Write an initial post for this Real World Challenge case below.

Background: The MBA program at St. Cloud State University decided to initiate an MBA career coaching service in Fall 2022 to help MBA students with their career strategy. Lisa Fournier was hired as the first MBA Career Coach and established "Coaching Connections." Since last October, Coaching Connections has served over 50 MBA students and focuses on career progression, leadership development, and wellbeing. Overall, the initiative is going well. However, Lisa needs your help in a few organizational culture areas as Coaching Connections continues in its second year! 1. Lisa is a remote employee who lives in another state. Although most SCSU employees are on-campus, the majority of the MBA students are also online, so this working arrangement has not been an issue with Lisa's coaching clients. However, organizational culture is essential as Chapter 8 points out. Now that Coaching Connections has been established, what should SCSU consider when it comes to organizational culture values, rewards, and performance in this virtual coaching space? What are your recommendations on horizontal and vertical communication? 2. The SCSU Career Center and Coaching Connections have been working on establishing a partnership over the last year. The first step was to differentiate the offerings. Coaching Connections focuses on career strategy, leadership development, and wellbeing. Career Services focuses on industry and alumni connections, resumes and Linked In updates, interview practices, and general career counselling. Although there is some cross-over, there have been meetings to figure out the client workflow with limited success. Should Lisa be concerned with resistance to change? What actions could she take to help strengthen this relationship and establish the workflow?