How to Write the Strategy Memo and Business Letter
A section-by-section guide for students working through the Management Communication 7th Edition writing assignment — what each document needs, how to structure it, and where most submissions fall short.
Two documents. One memo, one letter. Sounds manageable — until you realize the assignment is testing more than your ability to format a page header. It’s asking whether you can make strategic communication decisions under pressure, explain a painful business reality with clarity, and adapt your tone for two very different audiences. This guide walks you through both documents piece by piece.
What This Guide Covers
Understanding the Case Quickly
In July 2014, Satya Nadella — relatively new as Microsoft’s CEO — announced that the company would cut 18,000 jobs. That’s the largest layoff in Microsoft’s history. The trigger was the acquisition of Nokia’s devices and services division earlier that year. Nokia brought a large workforce into Microsoft, much of it redundant with existing teams.
Two communications went out the day of the announcement. First, Nadella sent an internal email to all Microsoft employees. Then Stephen Elop — the head of the Nokia unit and a former Nokia CEO — sent a separate memo specifically to Nokia/devices division employees. The case study focuses on how those messages were crafted, what worked, what didn’t, and what the communication strategy behind them looked like.
The core tension: you need to be honest about a painful situation, maintain trust with people who are keeping their jobs, and treat those losing their jobs with dignity — all in a single round of communication. That’s not easy. The case gives you enough context to work with. Your job is to analyze the situation and produce two documents that demonstrate a sound communication strategy.
The Elop memo in particular drew criticism for being too long, burying the key news (you may be losing your job) deep in the text, and opening with a lengthy business-strategy explanation before getting to the human impact. Your assignment implicitly asks you to do better — to show you understand what a cleaner, more strategic communication looks like. Keep that in mind as you draft.
What the Assignment Actually Asks For
The writing assignment at the end of Case 5.1 asks you to produce two documents — not answer the discussion questions. Read that distinction carefully. Plenty of students lose time writing a case analysis essay when the deliverable is actually two formatted professional documents.
Document 1: Strategy Memo
- Internal document — written as if from a senior communication or HR executive
- Audience is internal leadership or a management team, not the employees being laid off
- Purpose: lay out the communication strategy for handling this situation
- Follows standard memo format (see Appendix C in your textbook)
- Analytical and strategic in tone — this is planning, not the message itself
Document 2: Business Letter
- External or formal internal document — addressed to a specific audience
- Your assignment will specify the recipient (affected employees, a stakeholder group, or a specific person)
- Purpose: deliver or support the communication outlined in your strategy memo
- Follows full block letter format (see Appendix B in your textbook)
- Human, clear, and direct in tone — this is the actual message
The case writing assignment may specify the exact audience for each document or give you latitude to define it. Before you start writing, identify: Who is the memo addressed to? Who is the letter addressed to? What specific content does each document need to cover? Your professor’s instructions take precedence over any general guide — including this one.
Document 1: The Strategy Memo
Think of the strategy memo as the behind-the-scenes document. It’s the plan. Before any message goes out to 18,000 employees, someone in leadership had to sit down and think through: who do we tell, what do we tell them, when, through what channels, and what are we trying to achieve? Your memo makes that thinking explicit and structured.
You’re writing this as an internal communication strategist or senior executive advising the team handling the layoff announcement. Your audience is peers or superiors — people who need a clear plan they can act on, not a sympathetic message about the layoffs themselves.
Memo Format Requirements
Use the format from Appendix C of your textbook. The standard business memo structure is non-negotiable — it’s part of what’s being graded. Here’s what it looks like:
TO / FROM / DATE / SUBJECT
All four lines, flush left, in caps. TO: names the recipient or group. FROM: your name (or a role, like “Director of Corporate Communications”). DATE: use a full date. SUBJECT: one clear line describing the memo’s purpose — not vague, not cute. Example: “Communication Strategy for Workforce Reduction Announcement.”
State the Purpose Immediately
First sentence tells the reader why you’re writing and what the memo covers. No warm-up, no context paragraph. “This memo outlines the recommended communication strategy for Microsoft’s planned workforce reduction of 18,000 positions following the Nokia acquisition.”
Situation, Strategy, Recommendations
Organize the body around the strategic decisions: what’s the situation, what are the communication goals, which audiences need to hear what, through which channels, in what order, and with what key messages. Use short paragraphs or headings for each section.
Action Items or Next Steps
End with what needs to happen next and who owns it. Don’t trail off. “Communications team to finalize message templates by [date]. HR to brief team leads 24 hours before the all-hands announcement.”
One to Two Pages
Strategy memos are not essays. One to two pages is right for this assignment. If you’re running longer, you’re probably including detail that belongs in the letter, not the memo. Keep it tight.
Professional, Direct, Analytical
This is a planning document, not a message to affected employees. The tone is analytical. You’re recommending a course of action, not expressing sympathy. Save the empathetic language for the letter.
What to Put in Each Memo Section
Here’s what the substance of your memo actually needs to address. Work through these in order — they map naturally onto the body of the document.
Situation Summary
Two to three sentences. What happened: Microsoft acquired Nokia’s devices division and now faces a workforce reduction of 18,000 positions, with approximately 12,500 coming from the Nokia side. Why this requires a communication strategy: the scale, visibility, and emotional weight of this decision means ad hoc communication will fail. State this plainly — no editorializing needed here.
Communication Objectives
What is this communication strategy trying to accomplish? Be specific. Not just “inform employees” — that’s too vague. Think: maintain trust with employees who are staying, treat departing employees with transparency and respect, protect Microsoft’s employer brand and public reputation, prevent the information vacuum that leads to rumor and anxiety. These objectives then drive every other decision in the memo.
Audience Identification and Segmentation
This is where you show you understand that different groups need different messages. Identify at least three audiences: employees being laid off (need specific, honest, respectful information about their situation and support resources), employees keeping their jobs (need reassurance, context, and a clear picture of Microsoft’s direction), and external stakeholders including investors, media, and the public (need confidence that this is a strategic, managed decision, not a crisis). Each audience has different concerns and different information needs.
Key Messages
For each audience, what are the two or three things they absolutely must take away from this communication? For affected employees: this decision reflects business strategy, not individual performance; here is what happens next and what support you’ll receive; we respect your contribution. For staying employees: here is why this decision was made; here is where Microsoft is headed; leadership is committed and the company is stable. Keep key messages short and direct. They’re talking points, not paragraphs.
Channels and Sequencing
Who hears what, through which medium, and in what order? The sequencing matters enormously — if affected employees find out through the news before they hear from their manager, trust collapses. Recommend a logical order: leadership briefed first, then team managers, then individual notifications to affected employees, then the all-employee communication, then the public announcement. Channels might include direct manager conversations, email from Nadella, a company-wide meeting, and external press release. Connect each channel to its audience and purpose.
Risks and Mitigation
What could go wrong with this communication plan, and how do you reduce that risk? Leaks before the official announcement, inconsistent messaging from different managers, an employee-facing letter that feels cold or corporate — these are real risks. Name two or three and briefly note how the strategy accounts for them. This section shows you’re thinking like a strategist, not just a writer.
Document 2: The Business Letter
The letter is where strategy becomes message. You’ve outlined the plan in the memo — now you’re executing a piece of it. The letter is typically addressed to the affected employees (those losing their jobs), though your assignment instructions may specify a different recipient. Assume it’s going to affected employees unless told otherwise.
This is the harder document to write well. You need to be honest without being brutal. Empathetic without being performative. Clear about next steps without overwhelming someone who just found out they’re losing their job. These are real tensions and there’s no trick to resolving them — only care and precision.
Letter Format Requirements
Use full block format as shown in Appendix B of your textbook. Everything is left-aligned. No indented paragraphs. Each section is separated by a blank line.
| Element | What It Includes | Notes |
|---|---|---|
| Letterhead / Return Address | Microsoft Corporation, One Microsoft Way, Redmond, WA 98052 (or similar) | Use a company address if writing as a Microsoft executive |
| Date | Full date: July [date], 2014 | Match the timeframe of the case |
| Inside Address | Recipient name and address — since this is a mass letter, use a generic form: “Microsoft Devices & Services Employees” or similar | Don’t skip this — it’s part of block format |
| Salutation | “Dear [Name]:” or “Dear Microsoft Team Member:” — colon, not comma | Business letters use a colon after the salutation |
| Body Paragraphs | The message itself — opening, context, impact, support, close | Short paragraphs. No headers in a letter. |
| Complimentary Close | “Sincerely,” or “Respectfully,” | Only first word capitalized, followed by a comma |
| Signature Block | Name, title, company | Four blank lines between close and typed name for a handwritten signature space |
What to Put in Each Letter Section
Structure your letter around five moves. Each one is a paragraph or two. Keep paragraphs short — this is not an essay.
State the News Directly — In the Opening
Don’t bury the lead. One of the main criticisms of the Elop memo was that it spent paragraphs on business strategy before telling employees what was actually happening. Your opening paragraph should make clear — immediately — that this letter concerns the workforce reduction. Something like: “I am writing to inform you that your position with Microsoft will be affected by the workforce restructuring announced today.” That’s the news. Say it first.
Why this matters: When people are anxious, they scan. If they have to read three paragraphs before they know whether this letter affects them personally, you’ve failed the basic test of clear communication. Lead with the news, then explain it.Explain the Business Context — Briefly
After delivering the news, you owe the reader an honest explanation of why this decision was made. Keep it short. Microsoft acquired Nokia. That acquisition brought in more employees than the combined organization needs in certain areas. The reduction is a consequence of that business decision, not a reflection of any individual’s performance. Be direct about the business rationale without making it feel like a corporate deflection — the person reading this deserves to understand the actual reason.
One paragraph is enough. The memo is where you write the full strategic explanation. The letter is where you give the human-sized version of it.Describe What Happens Next
This is probably the most important section for the recipient. They want to know: when does my last day happen, what severance or support am I receiving, who do I talk to, and what are my next steps? Be as specific as your case details allow. Reference severance packages, transition support, career services, or whatever Microsoft actually offered (and what your assignment scenario includes). If you’re approximating based on the case, make it plausible and concrete. Vague reassurances (“we will support you through this transition”) without specifics are not enough.
Specific > general: “You will receive [X] weeks of severance pay and continued health benefits through [date]” is useful. “We are committed to supporting you” is not.Acknowledge the Human Weight of This
One paragraph. Acknowledge that this news is difficult and that the person reading it has made real contributions. This isn’t about corporate liability management — it’s about basic decency. You don’t need a lot of words. “I recognize that this news is difficult. Your work at Microsoft has mattered, and we are committed to making this transition as supportive as possible.” Short, direct, genuine. Don’t over-emote — that reads as performative when it comes from a corporation.
Close with a Clear Point of Contact
The final paragraph should tell the recipient who to contact with questions, how to reach them, and what to do next. Give a name or a resource (HR department contact, a specific email address, a transition support team). Don’t close with a vague “feel free to reach out” — tell them exactly what reaching out looks like. Then close the letter professionally and sign it as a named executive, not an anonymous department.
Audience Analysis and Tone
O’Rourke’s textbook spends significant time on this in Chapter 2 (Communication and Strategy), and for good reason. Every effective business communication starts with a clear picture of who you’re writing to and what they need. The Microsoft case gives you multiple audiences — your two documents are targeting different ones.
Memo Audience: Internal Leadership
These are colleagues or superiors. They’re not emotionally affected by the layoff in the same direct way. They need a clear, actionable plan. They want to know the strategy is sound, the risks are accounted for, and the execution is coordinated. Tone: confident, analytical, concise. You’re the expert in the room recommending a course of action.
- Use professional, direct language
- No sympathy language — wrong register for this audience
- Active voice throughout
- Clear recommendations, not just observations
Letter Audience: Affected Employees
These are people receiving difficult news. They may be shocked, anxious, or angry. They need honest information, specific details about what happens next, and basic human acknowledgment. Tone: clear, direct, honest, and human. Not warm and fluffy — that reads as inauthentic. Not cold and corporate — that reads as callous.
- Plain language — no jargon
- Short sentences and paragraphs
- Active voice for clarity
- Lead with the news, not with corporate strategy
Communication strategy requires matching the message to the audience’s needs, not to the sender’s comfort. The temptation in bad news communication is to soften the message for the sender’s benefit — to use vague language that lets leadership feel they were kind. What actually serves the audience is directness. Clear news. Specific support. Honest explanation. That’s what the case is asking you to demonstrate you can do.
Mistakes That Cost Marks
Writing a Case Analysis Instead of Documents
The assignment asks for two formatted documents — a memo and a letter. Not an essay about the case. Not a reflection on what Nadella did wrong. Produce the actual deliverables in proper format.
Follow Appendices B and C Exactly
Your textbook shows you what these documents look like. Match the format: header block for the memo, full block layout for the letter. Markers check format as part of the grade.
Burying the News in the Letter
Opening the letter with three paragraphs about Microsoft’s strategic vision before telling employees their job is affected is the same mistake Elop made. Don’t repeat it. State the news in the first paragraph.
Lead Paragraph States the News Clearly
Your very first body paragraph in the letter should make clear what the letter is about and how it affects the reader. Then you explain and support. That’s the right order.
Using the Memo to Deliver the Message
The memo is a strategy document — it’s the plan. The letter is where you deliver the actual message. Mixing them up (writing a sympathetic memo addressed to employees, or a strategic letter) shows you haven’t understood the two-document structure.
Keep the Two Documents Clearly Distinct
Memo = internal planning document addressed to leadership. Letter = external or formal communication addressed to employees. Different audiences, different purposes, different tones. They should read differently.
Vague Key Messages With No Specifics
“We value your contributions and care about your future” in the letter without any specific information about severance, timeline, or next steps is insufficient. General sympathy without concrete detail is not a communication strategy.
Include Specific, Actionable Detail
Reference specific elements: what support employees receive, who to contact, what the next steps are, when notifications happen. Even if you’re approximating based on the case details, be concrete.
Appendix A (Case Analysis), Appendix B (Sample Business Letter), and Appendix C (Sample Strategy Memo) in your textbook are not supplementary reading — they are templates. Use them. The format shown in those appendices is what your professor expects to see. Deviating from them without a clear reason will cost marks on format even if your content is strong.
Frequently Asked Questions
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Communication Assignment Help Get StartedThe Bigger Picture
This assignment isn’t really about Microsoft. It’s about whether you can make sound communication decisions under pressure — decisions that account for multiple audiences, balance honesty with compassion, and translate strategic thinking into actual documents people can read and act on.
That’s a skill that matters in any management role. The memo-and-letter format is just the vehicle. Get the format right. Get the content right. And make sure your two documents feel like they were written by someone who actually thought about what the reader needs — not just what the writer is comfortable saying.