Southwest Airlines

GoVenture Simulation Debrief directions: In addition to the draft strategic plan, students are required to submit a 10-page maximum paper discussing their strategic plan. It must contain, at a minimum, the following topic areas:

Discuss the original strategy, the plan and original financial targets
Identify issues related to the original strategy and underlying assumptions
Key Assumptions
Strategy with Potential / Desired Outcomes
What occurred in subsequent decision rounds – did you have to modify your approach or assumptions and why/why not?
Financial Debriefing – did you achieve your financial goals and why/why not?
Review the rubric for the assignment to ensure you earn maximum points. Submit the GoVenture Simulation Debrief and Performance (KA) using the link in the Assignment folder.

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Sample Answer



  • What were the original goals of the strategy? What were the organization trying to achieve?
  • What were the key assumptions underlying the strategy? What did the organization believe to be true about the market, the competition, and the customer?
  • What was the financial plan for achieving the goals? How much money did the organization need to raise, and how were they going to spend it?
  • What were the key stakeholders in the strategy? Who were the people or groups who would be affected by the strategy?

Full Answer Section



  • What were the key risks to the strategy? What could go wrong, and how could the organization mitigate those risks?

Once you have a good understanding of the original strategy, you can start to identify the issues that arose. Here are some common issues that can arise with original strategies:

  • The goals were unrealistic. The organization may have set goals that were too ambitious or too difficult to achieve.
  • The assumptions were incorrect. The organization may have made assumptions about the market, the competition, or the customer that turned out to be incorrect.
  • The financial plan was not realistic. The organization may have underestimated the amount of money they needed to raise, or they may have spent the money in ways that did not contribute to achieving the goals.
  • The key stakeholders were not on board. The organization may not have had the support of the key stakeholders, such as the board of directors, the employees, or the customers.
  • The risks were not adequately mitigated. The organization may not have taken steps to mitigate the risks to the strategy, such as developing contingency plans.

Once you have identified the issues with the original strategy, you can start to develop a revised strategy. This revised strategy should address the issues with the original strategy and should be more likely to succeed.

Here are some things to consider when developing a revised strategy:

  • Reevaluate the goals. Are the goals still realistic and achievable? If not, revise them.
  • Revisit the assumptions. Are the assumptions still correct? If not, revise them.
  • Develop a new financial plan. Make sure the financial plan is realistic and that it will be enough to achieve the goals.
  • Get buy-in from the key stakeholders. Make sure the key stakeholders are on board with the revised strategy.
  • Identify and mitigate the risks. Develop contingency plans to mitigate the risks to the revised strategy.

By carefully considering the original strategy, the issues that arose, and the key stakeholders, you can develop a revised strategy that is more likely to succeed.

Here are some additional things to keep in mind when discussing the original strategy, plan, and original financial targets:

  • The original strategy should be aligned with the organization’s mission, vision, and values.
  • The original strategy should be based on sound research and analysis.
  • The original strategy should be flexible enough to adapt to changes in the environment.
  • The original strategy should be communicated effectively to all stakeholders.

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