MBA 687 OER | Brightspace Communications

Why Brightspace Discussions?

A standard LMS discussion tool was deliberately repurposed to imitate two different layers of organizational communication: a company-wide corporate feed and a private client inbox. Students are not merely posting to a class discussion; they are choosing the appropriate communication channel for a consulting engagement.

1. SingTech — General Communications

Functions like a corporate distribution list or all-hands email. Messages can come from Singapore headquarters, HR, senior leadership, or operations.

Provides context, pressure, and organizational signals.
Not every message requires action.
Students do not reply in this channel.
Follow-up occurs through the Executive Inbox.

2. Executive Inbox

Simulates direct communication between the consultant and Dirk Ekuts. It is the primary working channel for the engagement.

Visible only to the student and instructor.
Used for requests, clarification, assumptions, and interpretation.
Deliverables are introduced and submitted in the same thread.
Functions like an executive email/message history rather than a casual discussion board.

How the Channels Work Together

Organizational signal appears

A company-wide message creates context. It may inform, pressure, clarify, or complicate the consulting work.

Student interprets the signal

The consultant decides whether the message changes assumptions, priorities, stakeholder concerns, or evidence needs.

Consultant uses the private channel

Questions, interpretations, and deliverables move through the Executive Inbox with Dirk.

Work accumulates as an engagement

The thread becomes a persistent record of client direction, student reasoning, and professional deliverables.

Brightspace Implementation Specification

The student-facing communication rules come directly from the course communication guide. The implementation notes below document the configuration used in the course so another instructor can reproduce the design.

Recommended structure

Forum: SingTech Communications Hub Topic A: Company Wide Communications (Read Only) Audience: all students Purpose: HQ / HR / C-suite / operations messages Student replies: disabled / not used Monitoring expectation: awareness only Group Category: SingTech Client Portals Group type: one student per group Membership: student + instructor access Important: groups may need to be rebuilt after a course copy Private Topics: Executive Inbox – [Student] Restrict topic to: SingTech Client Portals / assigned group Visibility: student + instructor only Purpose: client direction, clarification, and deliverable exchange

Build sequence

Create the forum.
Create the company-wide read-only topic.
Create the group category for private client portals.
Create one private group per student.
Create/restrict Executive Inbox topics to the correct group.
Test with View as Student and, ideally, a second student account.
Confirm that students cannot see another consultant's inbox.

Course-copy warning

Group structures may not copy with the course. Rebuild the client-portal groups, then confirm topic restrictions before the first communication is released.

Validation test: use two student identities and verify that each sees company-wide communications plus only the correct private Executive Inbox.

Corporate Communications: Examples and Reusable Content

These four messages illustrate the company-wide communication feed used in the SingTech consulting simulation. View each screenshot to see the student experience, then expand the text to read or download the message for your own course.

Communication 1

The North American Website Has Been Updated

Introduces the updated North American web presence as a source of company context.

Read and reuse communication

The North American Website Has Been Updated

From: Singapore Headquarters – Marketing
To: U.S. Leadership Team
Cc: Human Resources, Marketing & Social Media
Subject: Revised Web Presence
Priority: Normal
Timestamp: Monday, 11:12 AM (SGT)

Thanks to the dedicated marketing and social media team for updating our website. New features include real-time job posting and recruiting availabilities, U.S. Leadership bios, news updates designed to help us gain a wider share of the North American market.

Here is the newest company link: [Insert company website URL]

Note: This inbox is not monitored.
Company-wide communications are distributed for awareness only.
Please do not reply to this message.

Communication 2

Retention and Engagement Concerns – U.S. Branch

Establishes the retention and engagement problem, headquarters expectations, and supporting evidence.

Read and reuse communication

Retention and Engagement Concerns – U.S. Branch

From: Singapore Headquarters – Operations
To: U.S. Leadership Team
Cc: Human Resources, Strategy Office
Subject: Retention and Engagement Concerns – U.S. Branch
Priority: High
Timestamp: Monday, 8:12 AM (SGT)

Recent internal reviews continue to indicate elevated turnover and inconsistent engagement scores within the U.S. branch.

While initial expansion objectives were met, progress has plateaued. Headquarters expects leadership to address underlying issues related to retention, motivation, and alignment with corporate priorities. The most recent Exit Interview Data, Employment Engagement Data, and US Branch Overview are attached.

Any proposed initiatives should demonstrate measurable impact and clear accountability. Further discussion will take place during the upcoming quarterly review.

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Note: This inbox is not monitored.
Company-wide communications are distributed for awareness only.
Please do not reply to this message.
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SingTech Employee Engagement Surveys.pdf

(410.25 KB)

SingTech Exit Interviews.pdf

(201.79 KB)

US Branch Overview (2025).pdf

(733.05 KB)

Communication 3

Leader Self-Evaluations & 360 Feedback Now Available

Introduces leadership feedback as evidence for development and performance alignment.

Read and reuse communication

Leader Self-Evaluations & 360 Feedback Now Available

From: Singapore Headquarters – Human Resources
To: U.S. Leadership Team
Cc: Strategy Office, Regional Operations
Subject: Release of Leader Self-Evaluations & 360 Feedback
Priority: Medium
Timestamp: Wednesday, 9:05 AM (SGT)

Leader self-evaluations and 360 feedback reports have now been released across the organization.

This process reflects a comprehensive effort to assess leadership effectiveness through both self-reflection and multi-source feedback. The results provide important visibility into leadership strengths, development areas, and overall alignment with organizational expectations.

We would like to acknowledge and thank all participants for their time, candor, and professionalism throughout this process. The quality of insights generated is directly tied to your engagement and commitment.

Leaders are expected to review their feedback in detail and begin identifying key themes that will inform ongoing development and performance alignment efforts. Additional guidance on next steps will follow.

SingTech Leader Evaluations 2026.pdf

(759.38 KB)

Communication 4

Formation of a New SingTech Leadership Academy Cohort

Signals an existing leadership development initiative that consultants can consider in their recommendations.

Read and reuse communication

Formation of a New SingTech Leadership Academy Cohort

From: Singapore Headquarters – Human Resources Development
To: All Employees
Cc: Regional Leadership Teams, Human Resources, Operations Leadership
Subject: Formation of New SingTech Leadership Academy Cohort
Priority: Normal
Timestamp: Wednesday, 2:18 PM (SGT)

Singapore Headquarters is pleased to announce the formation of a new cohort within the SingTech Leadership Academy beginning later this fiscal year. The initiative is designed to identify and develop high-potential employees who demonstrate strong operational judgment, collaborative leadership behaviors, and long-term growth potential within the organization.

The Leadership Academy was originally established to support succession planning efforts and to strengthen leadership continuity across regional operations. The upcoming cohort will place additional emphasis on cross-functional collaboration, organizational communication, change leadership, and employee engagement practices.

Employees selected for participation may be asked to complete a combination of leadership workshops, mentoring activities, operational simulations, and strategic improvement projects over the course of the program. Participants will continue in their existing operational roles while completing academy-related development activities.

Supervisors and department managers are encouraged to begin identifying employees who consistently demonstrate:
• Strong interpersonal communication skills
• Positive influence within teams
• Initiative during periods of operational uncertainty
• Ability to collaborate across departments
• Interest in long-term organizational leadership opportunities

Additional nomination guidance and eligibility criteria will be distributed by Human Resources in the coming weeks. Participation in the academy remains competitive and selection will be based upon operational performance, leadership readiness, and organizational need.

Leadership would like to thank all employees and supervisors for their continued support of professional development initiatives across the organization.

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Note: This inbox is not monitored.
Company-wide communications are distributed for awareness only.
Please do not reply to this message.
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Professional Framing for Students

There are no traditional “assignments” inside the simulation. Work is framed as professional deliverables: introduced through the Executive Inbox, developed through ongoing client interaction, and submitted back through that same channel.

This shifts the LMS from a place where students upload isolated files into a place that more closely resembles a client relationship with a communication history.