/)

Senge, P. M. (2006). Systems archetypes. In
_The fifth discipline: The art and practice of the learning organization_ (pp. 389–400). Doubleday.

## image1.png

## image2.png

– 1
– 2
– 3

November 5, 2026
[Solved] Ban615

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Minor Project 2 Total Points – 100 Rubric – Points awarded as indicated in each question. Plus 10 point for references (if relevant) in APA or MLA format, writing style and completeness of work shown. 1. 20 points – Reliable information is necessary for robust data analysis. See **Problems and Appl…

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Minor Project 2
Total Points – 100
Rubric – Points awarded as indicated in each question. Plus 10 point for references (if relevant) in APA or MLA format, writing style and completeness of work shown.
1. 20 points – Reliable information is necessary for robust data analysis. See **Problems and Applications** on page 126. Complete the first prompt: • Your college or university wishes to obtain reliable information about student perceptions of administrative communication. Describe how to implement sampling plans for this situation using simple random sampling, stratified sampling, and cluster sampling.
2. 20 points – In addition to knowing how to gather participants for a study, it is important to know how many people or how much data to have in a study to deem it reliable. Depending on the type of analysis conducted, there may be a general rule of thumb for the optimal sample size; however, not all research designs follow the same rule.• Write a 200 – 600 word exploratory summary of what tools are available to help a researcher know how much data to have in their study. To start, review the following:i. See page 131 of the Evans text.ii. [SPSSSurvival Manual](https://usermanual.wiki/Document/SurvivalManualAStepbyStepGuidetoDataAnalysisUsingtheSPSSProgram2010.1122121800/view) (search for “sample size” to write about different types of analyses and the desired sample size for optimal power.iii. [The relationship between statistical power and predictor distribution in multilevel logistic regression: a simulation-based approach](https://bmcmedresmethodol.biomedcentral.com/track/pdf/10.1186%2Fs12874-019-0742-8) iv. [G Power 3](https://gpower.software.informer.com/3.1/) v. [Raosoft Sample Size Calculator](http://www.raosoft.com/samplesize.html) vi. [Multivariate Data Analysis](https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwi3mKSIytzpAhWRXM0KHaXWCe4QFjACegQIAhAB&url=https%3A%2F%2Fedisciplinas.usp.br%2Fpluginfile.php%2F2022219%2Fmod_folder%2Fcontent%2F0%2FMultivariate%2520Data%2520Analysis%25207th%2520Edition.%2520Hair%252C%2520Black%252C%2520Babin%252C%2520Anderson.pdf%3Fforcedownload%3D1&usg=AOvVaw2KWw2wW_WNZQZnNH3XAGEz) (see statistical power Rule of Thumb on page 12, Recognize That Sample Size Affects All Results on page 22)
3. 20 points – Answer **Basic Concepts Review Questions** 1 – 4 on page 126.4. 40 points – With all of the hype around fake news, how can a researcher know if the data they use is reliable.

November 5, 2026
[Solved] Can someone do my Week 1 Discussion in MHA 605 Business Intelligence?

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– Read Chapter 1 and 3 from the course textbook, _An Overview of Business Intelligence, Analytics, Data Science, and AI_. – Review [_Healthcare Industry: The Impact of Business Intelligence_Links to an external site.](https://www.datasciencecentral.com/healthcare-industry-the-impact-of-business-inte…

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– Read Chapter 1 and 3 from the course textbook, _An Overview of Business Intelligence, Analytics, Data Science, and AI_.
– Review [_Healthcare Industry: The Impact of Business Intelligence_Links to an external site.](https://www.datasciencecentral.com/healthcare-industry-the-impact-of-business-intelligence/)
– Review [_The impact around data & analytics for the future of healthcare_Links to an external site.](https://www.youtube.com/watch?v=eYmcpPM9oqU)
The healthcare industry is a constantly changing environment with many complex systems around clinical care outcomes, day-to-day operations, decision making processes, and organizational strategic planning. Healthcare organizations have begun to implement business analytics to assist in decision making processes. Consider the following four key concepts of data analytics:
– Descriptive analytics provides information about what has happened.
– Diagnostic analytics provides information about why specific issues have occurred.
– Prescriptive analytics provides information about what an organization should do in the coming days, weeks, months, and years.
– Predictive analytics provides information about possible future outcomes.
Delen, Sharda, and Turban (2023) suggest, “Organizations both private and public are under pressures that force them to respond quickly to changing conditions and to be innovative in the way they operate. Such activities require organizations to be agile and to make frequent and quick strategic, tactical, and operational decisions, some of which are very complex. Making such decisions may require considerable amounts of relevant data, information, and knowledge” (p. 3).
Additionally, the ability to make quick decisions should occur in real time while understanding the need for computerized support systems to aid managerial decision-making processes.
In this week’s discussion, address the following with a minimum of 500 words:
– Discuss three of the terms that are considered predecessors of analytics.
– Discuss the concepts: descriptive analytics, predictive analytics, and prescriptive analytics.
– Explain why a healthcare organization would invest in analytics to predict the likelihood of falls by patients.
– Describe the difference between data generation infrastructure providers and data management infrastructure providers.

November 5, 2026
[Solved] accounting

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**RANDALL DEPARTMENT STORES, INC.** **Income Statement compared with Industry Average** **Year Ended December 31, 2020** Randall Industry Average Net Sales Revenue $800,000 100 % Cost of Goods Sold 627,200 67.4 Gross Profit 172,800 32.6 Operating Expenses 95,000 20.9 Operating Income 77,800 11.7 Oth…

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**RANDALL DEPARTMENT STORES, INC.**
**Income Statement compared with Industry Average**
**Year Ended December 31, 2020**
Randall
Industry Average
Net Sales Revenue
$800,000
100
%
Cost of Goods Sold
627,200
67.4
Gross Profit
172,800
32.6
Operating Expenses
95,000
20.9
Operating Income
77,800
11.7
Other Expenses
8,054
0.8
Net Income
$69,746
10.9
%
**RANDALL DEPARTMENT STORES, INC.**
**Balance Sheet**
**31-Dec-20**
Randall
Industry Average
Current Assets
$300,000
68
%
Property, Plant, and Equipment, Net
130,600
25.2
Intangible Assets, Net
8,400
1
Other Assets
7,500
5.8
Total Assets
446,500
100
%
Current Liabilities
$230,000
65
%
Long-term Liabilities
95,000
17
Total Liabilities
325,000
82
Stockholders’ Equity
121,500
18
Total Liabilities and Stockholders’ Equity
$446,500
100
%
Please refer to the Income Statement and Balance Sheet above and perform the following.
1. Prepare a vertical analysis for both the income statement and balance sheet.
2. Write a paragraph comparing the company’s performance with the industry average.
3. Compute the following ratios and comment on what the results mean when evaluating the company:
                Current ratio
The gross profit percentage ratio
                Debt ratio
                Profit margin ratio
_Written assignments should conform to MLA format, making sure to cite the associated reading/resource._
_Click the Assignment link above to upload the completed assignment, which must be a Word document._
_Please include your last name in the filename (example: "_ _**unit5as2_smith**_ _")._

November 5, 2026
[Solved] Due Friday

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Complete the 'Analyzing a Customer Survey Case' from page 129 of Evans. For the first post, each member of the group will individually perform one of the analyses listed below (as possible, no more than 2-3 students running the same analysis ). For the second post, reply to one of your team members …

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Complete the 'Analyzing a Customer Survey Case' from page 129 of Evans.
For the first post, each member of the group will individually perform one of the analyses listed below (as possible, no more than 2-3 students running the same analysis ).
For the second post, reply to one of your team members with a constructive critique of how well their analysis captured the key ideas of the data.
Rubric: 60 points for completeness and clarity of first post. 30 points for the response post, including insight about the data presented by the team member. 10 points for grammar, timeliness, references and style.
Analyzing a customer survey.
A supplier of industrial equipment has conducted a survey of customers for one of its products in the principal marketing regions: North America, South America, Europe, and China. The data, which tabulate the responses on a scale from 1 to 5 on dimensions of quality, ease of use, price, and service, are in the file Customer Survey. Perform the following analyses:
a. Use point and interval estimates to analyze the data a write a paragraph to the VP Marketing.
b. Construct graphs (i.e. not a data table) in excel to convey the main messages of the data to the VP marketing.
c. Create a PivotTable in excel to communicate the main messages of the data to the VP Marketing.
d. Create a summary statistics table (look at McGahan and Victor Table 1) to communicate the messages of the survey to the VP Marketing.

November 5, 2026
[Solved] Applying Supply and Demand: Real World Examples

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For this assignment, you will find a news article (not a blog, not Wikipedia, not an opinion article, a news article) that describes a change in supply, demand, or both in a real-world market. The learning objective is to understand how supply and demand impact markets and prices.

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For this assignment, you will find a news article (not a blog, not Wikipedia, not an opinion article, a news article) that describes a change in supply, demand, or both in a real-world market. The learning objective is to understand how supply and demand impact markets and prices.

November 5, 2026
[Solved] Prof Double R

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## Overview In this milestone, you will submit an analysis of how Featherfall is noncompliant and the strategies (general, not specifics) to move it toward compliance. **Specifically the following critical elements must be addressed:** 1. **Health Regulations and Laws Ramifications**: In this sectio…

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## Overview
In this milestone, you will submit an analysis of how Featherfall is noncompliant and the strategies (general, not specifics) to move it toward compliance.
**Specifically the following critical elements must be addressed:**
1. **Health Regulations and Laws Ramifications**: In this section of your final project, you will finish your preparation by reviewing and explaining the ramifications for the organization if it decides to wait on addressing its recent violations regarding technology use.
1. Determine how violating health regulations and laws regarding technology could impact the **finances** of the institution if these violations are not addressed. Be sure to support your response with examples.
2. Determine how violating health regulations and laws regarding technology could impact the **daily operations** of the institution if these violations are not addressed. Be sure to support your response with examples.
3. Determine how violating health regulations and laws regarding technology could impact the **security** of the health information in the institution if these violations are not addressed. Be sure to support your response with examples.
## What to Submit
This milestone must be 1–2 pages in length (plus a cover page and references) and must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch margins. All references cited in APA format.
\
Featherfallhasrecentlyviolatedseveralgovernmentregulationsregardingthecurrentstateofitstechnologyandhowitisbeingused.docx](https://www.sweetstudy.com/files/featherfallhasrecentlyviolatedseveralgovernmentregulationsregardingthecurrentstateofitstechnologyandhowitisbeingused-docx "Featherfallhasrecentlyviolatedseveralgovernmentregulationsregardingthecurrentstateofitstechnologyandhowitisbeingused.docx")

November 5, 2026
[Solved] PROJECT FINAL PAPER

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**Consulting Report or Case Study** Now your analysis is complete, and you have the information you need. You must now put together a report and presentation of your findings for the bicycle program specialists , like Goldbeck, to entice him and his agency to help you market Cycle Right in exchange …

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**Consulting Report or Case Study**
Now your analysis is complete, and you have the information you need. You must now put together a report and presentation of your findings for the bicycle program specialists , like Goldbeck, to entice him and his agency to help you market Cycle Right in exchange for exclusive rights.
**Purpose:** To produce the final case report (There is no initial draft phase of the written report).
\
Screenshot2025-07-29at11.43.07PM.png](https://www.sweetstudy.com/files/screenshot2025-07-29at11-43-07pm-png "Screenshot2025-07-29at11.43.07PM.png")
\
EE41.docx](https://www.sweetstudy.com/files/ee41-docx "EE41.docx")
\
EE31.docx](https://www.sweetstudy.com/files/ee31-docx "EE31.docx")
\
BUS501EE21.docx](https://www.sweetstudy.com/files/bus501ee21-docx "BUS501EE21.docx")
\
BUS501EE11.docx](https://www.sweetstudy.com/files/bus501ee11-docx "BUS501EE11.docx")

November 5, 2026
[Solved] Data Analyst

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2-3 page paper, Original work only. More info attached. – ## mypaper.docx – ## 06050519-IncomeStatement-Annual.csv **## mypaper.docx** ![](https://www.sweetstudy.com/questions/data-analyst-20931577) **Turning Variables into Knowledge** Prior to beginning work on this assignment, read the following: …

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Assignment Prompt & Instructions

2-3 page paper,
Original work only. More info attached.

– ## mypaper.docx

– ## 06050519-IncomeStatement-Annual.csv

**## mypaper.docx**

![](https://www.sweetstudy.com/questions/data-analyst-20931577)

**Turning Variables into Knowledge**

Prior to beginning work on this assignment, read the following: Jaggia, S. (2023). Business analytics: Communicating with numbers (2nd ed.). McGraw-Hill Higher Education.

· Chapter 1: Introduction to Business Analytics

· Chapter 2: Data Management and Wrangling

· Chapter 3: Summary Measures

Imagine that you are hired as a data analyst for a bank. The bank would like to learn more about its customers’ spending and banking habits to identify areas of improvement. You have been asked to review the bank’s income statements over the last five years and identify trends that will allow them to understand their customers better.

Download your chosen bank’s annual income statements from the last five years from the
[_Mergent Market Atlas_](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens)

[https://marketatlas.mergent.com/stock/financials/?symbol=06050519&section=Standardized&sub=IncomeStmt&period=Annual&numPeriods=5&type=AsReported&currency=default&scale=default&displaytype=raw&print=0](https://marketatlas.mergent.com/stock/financials/?symbol=06050519&section=Standardized&sub=IncomeStmt&period=Annual&numPeriods=5&type=AsReported&currency=default&scale=default&displaytype=raw&print=0)

Use the “Company Financials” tab in
_Mergent Market Atlas_ to access the income statements.

In your paper,

· Identify an area of the bank’s income statement related to customer spending.

· Describe the data points or variables that give a complete picture of the customers’ spending pattern for the last six months.

· In addition to the income statement, explain which other data sources you might use to understand the customers’ spending patterns.

· List the steps you will take to prepare all these data sources such that they afford clear and accurate information.

· Build a frequency table, a bar chart, and a pie chart using Excel for the identified variables that explain the customers’ spending patterns.

Use the same three variables in each table and chart to display the same data in three different formats.

 After presenting your data in three formats, evaluate which tables and charts you find most helpful for communicating the desired message about the bank’s customers.

The Turning Variables into Knowledge paper

· must be two to three double-spaced pages in length (not including title and references pages, charts or tables), and formatted according to

 must include a separate title page with the following:

· title of paper in bold font

· Space should appear between the title and the rest of the information on the title page.

· student’s name

· name of institution

· course name and number

· instructor’s name

· due date

 must utilize academic voice.

 must include an introduction and conclusion paragraph.

· Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

· For assistance on writing
[_Introductions & Conclusions_](https://writingcenter.uagc.edu/introductions-conclusions)

 must cite the information found in the
[_Mergent Market Atlas_](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens) [_Links to an external site._](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens) 

 must document any information used from sources in APA Style

 must include a separate references page that is formatted according to APA Style

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a data source AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a document AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

## image2.png

## image3.png

## image4.png

## image5.png

## image1.emf

**## 06050519-IncomeStatement-Annual.csv**

| | | | | | |
| — | — | — | — | — | — |
| Bank of America Corp (06050519) | | | | | |
| Income Statement – Annual (As Reported) | | | | | |
| FYE December | 12/31/2024 | 12/31/2023 | 12/31/2022 | 12/31/2021 | 12/31/2020 |
| Currency | USD | USD | USD | USD | USD |
| Scale | Million | Million | Million | Million | Million |
| Interest Income – Loans & Leases | 61993 | 57124 | 37919 | 29282 | 34029 |
| Interest & Dividends on Investment Secs. | 26007 | 20226 | 17127 | 12376 | 9790 |
| Trading Account Interest | 10376 | 8773 | 5521 | 3770 | 4128 |
| FedFundsSold/ScrtyPurch UnderResaleAgrmt | 19911 | 18679 | 4560 | -90 | 903 |
| Interest Income, Bank | 146607 | 130262 | 72565 | 47672 | 51585 |
| Interest on Deposit | 38442 | 26163 | 4718 | 537 | 1943 |
| FedFundsPurch/ScrtySoldUnderRepurchAgrmt | | | | | |
| Interest on Other Borrowings | 52105 | 47168 | 15385 | 4201 | 6282 |
| Total Interest Expense | 90547 | 73331 | 20103 | 4738 | 8225 |
| Net Interest Income | 56060 | 56931 | 52462 | 42934 | 43360 |
| Loan Loss Provision | 5821 | 4394 | 2543 | -4594 | 4120 |
| Net Interest Inc. After Loan Loss Prov. | 50239 | 52537 | 49919 | 47528 | 39240 |
| Non-Interest Income, Bank | 45827 | 41650 | 42488 | 46179 | 42168 |
| Bank Total Revenue | 101887 | 98581 | 94950 | 89113 | 85528 |
| Non-Interest Expense, Bank | -66812 | -65845 | -61438 | -59731 | -62413 |
| Net Income Before Taxes | 29254 | 28342 | 30969 | 33976 | 18995 |
| Provision for Income Taxes | 2122 | 1827 | 3441 | 1998 | 1101 |
| Net Income | 27132 | 26515 | 27528 | 31978 | 17894 |
| Preferred Dividends | -1629 | -1649 | -1513 | -1421 | -1421 |
| Basic EPS Including Extraordinary Items | 3.24652 | 3.09718 | 3.20631 | 3.59778 | 1.88194 |
| Basic Weighted Average Shares | 7855.5 | 8028.6 | 8113.7 | 8493.3 | 8753.2 |
| Diluted EPS Including ExtraOrd Items | 3.21366 | 3.07728 | 3.18519 | 3.57041 | 1.87259 |
| Diluted Weighted Average Shares | 7935.8 | 8080.5 | 8167.5 | 8558.4 | 8796.9 |
| Dividends Per Share | 1 | 0.92 | 0.86 | 0.78 | 0.72 |
| Number of Employees | 213000 | 213000 | 217000 | 208000 | 213000 |

**## 06050519-IncomeStatement-Annual.csv**

| | | | | | |
| — | — | — | — | — | — |
| Bank of America Corp (06050519) | | | | | |
| Income Statement – Annual (As Reported) | | | | | |
| FYE December | 12/31/2024 | 12/31/2023 | 12/31/2022 | 12/31/2021 | 12/31/2020 |
| Currency | USD | USD | USD | USD | USD |
| Scale | Million | Million | Million | Million | Million |
| Interest Income – Loans & Leases | 61993 | 57124 | 37919 | 29282 | 34029 |
| Interest & Dividends on Investment Secs. | 26007 | 20226 | 17127 | 12376 | 9790 |
| Trading Account Interest | 10376 | 8773 | 5521 | 3770 | 4128 |
| FedFundsSold/ScrtyPurch UnderResaleAgrmt | 19911 | 18679 | 4560 | -90 | 903 |
| Interest Income, Bank | 146607 | 130262 | 72565 | 47672 | 51585 |
| Interest on Deposit | 38442 | 26163 | 4718 | 537 | 1943 |
| FedFundsPurch/ScrtySoldUnderRepurchAgrmt | | | | | |
| Interest on Other Borrowings | 52105 | 47168 | 15385 | 4201 | 6282 |
| Total Interest Expense | 90547 | 73331 | 20103 | 4738 | 8225 |
| Net Interest Income | 56060 | 56931 | 52462 | 42934 | 43360 |
| Loan Loss Provision | 5821 | 4394 | 2543 | -4594 | 4120 |
| Net Interest Inc. After Loan Loss Prov. | 50239 | 52537 | 49919 | 47528 | 39240 |
| Non-Interest Income, Bank | 45827 | 41650 | 42488 | 46179 | 42168 |
| Bank Total Revenue | 101887 | 98581 | 94950 | 89113 | 85528 |
| Non-Interest Expense, Bank | -66812 | -65845 | -61438 | -59731 | -62413 |
| Net Income Before Taxes | 29254 | 28342 | 30969 | 33976 | 18995 |
| Provision for Income Taxes | 2122 | 1827 | 3441 | 1998 | 1101 |
| Net Income | 27132 | 26515 | 27528 | 31978 | 17894 |
| Preferred Dividends | -1629 | -1649 | -1513 | -1421 | -1421 |
| Basic EPS Including Extraordinary Items | 3.24652 | 3.09718 | 3.20631 | 3.59778 | 1.88194 |
| Basic Weighted Average Shares | 7855.5 | 8028.6 | 8113.7 | 8493.3 | 8753.2 |
| Diluted EPS Including ExtraOrd Items | 3.21366 | 3.07728 | 3.18519 | 3.57041 | 1.87259 |
| Diluted Weighted Average Shares | 7935.8 | 8080.5 | 8167.5 | 8558.4 | 8796.9 |
| Dividends Per Share | 1 | 0.92 | 0.86 | 0.78 | 0.72 |
| Number of Employees | 213000 | 213000 | 217000 | 208000 | 213000 |

**## mypaper.docx**

![](https://www.sweetstudy.com/questions/data-analyst-20931577)

**Turning Variables into Knowledge**

Prior to beginning work on this assignment, read the following: Jaggia, S. (2023). Business analytics: Communicating with numbers (2nd ed.). McGraw-Hill Higher Education.

· Chapter 1: Introduction to Business Analytics

· Chapter 2: Data Management and Wrangling

· Chapter 3: Summary Measures

Imagine that you are hired as a data analyst for a bank. The bank would like to learn more about its customers’ spending and banking habits to identify areas of improvement. You have been asked to review the bank’s income statements over the last five years and identify trends that will allow them to understand their customers better.

Download your chosen bank’s annual income statements from the last five years from the
[_Mergent Market Atlas_](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens)

[https://marketatlas.mergent.com/stock/financials/?symbol=06050519&section=Standardized&sub=IncomeStmt&period=Annual&numPeriods=5&type=AsReported&currency=default&scale=default&displaytype=raw&print=0](https://marketatlas.mergent.com/stock/financials/?symbol=06050519&section=Standardized&sub=IncomeStmt&period=Annual&numPeriods=5&type=AsReported&currency=default&scale=default&displaytype=raw&print=0)

Use the “Company Financials” tab in
_Mergent Market Atlas_ to access the income statements.

In your paper,

· Identify an area of the bank’s income statement related to customer spending.

· Describe the data points or variables that give a complete picture of the customers’ spending pattern for the last six months.

· In addition to the income statement, explain which other data sources you might use to understand the customers’ spending patterns.

· List the steps you will take to prepare all these data sources such that they afford clear and accurate information.

· Build a frequency table, a bar chart, and a pie chart using Excel for the identified variables that explain the customers’ spending patterns.

Use the same three variables in each table and chart to display the same data in three different formats.

 After presenting your data in three formats, evaluate which tables and charts you find most helpful for communicating the desired message about the bank’s customers.

The Turning Variables into Knowledge paper

· must be two to three double-spaced pages in length (not including title and references pages, charts or tables), and formatted according to

 must include a separate title page with the following:

· title of paper in bold font

· Space should appear between the title and the rest of the information on the title page.

· student’s name

· name of institution

· course name and number

· instructor’s name

· due date

 must utilize academic voice.

 must include an introduction and conclusion paragraph.

· Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

· For assistance on writing
[_Introductions & Conclusions_](https://writingcenter.uagc.edu/introductions-conclusions)

 must cite the information found in the
[_Mergent Market Atlas_](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens) [_Links to an external site._](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens) 

 must document any information used from sources in APA Style

 must include a separate references page that is formatted according to APA Style

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a data source AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a document AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

## image2.png

## image3.png

## image4.png

## image5.png

## image1.emf

**## 06050519-IncomeStatement-Annual.csv**

| | | | | | |
| — | — | — | — | — | — |
| Bank of America Corp (06050519) | | | | | |
| Income Statement – Annual (As Reported) | | | | | |
| FYE December | 12/31/2024 | 12/31/2023 | 12/31/2022 | 12/31/2021 | 12/31/2020 |
| Currency | USD | USD | USD | USD | USD |
| Scale | Million | Million | Million | Million | Million |
| Interest Income – Loans & Leases | 61993 | 57124 | 37919 | 29282 | 34029 |
| Interest & Dividends on Investment Secs. | 26007 | 20226 | 17127 | 12376 | 9790 |
| Trading Account Interest | 10376 | 8773 | 5521 | 3770 | 4128 |
| FedFundsSold/ScrtyPurch UnderResaleAgrmt | 19911 | 18679 | 4560 | -90 | 903 |
| Interest Income, Bank | 146607 | 130262 | 72565 | 47672 | 51585 |
| Interest on Deposit | 38442 | 26163 | 4718 | 537 | 1943 |
| FedFundsPurch/ScrtySoldUnderRepurchAgrmt | | | | | |
| Interest on Other Borrowings | 52105 | 47168 | 15385 | 4201 | 6282 |
| Total Interest Expense | 90547 | 73331 | 20103 | 4738 | 8225 |
| Net Interest Income | 56060 | 56931 | 52462 | 42934 | 43360 |
| Loan Loss Provision | 5821 | 4394 | 2543 | -4594 | 4120 |
| Net Interest Inc. After Loan Loss Prov. | 50239 | 52537 | 49919 | 47528 | 39240 |
| Non-Interest Income, Bank | 45827 | 41650 | 42488 | 46179 | 42168 |
| Bank Total Revenue | 101887 | 98581 | 94950 | 89113 | 85528 |
| Non-Interest Expense, Bank | -66812 | -65845 | -61438 | -59731 | -62413 |
| Net Income Before Taxes | 29254 | 28342 | 30969 | 33976 | 18995 |
| Provision for Income Taxes | 2122 | 1827 | 3441 | 1998 | 1101 |
| Net Income | 27132 | 26515 | 27528 | 31978 | 17894 |
| Preferred Dividends | -1629 | -1649 | -1513 | -1421 | -1421 |
| Basic EPS Including Extraordinary Items | 3.24652 | 3.09718 | 3.20631 | 3.59778 | 1.88194 |
| Basic Weighted Average Shares | 7855.5 | 8028.6 | 8113.7 | 8493.3 | 8753.2 |
| Diluted EPS Including ExtraOrd Items | 3.21366 | 3.07728 | 3.18519 | 3.57041 | 1.87259 |
| Diluted Weighted Average Shares | 7935.8 | 8080.5 | 8167.5 | 8558.4 | 8796.9 |
| Dividends Per Share | 1 | 0.92 | 0.86 | 0.78 | 0.72 |
| Number of Employees | 213000 | 213000 | 217000 | 208000 | 213000 |

**## mypaper.docx**

![](https://www.sweetstudy.com/questions/data-analyst-20931577)

**Turning Variables into Knowledge**

Prior to beginning work on this assignment, read the following: Jaggia, S. (2023). Business analytics: Communicating with numbers (2nd ed.). McGraw-Hill Higher Education.

· Chapter 1: Introduction to Business Analytics

· Chapter 2: Data Management and Wrangling

· Chapter 3: Summary Measures

Imagine that you are hired as a data analyst for a bank. The bank would like to learn more about its customers’ spending and banking habits to identify areas of improvement. You have been asked to review the bank’s income statements over the last five years and identify trends that will allow them to understand their customers better.

Download your chosen bank’s annual income statements from the last five years from the
[_Mergent Market Atlas_](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens)

[https://marketatlas.mergent.com/stock/financials/?symbol=06050519&section=Standardized&sub=IncomeStmt&period=Annual&numPeriods=5&type=AsReported&currency=default&scale=default&displaytype=raw&print=0](https://marketatlas.mergent.com/stock/financials/?symbol=06050519&section=Standardized&sub=IncomeStmt&period=Annual&numPeriods=5&type=AsReported&currency=default&scale=default&displaytype=raw&print=0)

Use the “Company Financials” tab in
_Mergent Market Atlas_ to access the income statements.

In your paper,

· Identify an area of the bank’s income statement related to customer spending.

· Describe the data points or variables that give a complete picture of the customers’ spending pattern for the last six months.

· In addition to the income statement, explain which other data sources you might use to understand the customers’ spending patterns.

· List the steps you will take to prepare all these data sources such that they afford clear and accurate information.

· Build a frequency table, a bar chart, and a pie chart using Excel for the identified variables that explain the customers’ spending patterns.

Use the same three variables in each table and chart to display the same data in three different formats.

 After presenting your data in three formats, evaluate which tables and charts you find most helpful for communicating the desired message about the bank’s customers.

The Turning Variables into Knowledge paper

· must be two to three double-spaced pages in length (not including title and references pages, charts or tables), and formatted according to

 must include a separate title page with the following:

· title of paper in bold font

· Space should appear between the title and the rest of the information on the title page.

· student’s name

· name of institution

· course name and number

· instructor’s name

· due date

 must utilize academic voice.

 must include an introduction and conclusion paragraph.

· Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

· For assistance on writing
[_Introductions & Conclusions_](https://writingcenter.uagc.edu/introductions-conclusions)

 must cite the information found in the
[_Mergent Market Atlas_](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens) [_Links to an external site._](https://marketatlasoa.mergent.com/login?entity=https://idp.ashford.edu/openathens) 

 must document any information used from sources in APA Style

 must include a separate references page that is formatted according to APA Style

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a data source AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

![A screenshot of a document AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/data-analyst-20931577)

## image2.png

## image3.png

## image4.png

## image5.png

## image1.emf

**## 06050519-IncomeStatement-Annual.csv**

| | | | | | |
| — | — | — | — | — | — |
| Bank of America Corp (06050519) | | | | | |
| Income Statement – Annual (As Reported) | | | | | |
| FYE December | 12/31/2024 | 12/31/2023 | 12/31/2022 | 12/31/2021 | 12/31/2020 |
| Currency | USD | USD | USD | USD | USD |
| Scale | Million | Million | Million | Million | Million |
| Interest Income – Loans & Leases | 61993 | 57124 | 37919 | 29282 | 34029 |
| Interest & Dividends on Investment Secs. | 26007 | 20226 | 17127 | 12376 | 9790 |
| Trading Account Interest | 10376 | 8773 | 5521 | 3770 | 4128 |
| FedFundsSold/ScrtyPurch UnderResaleAgrmt | 19911 | 18679 | 4560 | -90 | 903 |
| Interest Income, Bank | 146607 | 130262 | 72565 | 47672 | 51585 |
| Interest on Deposit | 38442 | 26163 | 4718 | 537 | 1943 |
| FedFundsPurch/ScrtySoldUnderRepurchAgrmt | | | | | |
| Interest on Other Borrowings | 52105 | 47168 | 15385 | 4201 | 6282 |
| Total Interest Expense | 90547 | 73331 | 20103 | 4738 | 8225 |
| Net Interest Income | 56060 | 56931 | 52462 | 42934 | 43360 |
| Loan Loss Provision | 5821 | 4394 | 2543 | -4594 | 4120 |
| Net Interest Inc. After Loan Loss Prov. | 50239 | 52537 | 49919 | 47528 | 39240 |
| Non-Interest Income, Bank | 45827 | 41650 | 42488 | 46179 | 42168 |
| Bank Total Revenue | 101887 | 98581 | 94950 | 89113 | 85528 |
| Non-Interest Expense, Bank | -66812 | -65845 | -61438 | -59731 | -62413 |
| Net Income Before Taxes | 29254 | 28342 | 30969 | 33976 | 18995 |
| Provision for Income Taxes | 2122 | 1827 | 3441 | 1998 | 1101 |
| Net Income | 27132 | 26515 | 27528 | 31978 | 17894 |
| Preferred Dividends | -1629 | -1649 | -1513 | -1421 | -1421 |
| Basic EPS Including Extraordinary Items | 3.24652 | 3.09718 | 3.20631 | 3.59778 | 1.88194 |
| Basic Weighted Average Shares | 7855.5 | 8028.6 | 8113.7 | 8493.3 | 8753.2 |
| Diluted EPS Including ExtraOrd Items | 3.21366 | 3.07728 | 3.18519 | 3.57041 | 1.87259 |
| Diluted Weighted Average Shares | 7935.8 | 8080.5 | 8167.5 | 8558.4 | 8796.9 |
| Dividends Per Share | 1 | 0.92 | 0.86 | 0.78 | 0.72 |
| Number of Employees | 213000 | 213000 | 217000 | 208000 | 213000 |

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November 5, 2026