Assessment Brief
You are a Management Consultant hired by BPP Consultants, who has been commissioned to provide information to a large investment firm, which is considering the following three payment processing companies for investment. For this assessment, you are to select one company from the three listed below to focus on.
- Master card Incorporated.
- Paytm (One97CommunicationLimited).
- Adyen N.V.
The scope of your work is to complete four sections of a report covering Executive Leadership and Corporate Governance.
Please note, you are NOT required to make recommendations or give advice in your report about whether to invest. This will be solely the investor’s decision after evaluating all the information obtained from your report.
Please select only one company from the above three when attempting the tasks below.
You should use the following link to obtain company presentations and reports, but you are encouraged to do your own further research into your chosen company:
- Master card Incorporated:https://investor.mastercard.com/overview/default.aspx
- Paytm :https://ir.paytm.com/
- Adyen N.V.: https://investors.adyen.com/
The four tasks you should include in your report are:
Task1–Leadership and Management
- Critically evaluate the leadership and management styles at the company using relevant academic models.
- Conduct independent research into your chosen company and support your arguments with academic literature and the appropriate application of relevant leadership and management models.
Task2– Corporate Governance and Regulation
Discuss the different governance rules, practices, and processes (collectively known as the Corporate Governance Framework) at the company that ensure it meets the interests of its shareholders.
Task requirement continue on the next page.
Conduct independent research and refer to relevant academic literature.
Ensure that you identify the internal governance mechanisms and the external governance rules and regulations, and demonstrate how the company applies and complies with them to meet shareholder interests. Depending on your company of choice, these might include some of the following:
- The SEC (U.S. Securities and Exchange Commission), the U.S. Securities and Exchange Act, and the Sarbanes-Oxley Act of 2002.
- AFM (Dutch Authority for Financial Markets), the 2022 Dutch Corporate Governance Code, and Book 2 of the Dutch Civil Code.
- SEBI (Securities and Exchange Board of India) and the Listing Agreement of the Indian Stock Exchange.
Please only discuss the governance rules and regulations that are relevant to your organisation of choice.
Task3 –Risk Management
- Analyse three significant risks that the company faces and recommend appropriate responses to each of these risks.Conduct independent research into your company of choice and ensure that your analysis and recommendations are specific to the company.For higher marks, use and apply one or more relevant risk management models and frameworks, such as the Three Horizons Model, Risk Heat Maps, or the 4T’s Process. Explain how you used the models to identify and analyse the risks and to offer your recommendations.As part of your recommendations, explain what role the board of directors plays in the risk management process at the organisation.
Task4 –Ethical Leadership
- Discuss at least one significant ethical business challenge that the company faces and provide ethical leadership recommendations on how the company can address and manage this ethical challenge.
Conduct independent research and explain why the challenge(s) you discuss is considered ethical, and analyse its impact on the company and its stakeholders. Ensure that your recommendations are targeted at the company’s top management and leadership.
For higher marks, use and apply a relevant ethical leadership model or framework, such as the Triple Bottom Line.
Task requirements continue on the next page.
Presentation and Structure
· Clear structure and layout
· Writing style: professional and concise
· Appropriate Harvard referencing: range and credibility of the sources used and correct application of Harvard referencing style throughout the report and appendices
Do NOT include an executive summary, introduction, or conclusion.
Your report structure should include the following sections:
- Cover page (University cover sheet)
- Table of Contents
- List of Abbreviations (if appropriate)
· Task 1 – Leadership and Management (LO1)
· Task 2 – Corporate Governance and Regulation (LO4)
· Task 3 – Risk Management (LO3)
· Task 4 – Ethical Leadership (LO2)
References Appendix (if appropriate)
Suggested Word Count Guide
| Task1-Leadershipand Management | 1,250 Words |
| Task2–Corporate Governance and Regulation | 1,250 Words |
| Task3–Risk Management | 1,250 Words |
| Task4 –Ethical Leadership | 1,250 Words |
| Total | 5,000 Words |
The word count applies to the main body of the report only, i.e., the cover page, table of contents, list of abbreviations, references, and appendices are NOT part of the 5,000-word count.
- Marking Guide
| Learning Outcome | Fail | Marginal Fail | Pass | Merit | Distinction | High Distinction |
| 0% –39% | 40%–49% | 50%–59% | 60%–69% | 70%–79% | 80%- 100% | |
| LO1:Develop your | Weak or | Limited knowledge of | Satisfactory | Good level of | Excellent knowledge | Outstanding |
| Knowledge of | inadequate | Critical leadership | Knowledge and | Knowledge and | And understanding of | Knowledge and |
| Critical leadership | Knowledge of | Capability in leading | Understanding of | Understanding of | Critical leadership | Understanding of |
| Capability in | critical | organizations. Limited | Critical leadership | Critical leadership | Capability in leading | Critical leadership |
| leading | leadership | Evaluation of the | Capability in | Capability in leading | organisations. An | Capability in leading |
| organizations | Capability in | company's leadership | leading | organisations. A good | Excellent critical | organizations. An |
| leading | And management | organisations. | Critical evaluation of | Evaluation of the | Outstanding critical | |
| organizations. | style. Limited research | Satisfactory | the company's | company's leadership | Evaluation of the | |
| Weak or no | And analysis of the | Evaluation of the | Leadership and | And management | company's leadership | |
| Evaluation of | company’s leadership | company's | Management style, | style, that objectively | And management | |
| the company's | And management. | Leadership and | With some discussion | Weighs the strengths | style, that objectively | |
| Leadership and | management | Of the strengths and | And weakness of the | Weighs all the | ||
| management | style. Some | Weakness of the | company’s | Strengths and | ||
| style. Weak or | Research and | company’s | Leadership and | Weakness of the | ||
| inadequate | analysis, of the | Leadership and | management. An | company’s | ||
| Research and | company’s | management. Good | Excellent and | Leadership and | ||
| Analysis of the | Leadership and | Application of | Detailed application | management. An | ||
| company’s | Management. | Relevant leadership | Of relevant | Outstanding and | ||
| Leadership and | And management | Leadership and | Extensive application | |||
| Management. | Models to the | Management models | Of relevant | |||
| company. Evidence- | To the company. | Leadership and | ||||
| Backed analysis of | Excellent evidence- | Management models | ||||
| the company’s | Backed analysis of | To the company. | ||||
| the company’s | Outstanding and | |||||
| Extensive evidence- |
| Leadership and management. | Leadership and management. | Backed analysis of the company’s leadership and management. | ||||
| LO4: Critically | Weak or | Limited evaluation of | Satisfactory | Good evaluation of | Excellent evaluation | Outstanding |
| Evaluate the | inadequate | Theimpact of the | Evaluation of the | The impact of the | Of the impact of the | Evaluation of the |
| Impact of the | Evaluation of | governance and | Impact of the | governance and | governance and | Impact of the |
| Governance and | The impact of | Regulatory context on | governance and | Regulatory context on | Regulatory context on | governance and |
| Regulatory context | the governance | The success of an | Regulatory context | The success of an | The success of an | Regulatory context on |
| On the success of | And regulatory | organization. Limited | On the success of | organisation. Good | organisation. | The success of an |
| An organization | Context on the | Knowledge of the | an organisation. | And clear | Thorough and deep | organisation. |
| Success of an | Corporate Governance | Satisfactory | Understanding of the | Knowledge and | Thorough, balanced, | |
| organisation. | Frame work at the | Appreciation of | Corporate | Understanding of the | And deep knowledge | |
| Weak or | company. Limited | the Corporate | Governance | Corporate | And understanding of | |
| inadequate | Explanation of internal | Governance | Frame work at the | Governance | the Corporate | |
| Knowledge of | Governance in the | Frame work at the | company. Good | Frame work at the | Governance | |
| the Corporate | Company and external | company. | Explanation of | company. Excellent | Frame work at the | |
| Governance | Governance rules and | Satisfactory | Internal governance | And detailed | company. | |
| Frame work at | Regulations. | Explanation of | In the company and | Discussion of internal | Outstanding and | |
| the company. | internal and | External governance | Governance in the | Extensive discussion | ||
| Weak or | external | Rules and regulations. | company and | Of internal | ||
| inadequate | Governance rules | A good discussion on | Relevant external | Governance in the | ||
| Explanation of | And regulations. | How the company | Governance rules and | company and | ||
| internal | Some discussion | Complies with these | Regulations that | Relevant external | ||
| Governance in | On how the | Rules and regulations. | Apply to the | Governance rules and | ||
| the company | Company complies | company. An | Regulations that | |||
| And external | Excellent discussion | Apply to the | ||||
| governance | On how the company | company. An |
| rules and regulations. | With these rules and regulations. | Complies with these rules and regulations. | outstanding and extensive discussion on how the company complies with these rules and regulations. | |||
| LO3: Critically | Weak or | Limited appreciation | Satisfactory | Good critical | Excellent critical | Outstanding critical |
| Evaluate risk | inadequate | Of critical evaluation of | Appreciation of | Evaluation of risk | Evaluation o frisk | Evaluation of risk |
| Management tax | Appreciation of | Risk management ate | Critical evaluation | Management tax | Management tax | Management a tax |
| Corporate level | critical | Corporate level, | Of risk | Corporate level. A | Corporate level. | Corporate level. |
| Evaluation of | Limited analysis, and | Management ate | Good and clear | Thorough and deep | Thorough, balanced, | |
| risk | Evaluation of three | Corporate level. | Analysis and | Knowledge and | And deep knowledge | |
| Management at | Risks faced by the | Satisfactory | Evaluation of three | Understanding of risk | And understanding of | |
| a corporate | company. Limited | Analysis and | Significant risks faced | management. A | Risk management. An | |
| level. Weak or | Recommendations for | Evaluation of | By the company. | Thorough an | Outstanding analysis | |
| inadequate | The management of | Three risks faced | Good and | Excellent analysis and | And evaluation of | |
| Analysis and | The risk sidentified. | By the company. | appropriate | Evaluation of three | Three significant risks | |
| Evaluation of | Limited discussion on | Satisfactory | recommendations | Significant risks faced | Faced by the | |
| Three risks faced | The board’s role in | recommendations | For the management | By the company. | company. | |
| By the | Managing these risks. | For the | Of the risks identified. | Excellent, realistic, | Outstanding, | |
| company. Weak | Management of | A good discussion on | And appropriate | realistic, and | ||
| or inadequate | the risks | The board’s role in | recommendations | insightful | ||
| recommendation | identified. A | Managing these risks. | For the management | recommendations | ||
| Ns for the | Satisfactory | Some application of a | Of the risks identified. | For the management | ||
| Management of | Discussion on the | risk management | An excellent | Of the risk identified. | ||
| the risks | board’s role in | Model or framework | Discussion on the | An outstanding | ||
| identified. Weak | Managing these | Such as the Three | board’s role in | Discussion on the | ||
| Orin adequate | risks. | Horizon Model or | Managing these risks. | board’s role i n | ||
| Discussion on | Risk Heat Maps. | Excellent and |