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DB FPX 8630 Assessment 6 Conference Presentation

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DB FPX 8630 Assessment 6 Conference Presentation Student name Capella University DB-FPX8630 Catalysts for Change Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Slide 01 Conference Presentation Hi! My name is _________. In this paper, I will present the importance of the proposed subject of utilizing an adaptive approach to leadership to improve innovation within a technology company. Slide 02 Adaptive Leadership for Fostering Innovation The theme is adaptive leadership that can be used to address the issue of employee resistance and improve innovation. The offered issue contributes to the application of adaptive leadership in favor of the digital transformation of the technology industry. Leadership is involved in deciding the way technology can be applied to promote innovation (Kesting et al., 2021). The issue that is proposed is the calculation of the opinions of the leaders regarding the use of adaptive approaches to technology change in the organization. Therefore, carrying out the project on the issue of leadership would be a change agent in that it would facilitate innovation in the technological world. Slide 03 Problem The overall business issue is that mid-sized technology companies in industries face difficulties with the challenges of digital transformation, which leads to operational inefficiency, disengagement among workers, and the inability to pursue strategic goals (Musaigwa, 2023). The targeted business issue is that the leaders of business in mid-sized organizations within the technology industry struggle to adopt adaptive leadership practices, which leads to high employee resistance of employees, low rates of digital tool use, and stagnant innovation (Issah, 2022). The business problem identified was that a change is required to handle the complex situations in the technology industry through an adaptive leadership approach. The management will assist in the reduction of employee resistance during the digital era and create a culture of innovation within the technology industry. Slide 04 Gap in Practice The proposed gap is the lack of adaptive strategies of the business leaders to overcome resistance to change, alignment team efforts with organisational goals, or investment in the required training of digital skills. To ensure that the performance of the organization is enhanced, mitigation of the identified gap is critical. Kesting et al. (2021) emphasized the role of adaptive leadership in shaping a new, innovative work environment that should be digitalized. Furthermore, the adaptive leadership styles should be creative in view of bridging the gap in terms of the technology and the skills of the employees (Costa et al., 2023). Therefore, the research problem is the absence of technology in the business sector, and adopting the adaptive leadership approach to address the gap can reduce the issue. Slide 05 Purpose of the Project and Project Question Purpose of the Project The project aims to examine the potential of adaptive leadership practices by mid-sized technology firms to be applied in order to overcome employee resistance, improve the adoption of digital tools, and promote innovation. Project Question How can adaptive leadership practices be effectively utilized by leaders in mid-sized technology enterprises to address employee resistance and promote successful digital transformation? By completing the project, there would be a change in the form of integrating the application of the adaptive leadership approach to enhance innovation within the technology firm. Also, the project question guided the change requirement by applying the adaptive leadership approach to dealing with employee resistance in the digital era. The project question will assist in determining the effectiveness of adaptive leadership in supporting the strategic decision-making process in the digital transformation. Slide 06 Technique The approach that was adopted in a project is the generic qualitative inquiry technique that examines the experience and perception of the participants of the use of practices of adaptive leadership. The method is also possible to gather information on how the leadership can address the issue of employee resistance and decreased innovation in technology firms (Naeem et al., 2023). Naturally, the method will gather the information about the detailed and contextual data about the leaders who encounter the difficulties of digital transformation (Kesting et al., 2021). The project technique is responsive to the project question, which dwells upon the exploration of the role of adaptive leadership practices in overcoming the resistance of employees. The project will yield details through the chosen method that will be helpful to the leaders in reducing the gaps identified in the technology sector. Slide 07 Data Sources Real sources like peer-reviewed articles are employed to describe the reason why leadership must be the driver behind the change in the technology industry. The data contained in the driving innovation project is supported by valid sources that provide information on the technology industry. As the source Musaigwa (2023) has indicated, adaptive leadership can help manage the skills gap that is associated with technology usage. In addition, Chughtai et al. (2023) explained why adaptive leadership could be significant in nurturing an innovation culture within the organization. The sources demonstrate the most important lessons regarding the efficacy of adaptive leadership that facilitated the development of innovations in the organization. Slide 08 Data Collection The stages that were involved in the data collection process are outlined below; The identification of potential participants was based on the inclusion and exclusion criteria. The screening will involve the Zoom platform. The participants will be questioned on several issues related to leadership (Huang et al., 2022). The data collection method will be semi-structured interviews. The interview with the participant will be done through the Zoom platform. The interviews will take approximately one hour for each participant to obtain the view of the business leaders on adaptive leadership. Slide 09 Data Analysis Data that will be related to the project will be studied using a thematic approach in the following steps: Familiarization: The obtained information will undergo familiarization to evaluate the meaning of the received data (AlNuaimi et al., 2022). Coding: A coding process will be applied in order to analyze the meaning of the data. Data will be categorized by using specific codes. Theme Development: Codes will be grouped into themes to categorize them into […]

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DB FPX 8620 Assessment 1 High Performance Leadership

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DB FPX 8620 Assessment 1 High Performance Leadership Student name Capella University DB-FPX8620 High Performance Leadership Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] High Performance Leadership The development of a doctoral project would not be possible without efficient leadership skills. At Capella University, the postgraduate students are provided with numerous opportunities that will help to support their knowledge about the importance of the project (Capella University, 2021). The School of Business, Technology, and Health Care Administration (SOBTH) has an advisory board that gives advice to students and helps them value the fundamental aspects of the projects. Moreover, webinars present significant information in accordance with the needs identified in the doctoral capstone guidebook, and the students are ready to complete the academic requirements successfully. Selected Resources for Review SOBTH had three major resources that were chosen to assist doctoral students. To begin with, the resource on research topic selection assists students in narrowing down on topics by carrying out extensive literature reviews with a focus on an oriented and systematic process (Capella University, 2021). Second, the project techniques guide includes practical ideas of how a doctoral project should be conducted, providing step-by-step guidance in order to make project management and implementation more effective. Third, the research compliance webinar highlights the ethical factors and defines the duties that a student should exercise in order to follow the standards of Capella University. The choice of the resources was to deepen the background knowledge in the development of the topic, project implementation, and the ethics of research, which are the most important aspects of a successful doctoral project. In all three sources, it is emphasized that APA formatting is essential to ensuring that the language of the project is scholarly and consistent. Comprehensive Summaries of the Main Points The first tool is a webinar about project techniques, which offers learners different methodological techniques to use in doctoral projects, allowing them to choose the most suitable approach (Capella University, 2021). Second, the research compliance session provides information on the process of doctoral project approval by the Institutional Review Board (IRB) of Capella, with a focus on compliance with ethical and institutional standards. Third, the topic selection webinar is a very detailed explanation of how research topics would be narrowed down and the significance of selecting academically relevant research topics with research-backed materials (Capella University, 2021). The combination of the identified resources highlights the importance of creating clear research topics, utilizing effective research methods, and adhering to all the applicable ethical and institutional-level requirements. Alignment with Doctoral Capstone Guidebook The first resource is the project techniques guide, which correlates with Section 2 of the guidebook, which is the section concerning the project design. The resource contains the requisite methods of choice of methods, which is the determining factor in the successful implementation of a doctoral project (Capella University, 2023). Second, the research compliance webinar relates to Section 2 and the subsection of ethics consideration, which states that it is important to adhere to the ethical standards and guidelines during research activities to ensure integrity and conformity to the institutional standards. Third, the research topic selection webinar justifies Section 1 of the guidebook, such as the overview of the project, problem statement and purpose sections. The resource provides an indication of how to determine the research topic, existing problems, and the purpose of the project. The combination of the resources offers a holistic backbone of doctoral learners as it incorporates methodology planning, ethical standards, and topic creation into the unified project design. Reflection on Chosen Resources All the central concepts of the chosen three resources coincide with the instructions of the doctoral capstone guidebook. Section 2 of the guidebook is directly supported by the project techniques webinar, which offers the necessary strategies for choosing the right methodologies and project design. Second, ethical issues are discussed in the research compliance webinar, which is meant to ensure that all the activities in the project comply with the standards set by institutions and remain ethical. Third, the webinar about the selection of a research topic provides guidance on the selection of real-world issues and their assessment in relation to the requirements of the capstone course, which is in support of Section 1 of the guidebook. The combination of the resources is to unite the steps of topic selection, methodological planning, and ethical compliance so that doctoral students can create the ability to come up with projects that are important to address the identified issues and at the same time are entirely in line with the capstone framework. Conclusion Successful doctoral projects need proper leadership and the use of resources. Capella University offers some essential sources, such as advice on the choice of topic, methods of conducting the project, and compliance with the research. The chosen resources enable the students to build clear research topics, use the right techniques and be ethical. In addition, these resources support students in aligning their work with institutional standards and academic expectations throughout the doctoral journey. The identification of the tools will be integrated to make sure that it follows the doctoral capstone guidebook. The exploitation of identified resources will enhance the background skills and ease the completion of the project. Struggling with DB FPX 8620 Assessment 1? Get expert help now and achieve High Performance Leadership success! [/blur_section] References for DB FPX 8620 Assessment 1 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Capella University. (2021). SOBTH academic learner-facing webinars. Capella.edu. https://www.capella.edu/ Capella University. (2023). Doctoral capstone guidebook. Capella.edu. https://www.capella.edu/online-phd-programs/capstone/ [/blur_section]

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DB FPX 8620 Assessment 2 Harvard Business Review Article Proposal

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DB FPX 8620 Assessment 2 Harvard Business Review Article Proposal Student name Capella University DB-FPX8620 High Performance Leadership Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Harvard Business Review Article Proposal Leadership is necessary to enhance technological developments in order to boost organizational productivity and overall performance. New prospects are presented by the introduction of technological solutions to promote the growth and development of businesses. A proper application of electronic instruments simplifies work, which results in better financial results. Technological advancements also foster a culture of creativity, which helps to make the organization successful (Konopik et al., 2021). The assessment below considers the role of digital transformation on business models and the way corporate strategies that are aimed at improving performance are influenced. The article uses the business environment as the analysis guiding scenario and artificial intelligence (AI) applications in the business environment as its subject matter. Positive and Negative Aspects for Leaders in Digital Transformation The current business environment has gone through a significant shift, and leaders are shifting towards the use of advanced technological methods in order to achieve organizational objectives. As Kassa and Worku (2025) proved, AI-assisted digital transformation can increase the efficiency, make the decision-making process stronger, and improve the risk management in financial services. In the same manner, Lou et al. (2025) also claimed that AI applications facilitate more precise wealth assessment, better fraud deterrents and enhanced staff management, which produce both benefits in terms of increased operational efficiency and lower operating expenses. Contrastingly, a study conducted by Cremer et al. (2022) also outlined a number of disadvantages linked to digital transformation, including that automation poses the possibility of ethical issues, undermines data protection, and poses the threat of displacing human jobs through machinery-mechanization processes. Other complications involving AI also pressurize leaders by heightening their control of system bias, regulatory conformity, and other issues that arise due to employee resistance to AI-based organizational change. The practitioners emphasized that AI high-performance governance and flexible leadership behaviors are necessary and Konopik et al. (2021) suggested that leaders should develop high-level competencies, take a strategic perspective, and consider the ethical potentials linked with AI adoption. Digital transformation, however, cannot be effective without the incorporation of AI with human supervision that meets regulatory demands. Benefits and Drawbacks of Digital Transformation The value of an organization is enhanced when its leaders seek new strategies and invest in strategic technological developments. Progressive change initiatives that involve the adoption of modern digital systems reduce the level of human error and foster the levels of operational performance (Qiao et al., 2024). The main benefits associated with AI-oriented transformation are increased efficiency, extended automation, and increased dependence on the data-driven decision-making process. To achieve the benefits, it will require an executive leadership that is dedicated and governance systems aimed at steering the responsible implementation of artificial intelligence. Conversely, there are such big issues as algorithmic bias, cyber vulnerability, and job displacement (Konopik et al., 2021). Further pressure is seen where the organizational staff do not have the necessary technical capabilities to facilitate AI-based innovation. Business Innovation Model Leaders are addressing the digital transformation by transforming the models of business to make it more efficient, generate better customer experience, and improve business resilience. Deliu and Olariu (2024) detailed that with AI-assisted decision making, AI-operated functionalities, and enhanced data analytics, the financial services environment is transforming. A lot of organizations are abandoning the traditional service system in favor of AI-based platforms to build more agility and customer interaction. AlNuaimi et al. (2022) emphasized the importance of business designs that are built on a platform, such as digital-only banks, that reduce operational costs and provide customized financial services. Implementation of adaptive measures, including cloud technologies and blockchain systems, offers leaders stable security controls and reliable data integrity controls. The real-time market tendencies are analyzed with the help of AI that aids in the proper prediction of risks and effective risk mitigation. The key AI-based predictive analytics advantages, such as fraud reduction and improved investment decisions, contributed to the increased customer trust (Monjur et al., 2023). Human-AI collaboration frameworks assist companies to use AI responsibly without losing the role of human judgment and generate high performance rates without tipping the scales in ethics (Przegalinska et al., 2024). The new leadership approaches focus on employee growth by incorporating a continuous learning programme that trains the staff to work in AI-assisted processes. AlNuaimi et al. (2022) established that companies that invest in intensive upskilling programs and effective AI governance systems exhibit better abilities to handle any technological shocks that may occur on a continuous basis. Uncertainty periods have also promoted resilient innovations by using scalable AI applications and flexible digital infrastructures, which allow organizations to be competitive in the face of sudden technological advancements. Innovations Digital transformation is also innovative and is defining various sectors by intensifying efficiency, enhancing customer interaction, and operational sustainability. To begin with, AI-assisted decision-making and predictive analytics have already resulted in significant profit thanks to the enhanced risk assessment, reduced financial fraud, and more efficient investment choices (Monjur et al., 2023). Second, the platform-based business models, such as digital-only banking models, have made operating processes easier and minimized costs and provided highly personalized financial services (AlNuaimi et al., 2022). Third, new technologies, including cloud-based solutions and blockchain structures, have been developed in a way that supports resiliency with the robust protection of data and data integrity in times of significant digital transformation (Cheikhrouhou et al., 2025). Together, innovative strategies will trigger increased performance results and enable organizations to remain flexible and competitive in the ever-shifting digital world. Strategies to Develop Competitive Advantage The AI capabilities are providing organizations with a significant competitive advantage through promoting automation, broadening analysis force and facilitating highly customized customer services. The operational processes supported by AI speed up working processes, reduce costs, and enhance better interaction with customers, which ultimately makes more informed business choices (Ali et al., 2024). Predictive analytics combined with machine learning brings more knowledge to the organization by […]

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DB FPX 8620 Assessment 3 Business Project Idea: Developing a Business Study

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DB FPX 8620 Assessment 3 Business Project Idea: Developing a Business Study Student name Capella University DB-FPX8620 High Performance Leadership Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Introduction The adoption of artificial intelligence (AI) in financial services is still growing at an impressive pace, as solutions are being developed to perform risk assessment, fraud detection, customer relationship analysis, and staff optimization. The overall AI investment in the financial services industry (banking and insurance) will grow by an estimated 97 billion dollars by 2027, and the automation enabled by AI is already actively improving the operational efficiency with an average of 45 percent in cost reduction across automated processes reported across different institutions (Vukovic et al., 2025). The growing dependence on AI-based processes raises the demand level for efficient executive authority that can solve regulatory requirements, ethical issues, and organizational problems, which relate to algorithmic decision systems (Cajueiro and Celestino, 2025). The modern studies focus on the leadership frameworks, which combine the governance frameworks with the innovation-driven approaches to manage AI responsibly and facilitate the growth of competition. The research question of the suggested work is based on finding leadership practices that can enable successful human-AI cooperation in the process of digital transformation. A strong AI leadership structure is the key to sustainable financial progress and strategic resilience. Problem of Practice The overall issue is the growing sophistication of AI-based financial services, which requires leadership frameworks that can regulate sophisticated digital technology without affecting strategic performance. The use of AI in risk assessment, fraud prevention, and credit scoring is still growing among many financial institutions; nevertheless, leadership capacity remains lagging behind the fast development of AI systems. Scholarly studies have indicated that a lack of executive responsibility has been one of the reasons for increased vulnerability to algorithmic bias, cybersecurity risks, and lax regulatory adherence (Cremer et al., 2022; Konopik et al., 2021). Consequently, the performance of an organization is put at risk when there is no strategic direction in the integration of AI that is based on effective leadership practices. The particular issue consists in the lack of a clear leadership style that facilitates successful human and AI partnership in the framework of the digital transformation of the financial sector. Researchers have indicated that most financial institutions are overly dependent on automation without instituting governance systems to balance analytical functions with moral protection as well as human judgment (Aslam et al., 2025; Kabir et al., 2025). AI tools are frequently embraced by leadership teams to enhance the efficiency of operations, but the organizational structure tends to stay the same, and thus, the employees are not able to use the AI insights in a responsible manner. The absence of the organized models of leadership intensifies the issues of AI credibility, responsibility of the stakeholders, and transparency of decisions. Problem Manifesting The issue is being reflected in the inconsistencies in the application of AI, imbalanced workforce preparedness and a decreasing trust in AI-assisted decision-making. The resistance of employees, lack of technical competency, and ambiguity of how the human roles are expected to change with algorithmic systems are reported by many financial organizations (Koo et al., 2025). The problem of operational challenge arises when frontline managers do not possess the competency to understand the results of AI or to integrate AI-based insights into strategic planning. Lack of a consistent leadership system diminishes the worth of AI investments and causes tension in organizations leading to performance gaps, ethical doubts, and untapped digital opportunities. Gap in Practice The practice gap is the absence of a systematic framework on leadership that could facilitate human-AI cooperation in the process of digital transformation of the financial sector. Numerous financial institutions are not only growing the use of AI in risk analytics, fraud detection, and customer modeling, but organizations at the top are often working without an overarching view of how to use AI that incorporates governance and ethics and how to develop workers (Goyal et al., 2025). The existing leadership trends tend to focus on automation benefits and ignore the necessity of the models that would put AI at the side of human skills (Mikalef and Gupta, 2021; Przegalinska et al., 2024). Consequently, organizational executives have a hard time prioritizing AI strengths to the strategic priorities, resulting in uneven control and a decline in the quality of decisions. There is a substantial gap between the present situation, which is marked by the disjointed implementation of AI, the lack of employee readiness, and ad hoc governance, and the desired one, which encompasses the leadership system that would foster responsible AI integration, ongoing upskilling, and transparent decision-making. It has been shown that organizations that have formal human and AI collaboration structures are more adaptive, more risk-averse, and have more trust in Artificial Intelligence-based insights (Koo et al., 2025; AlNuaimi et al., 2022). Lack of such a system constitutes the gap in practice since financial institutions experience performance issues that are based on the lack of leadership direction, role expectations, and support of collaborative intelligence. An effective leadership model to narrow the identified gap and guarantee the sustainable value of AI-enabled transformation is required. Purpose of the Project and Project Questions The rationale behind the proposed qualitative business project is the study of the leadership practices that promote effective human and AI cooperation in the financial services organizations. The research will employ a case study project method to explore the ways in which managers build governance frameworks, nurture ethical practices, and adopt the strategy of developing the workforce that reinforces AI-powered transformation. The development of increased dependency on advanced analytics, automation and predictive modeling has presented new leadership requirements that align innovation with responsibility. The use of AI tools by several financial institutions is still lacking evidence of a consistent leadership framework that combines the organizational culture, employee potential, and open decision-making (Shaban & Omoush, 2025). Research on leadership behavior, communication strategies, and organizational facilitations will give a better idea of how executives are working through regulatory demands, how […]

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DB FPX 8610 Assessment 1 Analyzing and Reflecting on Completed DBA Capstone Projects in Business Administration

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DB FPX 8610 Assessment 1 Analyzing and Reflecting on Completed DBA Capstone Projects in Business Administration Student Name Capella University DB-FPX8610 Leadership Theory and Practice Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Analyzing and Reflecting on Completed DBA Capstone Projects in Business Administration The qualitative exploration of the re-skilling of the pharmaceutical sales force showed that pharmaceutical organizations are in a state of unparalleled panic to make changes to the old product-selling paradigms. The capstone project finds that relationship marketing principles, along with technological competencies, are needed in the successful process of digital transformation. The results of the capstone on re-skilling suggested that the formal organization training and skills development programs led by employees should be structured by pharmaceutical company leaders (Wise, 2021). The study also presented realistic knowledge on how the already established industries can handle the mess in the territories of the digital marketplace. Evaluation of Problem Statement and Business Administration Relevance The capstone project dealt with the particular business issue that pharmaceutical leaders who have failed to re-skill their sales representatives to utilize digital communication channels are losing market share and sales to their competitors. Pharmaceutical companies that are not re-skilling communication through digital means are losing market share and sales (Wise, 2021). The research problem exhibited considerable importance to the study of business administration as it has investigated the key points related to the management of organizational change, the strategy of adopting technologies, and the transformation of the workforce in the traditional industries. The results of the study provided the necessary information to business leaders who have to overcome the disruptive nature of the digital marketplaces and competitive pressures. Assessment of Key Findings and Business Sector Implications The research discovered that there are four significant themes that are essential in challenging the conventional pharmaceutical sales within the business context of today. Sales representatives became the most dominant case, and 297 mentioned the effectiveness of peer-to-peer learning compared to training (Wise, 2021). The discussion has revealed that digital communication lines, in particular, Veeva Engage, should be used in real-time, which aided in reaching regions where no physicians were available (Wilcox et al., 2019). The results indicated that pharmaceutical organizations are required to replace product-based to customer-based digital relationship marketing approaches. Integration of Theoretical Concepts and Practical Applications The capstone project revealed that the data competency machine enables the pharmaceutical representatives to create individual messages to the physicians by adopting customer-related management technologies as a strategy. The adopted model of relationship marketing and the digital competency model presented by Braun and Latham (2020) are skillfully developed to purchase and apply in a practical version. This approach also supports consistent engagement by connecting digital tools with routine communication practices. The interface competency theory can be implemented in practice, as was done on the Veeva Engage platform, where representatives are given the possibility to conduct office operations in online communication (Wise, 2021). Digitalization competency facilitates a shift between theory and practical sales force development, which can be explained by the fact that the participants are focusing on online face-to-face communication (Berry, 2002). The entire amalgamation can enhance the value that the research contributed to the development of evidence-based practice in the organizational transformation and development of digital representation in the workforce. Implementation of Capstone Conclusions in a Specific Business Context The re-skilling model is a direct response to the lack of leadership development at Breakthrough Technologies by organizing digital competency training for middle-level managers. The four-theme strategy of the study allowed organizations to connect past management operations with the modernized forms of digital leadership demands (Illanes et al., 2018). The sales representative-based learning models can be transformed into peer-based leadership development models that can promote in-house career advancement and lower the cost of turnover. The solution should be implemented through a combination of formal organizational training and self-directed learning, which is what Wise has discovered to be the best. Conclusion As evidenced in the reflection, the capstone project offers fundamental knowledge on organizational change in a fast-changing digital marketplace. The methodological rigor and practical application of the study provide useful templates to business leaders who are currently dealing with technological disruption within industries. The study is important to business administration literature because it provides a connection between relationship marketing theory and current digital competency needs. The results also form the background knowledge for further research on the re-skilling strategy of the workforce and the management practice of organizational change. [/blur_section] References for DB FPX 8610 Assessment 1 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Berry, L. L. (2002). Relationship marketing of services perspectives from 1983 and 2000. Journal of Relationship Marketing, 1(1), 59-77. https://doi.org/10.1300/J366v01n01_05 Braun, M., & Latham, S. (2020, April 6). The future of work. Montana Business Quarterly. https://www.montanabusinessquarterly.com/the-future-of-work/ Eggert, A., & Serdaroglu, M. (2011). Exploring the impact of sales technology on salesperson performance: A task-based approach. Journal of Marketing Theory and Practice, 19(2), 169-185. https://doi.org/10.2753/MTP1069-6679190204 Illanes, P., Lund, S., Mourshed, M., Rutherford, S., & Tyreman, M. (2018, January). Retraining and reskilling workers in the age of automation. McKinsey & Company. https://www.mckinsey.com/global-themes/future-of-organizations-and-work/retraining-and-reskilling-workers-in-the-age-of-automation Pawar, R. (2017). The power of customer-centered pharmaceutical marketing. The Kinetix Group. https://thekinetixgroup.com/the-power-of-customer-centered-pharmaceutical-marketing/ Wilcox, I., Lennon, T., Maher, B., & Less, J. (2019). The future of selling in healthcare: An approach to disruptive change [White paper]. ZS Associates. https://www.zs.com/insights/the-future-of-selling-in-healthcare-an-approach-to-disruptive-change Wise, A. (2021). Reskilling pharmaceutical sales representatives in a digital marketplace [Doctoral capstone project, Capella University]. https://campus.capella.edu/web/doctoral-programs/research-scholarship/institutional-review-board [/blur_section]

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DB FPX 8610 Assessment 2 Evidence for Gap in Practice

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DB FPX 8610 Assessment 2 Evidence for Gap in Practice Student Name Capella University DB-FPX8610 Leadership Theory and Practice Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download ” form_id=”e9df100″] Evidence for Gap in Practice A practice gap constitutes the subliminal lack or absentee component that makes the organizational issues emerge and continue. Kensington Auto Parts is an example of how the idea can be put into practice, where the chief executive officer (CEO), Kensington Perry, is not interested in initiating new leadership development programs. The talent turnover has created a rotational talent pool of younger talents, which is directly related to more expensive employee turnover each year (Kensington Auto Parts, 2025). The case shows that the lack of leadership development can have a trickle-down effect on organizations in terms of financial and operational impact. Specific Business Problem The business issue at Kensington Auto Parts is: The high turnover rate among the younger talents in the company, as a result of their career development expectations, has led to increased annual expenses for the company. The practice gap that results in the problem is the unwillingness of the CEO, Kensington Perry, to invest in leadership development programs for the emerging leaders. The resistance is driven by the fact that CEO Kensington Perry believes in the philosophy of the CEO father, which emphasizes the continuity of the leadership team instead of the talent pipeline development (Kensington Auto Parts, 2025). There has been a revolving door situation in the absence of structured leadership development, whereby younger employees want chances for growth in their careers. Gap In Practice The disconnect in the practice is the reluctance of CEO Kensington Perry to invest in leadership development programs for the future leaders. This gap directly leads to the business issue of high turnover costs per year. Studies indicate that in an event where the failure to invest in leadership development is exhibited by organizations, employees tend to move out to seek improved career prospects. Why The Gap Aligns With the Problem The gap is in accordance with the turnover issue since the issue has de facto cause-and-effect relations. According to Ali et al. (2024), failure by organizations to invest in the development of leaders results in low levels of employee engagement, which subsequently leads to turnover. The same picture can be observed at Kensington, where Perry does not invest in the development of up-and-coming leaders, younger workers do not find any career growth opportunities, they get disengaged, and they leave. The case study verifies the trend, whereby Kensington has a revolving door of younger talent who want opportunities for progression in other places (Kensington Auto Parts, 2025). The article by Xuecheng et al. (2022) researched family-owned business structures that are similar to Kensington, which are small and medium enterprises. The authors established that organisations that fail to invest in leadership development programs have high turnover levels and turnover costs. The absence of an investment in development is interpreted by the employees as a message that the organization does not attach importance to growth, and they will seek employment in other places. The message that Perry is conveying to the younger employees of Kensington is exactly what the philosophy of consistency in his leadership and not coming up with new leaders sends. Examples of Current Practitioner Literature The practice gap is that the CEO, Kensington Perry, is not keen on investing in leadership development programs for emerging leaders. The business issue is the high turnover of younger talent in terms of employee turnover and high costs every year, because younger talent is seeking career advancement opportunities. Existing academic sources support the fact that the change in the gap of leadership development is attributed to organizational retention issues. Research by Ali et al. (2024) investigated transformational leadership within the pharmaceutical industry in Bangladesh and discovered that the construct can largely influence the retention of employees. Employee engagement plays a key role in the connection between retention and leadership development. Organizations fail to form leaders, which leads to a drop in employee engagement, and this becomes the cause of turnover. The researchers examined 650 pharmaceutical workers through structural equation modelling. The identified gap at Kensington Auto Parts is directly supported by the evidence: the lack of willingness by Perry to invest in the concept of an emerging leader would predictively translate to the lack of engagement among ambitious young employees, which would explain the identified turnover problem. The studies have also established that inadequate leadership development in organizational setups leads to staff turnover. Xuecheng et al. (2022) have examined Chinese small and medium enterprises (SMEs) and discovered that training and development programs have a big impact on employee retention. Those companies that fail to invest in the systematic development of leaders incur higher costs of turnover and lower competitive advantage. The authors have included the social exchange theory and situational leadership theory, which give a theoretical basis to the retention efforts. The study quantified the turnover expenses, and the difference in the investment in leadership development is directly converted into the financial cost that Kensington is currently bearing. The case study of Kensington can be explained using the theoretical framework. The young workers who aspire to grow in their careers feel that the company is not investing in development, and this is the very situation that contributes to the turnover trend, as stated in the case study. Project of Interest The companies are frequently forced to confront the problems of retention that might require structural answers instead of cosmetic reactions to already existing spheres of working malevolence. According to the gap in practice observed in Kensington Auto Parts, and given that there is no leadership development performed on emerging leaders, a structured program that focuses directly on mid-level managers and high-potential employees would effectively provide a solution to the retention crisis. The future leaders would be targeted to serve the project that would equip them with major leadership skills of managing teams, being strategic, and possessing emotional intelligence (Rajagopal et al., 2024). The nature of programs may […]

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DB FPX 8610 Assessment 4 Integrating Current and Past Literature

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DB FPX 8610 Assessment 4 Free Download DB FPX 8610 Assessment 4 Integrating Current and Past Literature Student name Capella University DB-FPX8610 Leadership Theory and Practice Professor Name Submission Date [blur_section id=”postDownload” button=”Read Full Sample ” form_id=”e9df100″] Integrating Current and Past Literature Literature reviews should be conducted in a systematic way in order to integrate the historical foundations and current developments, in order to bridge the existing gap in leadership development by Breakthrough Technologies. Previous literature defines theoretical approaches to leadership skill building among the young mid-level managers based on the studies done on the issues of transition. The current studies build on the premises and focus on the impact of succession planning, career development pathway, and leadership pipeline programs on the new manager competencies (Camp et al., 2022). The lessons are directly applicable to the case of Breakthrough Technologies, where the lack of stability in the senior leadership has brought about a revolving door of young talents who are hoping to find a promotion in other companies. Specific Business Problem and Gap in Practice Breakthrough Technologies is experiencing a skyrocketing turnover expense of new mid-level managers who feel there are fewer internal growth and career development prospects, leading to losing the high-potential talent to the competitors (Breakthrough Technologies, 2025). The exodus poses threats to organizational continuity, higher recruitment and training costs (more than 15 per cent of the budget), and losing a competitive edge through the loss of institutional knowledge. The practice gap leading to the issue is the philosophy of CEO Ron Black, who does not invest in programs for developing emerging leadership talents but instead sustains the executive team. Ron thinks that younger leaders can be easily changed, and he is not willing to invest in the development of the leadership pipeline (Breakthrough Technologies, 2025). The leadership ideology produces a procedural shortfall in succession planning and the development of mid-level managers’ skills. One of the issues raised by the employee advisory board (EAB) is the revolving door of younger employees who want to grow elsewhere, but Ron is opposed to investing in leadership development, and that is why the turnover crisis continues to affect the organization and deny it the ability to develop sustainable leadership capacity. Literature Supporting the Problem and Gap in Practice To identify the leadership development issues in Breakthrough Technologies, it is imperative to review some of the past trends, as well as current literature on the managerial transitions, succession planning, and emergent leader retention. The synthesis of 61 empirical studies on managerial identity work by Westen and Graca (2024) showed that leadership performance follows a series of struggle, development, and realization stages. The results highlight that knowledge acquisition is not the only basis of the maturity of leaders, but self-knowledge and organizational encouragement through systematic development schemes, mentorship, and proper career outlooks, which are absent in the strategy that Breakthrough Technologies uses to identify emerging talent. This view is consistent with the company’s issue: the philosophy of CEO Ron Black that new leaders can be easily replaced has caused an insufficient focus on developing the leadership pipeline, which has seen the turnover costs skyrocket and high-potential talent go to rivals. The theoretical basis also sheds some light on the ways in which poor preparation and organizational support prevent the development of leadership. A qualitative interview of 30 clinical managers (Spehar et al. 2012) revealed that a lack of adequate training and path dependency tend to entrap the leaders in reactive and stagnant management patterns with no visible prospect of many advancements. Likewise, Breakthrough Technologies has shown no well-planned succession planning and leadership development initiatives, which has led to the dynamic revolving door where there is an emerging leader in the mid-level positions, who is finding outside opportunities because of a lack of internal growth. The ability of the company to retain the institutional knowledge and cut the turnover cost, as well as develop the long-term leadership capacity, is highly limited without specific organizational interventions to create formal leadership pipelines, mentorship programs, and succession planning initiatives. Application to Current Leadership Trends Aspect Text Importance of evidence-based training On the one hand, the current leadership studies stipulate the importance of evidence-based training in developing effective leaders, and Breakthrough Technologies displays a severe weakness in this respect. Westen and Graca (2024) — three dimensions Westen and Graca (2024) discovered three dimensions that are essential to managerial development: knowledge acquisition, self-awareness, and organizational support. Results of formal leadership initiatives The results underscore that organizations that employ formal leadership development initiatives, including pipelines of succession planning and upcoming manager development workshops, have leaders who are promoted in organizations and decrease the expensive turnover. Breakthrough Technologies’ problem In contrast, the dependency and the stability of the executive team at Breakthrough Technologies without the training of the middle-level leaders has led to the rise of turnover expenses, which have been more than 15 percent of the budget as the potential emerging leaders in the organization pursue growth opportunities elsewhere. Historical research (Spehar et al., 2012) The lessons are supported by historical research. Spehar et al. (2012) discovered that poor preparation and deep-rooted management practices (path dependency) in most cases lead to effective leadership transitions. Example — CEO belief and consequences As an example, leaders who are not provided with effective career development prospects and business organizational investments in development are likely to pursue opportunities outside of the organization. The strategy reflects the problem of Breakthrough Technologies: due to the belief of CEO Ron Black in the easy replacement of emerging leaders, the organization has not planned the succession and invested in its leadership pipeline, which has led to a culture of a revolving door, undermining institutional knowledge and competitive advantage. Recommendation Development of institutional leadership growth programs, mentorship, and career growth avenues might thus retain developing talent and develop the capacity to have sustainable leadership. Proposed Business Problem and Leadership Project The suggested business project is the implementation of the pipeline development program of leadership at […]

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DB FPX 8420 Assessment 6 Educator Portfolio

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DB FPX 8420 Assessment 6 Educator Portfolio Student Name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Educator Portfolio Teaching Philosophy A good teaching philosophy entails an intentional combination of theoretical underpinning and evidence-based pedagogical approaches aligned with various professional and academic settings. The teaching side focuses on andragogical and transformational learning concepts, recognizing that the adult learner can be a very valuable source of professional experience that adds to the overall knowledge and interaction (Alam & Mohanty, 2023). The method aims at developing settings in which theoretical knowledge is applied to the complicated and actual issues in order to enhance the level of analytical thinking and leadership skills (Marougkas et al., 2023). Instructional design focuses on the transition of the traditional education model based on educator delivery to dynamic and learner-centered engagement that encourages intellectual curiosity, professional competence, and practical application of knowledge into organizational and global settings. Personal Teaching Philosophy and Adult Learning Frameworks The field of instructional practice combines the conscious application of theoretical background and pedagogical approaches to the responses to the diverse profiles of learners and the development of professional competencies. The teaching philosophy relies on andragogical principles according to which adult learners are autonomous participants, whose previous experiences add to the knowledge exchange in a collaboration (Knapke et al., 2024). The adult learning theory indicates that meaningful education is created when a problem solver can connect theoretical knowledge to the current issues at the workplace and generate strategic decision-making procedures (Allen et al., 2021). The teaching methodology uses foundations of transformative learning that promote critical self-examination, analytical reflection, and perspective restructuring that are required to lead with enlightening leadership and responsive performance in multi-dimensional organizational contexts. Continuous Improvement and Self-Awareness in Teaching Practice Education professional development involves longitudinal reflection and assessment of the effectiveness of instruction to ensure that the levels of instruction and expectation of the learners are aligned with current pedagogical expectations and requirements. Continuous enhancement commitment includes the regular evaluation of instructional methods, the assessment of learner feedback, and the use of evidence-based studies to improve teaching concepts (Fütterer et al., 2025). Self-awareness development involves identifying the instructional strengths and areas of growth, and it facilitates involvement in the targeted professional learning programs to enhance the outcomes of the education process (Maduforo et al., 2024). Reflective practice will also be used to make sure that the instruction strategies are dynamic, responsive, and aligned with the changing learners’ profiles, technological advancement, and industry dynamics that constitute the contemporary adult learning contexts. Integration with Course Teaching Materials A teaching philosophy implementation implies the intentional correspondence between theoretical backgrounds and teaching tools, which are constantly informed by the principles of adult learning and transformative education. The course design of the supply chain management applies the idea of andragogy by integrating case studies, practical learning tasks, and group discussions that use work-related experience to increase relevance and interest (Ngene, 2023). Presentation, assessment system, and systematic lesson plan instructional elements focus on the applicability of the immediate, realistic problem-solving, and systematic progression leading to professional competence and reflective growth (Strielkowski et al., 2024). The operationalization of the instructional philosophy is through course materials, which establish environments in which the learner has the opportunity to bridge theory to the current issues of the supply chain, develop analytical reasoning capabilities, strategic thinking, and critical thinking skills that allow the learner to be an effective leader in complex global settings. Conclusion Instructional philosophy is an all-encompassing methodology of adult education that combines both theoretical knowledge and practical implementation in order to maximize learning and facilitate professional growth in learners. The philosophy acknowledges that a good education can make a person a self-directed professional able to use the knowledge gained in the complex organizational world as well as to maintain intellectual growth in both the academic and workplace contexts. It also emphasizes the importance of reflective practice, enabling learners to evaluate their experiences and continuously refine their skills. It is possible to foster leadership preparedness in a changing and competitive business environment by focusing on andragogical principles, constant improvement, and experiential learning opportunities. The specified strategy enhances personal professional development and organizational capacity, contributing to both educational goals and respondent requirements to the changing nature of the global market and modern supply chain management practice. [/blur_section] References for DB FPX 8420 Assessment 6 [blur_section id=”postinstructions” button=”Grab Capella References” form_id=”b4ab3ac”] Below are the references used in DB FPX 8420 Assessment 6 Educator Portfolio: Alam, A., & Mohanty, A. (2023). Educational technology: Exploring the convergence of technology and pedagogy through mobility, interactivity, AI, and learning tools. Cogent Engineering, 10(2), 1–8. https://doi.org/10.1080/23311916.2023.2283282 Allen, S. J., Rosch, D. M., & Riggio, R. E. (2021). Advancing leadership education and development: Integrating adult learning theory. Journal of Management Education, 46(2), 252–283. https://doi.org/10.1177/10525629211008645 Fütterer, T., Wurst, C., & Goeze, A. (2025). Rethinking professional development: development and evaluation of an evidence-based online PD course on the effective use of technology in the classroom. Education Sciences, 15(2), e205. https://doi.org/10.3390/educsci15020205 Knapke, J. M., Hildreth, L., Molano, J. R., Schuckman, S. M., Blackard, J. T., Johnstone, M., Kopras, E. J., Lamkin, M. K., Lee, R. C., Kues, J. R., & Mendell, A. (2024). Andragogy in practice: Applying a theoretical framework to team science training in biomedical research. British Journal of Biomedical Science, 81(12651). https://doi.org/10.3389/bjbs.2024.12651 Maduforo, A. N., Scott, S., & Scott, D. (2024). Leadership development for contemporary post-secondary academic leaders: challenges, content, and approach. SAGE Open, 14(2). https://doi.org/10.1177/21582440241253647 Marougkas, A., Troussas, C., Krouska, A., & Sgouropoulou, C. (2023). Virtual reality in education: A review of learning theories, approaches, and methodologies for the last decade. Electronics, 12(13), e2832. https://doi.org/10.3390/electronics12132832 Ngene, N. C. (2023). Teaching philosophy in a teaching portfolio: Domain knowledge and guidance. Advances in Medical Education and Practice, 14, 1231–1248. https://doi.org/10.2147/amep.s428897 Strielkowski, W., Grebennikova, V., Lisovskiy, A., Rakhimova, G., & Vasileva, T. (2024). AI-driven adaptive learning for sustainable educational transformation. Sustainable Development, 33(2), 1921–1947. https://doi.org/10.1002/sd.3221 [/blur_section]

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DB FPX 8420 Assessment 5 Professional Development Framework

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DB FPX 8420 Assessment 5 Free Download DB FPX 8420 Assessment 5 Professional Development Framework Student name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Read Full Sample ” form_id=”e9df100″] Professional Development Framework The Professional Development Framework is a tool that shall be used in your reflection of the significant aspects of professional growth as you advance through the DBA Program. This framework includes four main areas of development: (a) knowledge and scholarly thinking, (b) advocating change, (c) personal effectiveness and professional identity, and (d) applied research competencies. During the program, you will also spend time building a framework and objectives that are tailored to your interests and abilities. Take the blocks in this template and develop and contemplate your professional development framework. Individually, you will come up with competencies and objectives in one of four domains in four courses. This is a template that you will submit in these courses to be graded. Other courses- You will be able to reflect on your actions in these directions and how the framework is assisting you in learning. There is no need to submit your reflections in such courses, but we suggest that you apply the given prompts to assess your objectives and developments. Your last course will be your reflection on the process of the framework development and your development as a doctoral professional. This reflection will be in your final capstone project. Professional Development Matrix As you develop your framework, summarize your subdomains and goals in each domain. You will add to this matrix as you progress in the program and include it in your final presentation. Professional Development Journal Course 1. First Course (required) The field of knowledge and scholarly thinking is the foundation for the formation of highly analytical skills, which are crucial in doctoral supply chain management research and practice. This area is concerned with the development of intellectual skills that can make practitioners scholar-practitioners who are able to carry out rigorous research, synthesize complex information, and come up with creative solutions to current corporate issues. I am growing to strengthen critical thinking skills, improve research methodology skills, and develop creative problem-solving skills that will respond to the changing complexities in the supply chain. Subdomain 1: Critical Thinking Enhancement Goal: Within 18 months, the accuracy of analytical problem solving will be boosted by 30 percent by working on systematic case study analysis, structured peer evaluation processes, as well as quarterly competency assessment. Development Strategy: Understanding through complex case analysis of supply chain disruption cases through analytical frameworks in place every week. Get involved in the monthly peer review programs to assess the process of reasoning and areas to improve on. Complete quarterly assessment evaluation to assess the improvement in logical thinking and evidence-based decision-making. Work on difficult situations where various views, thoughts, and even challenging assumptions are to be considered. Reflection: An effective doctoral research and professional practice is based on advanced critical thinking skills. With the ability to develop skills systematically with the help of structured activities and frequent evaluation, I can improve my skills in handling complex business issues and producing evidence-based solutions to real-life problems related to supply chain management. Subdomain 2: Innovation and Creative Problem-Solving Goal: Within 24 months, at least 5 innovative supply chain solutions will be created and deployed by focusing on the innovation workshops, cross-industry collaboration projects, and recording the measurable operational improvements. Development Strategy: Participate in quarterly innovation workshops about new technologies and methodological processes. Work on 3 inter-industry projects that make me open to different views of problem-solving. Measure and record the performance of solutions implemented by reducing costs and improving efficiency. Develop the digital transformation, sustainability, and resilience strategies. Reflection: Innovation must be systematically exposed to new ways of thinking and methodology other than the conventional supply chain methods. Formal teamwork and practical experience will enable me to acquire innovative skills to respond to the modern needs, such as the implementation of the circular economy, the adoption of blockchain, and resilience needs in the post-pandemic era. Subdomain 3: Research Methodology Mastery Goal: Learn the high-level quantitative and qualitative research methods by taking special methodology courses, carrying out independent research, and becoming a published author in a peer-reviewed academic source. Development Strategy: Successful completion of 2 advanced methodology research courses in 12 months, including quantitative and qualitative styles. Carry out 4 standalone research projects each year to implement acquired methodologies on topics in supply chain. Have the ability to use data analysis software and statistical methods as applied to business research. Publication of research results in reputable academic journals within 36 months. Reflections: The knowledge of research methodology will allow conducting rigorous research on the phenomena in the supply chain and add to the body of knowledge. Through the skill of quantitative and qualitative research, I will be able to perform extensive research to fill gaps in theory as well as offer practical suggestions that can be used in the industry. Action Plan and Implementation Timeline Phase 1 (Months 1-6): Foundation Building Determine initial levels of competency by evaluation processes. Initiate critical thinking development structured with the help of weekly case analysis. Sign up for the initial course in the research methodology field and start developing the basic skills. Introduction of cross-industry professionals into collaboration relationships. Phase 2 (Months 7-12): Skill Application Applied acquired methodologies by initiating an independent research project. Participate in the initial innovation workshop and implement innovative methods on existing issues. Full preliminary peer reviews and use of feedback in the development processes. Monitor growth with quarterly evaluation of the progress and re-strategize where necessary. Phase 3 (Months 13-18): Advanced Development Finish the second course in methodology and start the development of advanced research projects. Come up with initial creative answers and test the effectiveness of implementation. Write manuscript submissions according to finished research works. Hone critical thinking skills, grounded in the assessment feedback. This overall development plan is a systematic enhancement plan that guarantees a consistent […]

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DB FPX 8420 Assessment 4 Teaching in Higher Education – Creating an Example of Student Work

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DB FPX 8420 Assessment 4 Teaching in Higher Education – Creating an Example of Student Work Student name Capella University DB-FPX8420 Teaching Business in Higher Education Professor Name Submission Date [blur_section id=”postDownload” button=”Free Download” form_id=”e9df100″] Teaching in Higher Education – Creating an Example of Student Work Write a brief paragraph as an introduction to the assessment and its purpose. Analyzing Contemporary Issues in Supply Chain Management. The heading style must be proper, and this should be 2nd competency according to the rubric. The advent of new local and global trading opportunities, the rise in natural and state-imposed barriers, the enhancement of communications, and the formation of vast economic regions have had to necessitated the greater implementation of Supply Chain Management (SCM) to ease the flow of products between producers and consumers. This is an unprecedented requirement of SCM based on the fact that it improves efficiency, minimizes waste as well and ensures customer satisfaction. As the business environment is dynamically changing, the SCM is being transformed in a significant way, with some of the changes posing a challenge to professionals to maneuver and others offering opportunities to be exploited. Through analysis and interpretation of the current problems, the SCM professionals can make use of the most practical frameworks to ensure that their response is strategic and lessens the adverse consequences. Issue 1: Sustainability in SCM H2 One of the relevant topics in modern-day SCM practices is the sustainability of the supply chain. Babagolzadeh et al. (2020) define sustainable SCM as an act of incorporating environmental, social, and financial aspects in the sourcing of raw materials, production, and distribution of goods and services. The idea of sustainability in SCM dates back to the second part of the 20th century, when the increasing demand in the market for goods and services to be provided led to innovative manufacturers resorting to harmful practices in sourcing, production, and distribution of goods to reduce costs and meet the requirements of the market. The sentence needs citation. To live, social and environmental impact were rarely considered, both in the short and long term, and more organizational activities focused on cost reduction, efficiency, and optimization of logistics (Rajeev et al., 2017). The source should be recent and within the past 5 years. The social and environmental effects of industries began to be felt between the 1960s and the 1980s, and this necessitated that stakeholders develop policies and legislation to regulate industry operations to reduce the environmental consequences. At this point, the sustainability of SCM has moved much more towards being profit-driven than preserving the interests of future generations. Organizations have also altered the perception of sustainability as a cost and risk to be machine-gunned into an opportunity that can be used to augment value, exercise their innovative ability, and use it as a competitive advantage by reaching out to their clientele. On the international front, agencies like the UN have proposed Sustainable Development Goals, which direct companies on the manner in which they can handle waste and the way to deal with social challenges in the locations of their activities add citation. In addition to this, Magento (2020) recognizes the growing trend toward applying technology to sustainable SCM, and one of the innovations is that big data analytics can be deployed to identify the aspects of the supply chain where operations are not sustainable and require rectifying measures. Social media, blockchain, AI, and robotics are some other technologies that have been extensively used to enhance supply chain operations and minimize adverse social and environmental effects. Citation Technology will provide the support of SCM sustainability in the future, not only due to the ability to trace the products fully, but also due to the opportunity to develop the supply chain that will resist environmental and social shocks. Sustainable SCM plays a significant role within the process of organizational decision-making because it enables organizations to deal with risks, deal with systemic social problems, and warrant stakeholder trust and confidence. In addition, it will allow organizations to add value to products along the supply chain without necessarily adding adverse effects on the surrounding environment and communities. As explained by Xie et al. (2024), the needs of stakeholders, the ethical considerations of the environment, and environmental consciousness can have a huge impact on the performance in the market of the organization. Thus, the increasing number of clients who care about the environmental and social footprint of the products they use can be attracted and retained in the organization through the sustainable decision-making process. Issue 2: Digitalization and Technology in SCM The SCM integration of technology has made the sector non-manual, but disintegrated and automated processes that are fast and highly efficient. Consequently, the firms will be in a better position to navigate the volatility, uncertainty, and complexity of global business and politics. The history of digitalization in SCM can be dated to the 1960s when Material Requirements Planning (MRP) was invented to facilitate the complex manufacturing process more effectively. Citation missing. The primary aim of MRP was to guarantee the supply of raw material to be used in production, making sure that only minimal amounts of materials and products were in stock at the store to save space in the store, and having a structured schedule of manufacturing, procuring, and delivery (Ivanov et al., 2021). MRP was later changed to MRP II in the 1970s, and it now has a broad range of functions, not limited to material requirements management, as it encompasses other manufacturing processes, like labor and machine capacity planning, and was more integrated into personal computers. The proliferation of the internet and personal computers in the 1990s saw the establishment of Enterprise Resource Planning (ERP) systems, and some of the roles of the MRP II were incorporated in the ERP systems to facilitate processes and information flows within the company. The contemporary age still sees ERP being highly employed in SCM, although there is growth in the new technological advancements. Industry 4.0 is also disrupting technologies like […]

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