DB FPX 8405 Assessment 4
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DB FPX 8405 Assessment 4
Business Problem Frameworks and Mind Maps
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Capella University
DB-FPX8405 Effective Organizational Leadership
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Business Problem Frameworks and Mind Maps
Within modern organizational analysis, business problem frameworks are formalized approaches to the systematic study of complex organizational problems in theoretical terms. The frameworks allow leaders to break down complex issues into parts that can be analyzed and use the available academic theories to advance knowledge and development of solutions. The visual analytical tools of mind maps complement the frameworks by depicting the interdependent relationships between theoretical ideas and real organizational challenges (Khajeloo and Siegel, 2022). The integrated approach enables a more thorough analysis of problems and well-informed decision-making in the business.
Revised Business Problem Statements
Leadership Problem
The business issue that could arise is that CapraTek might face high resistance to organizational change and digital transformation programs due to expanding into smart home technology, which might slow the adoption of innovations and position the company among the competitors in the fast-developing technology market (Weber et al., 2022). The sophisticated problem statement has been created to include the particular situation of technological transition and the strategic implications of competitive advantage as opposed to internal resistance mechanisms.
Information Systems Problem
The business issue that could arise is that CapraTek will have significant difficulties integrating the current server manufacturing systems with new smart home technology platforms, which could place bottlenecks in the data flow, system interoperability, and scalability as the company scales up the wireless technology offerings (Touqeer et al., 2021). The updated formulation explicitly deals with scalability issues and the technical intricacies of cross-platform integration and leaves the generic system compatibility problems behind in favor of the specific topics of B2B to B2C technological transformation.
Marketing Problem
As a business issue, when CapraTek cannot achieve consumer trust and encourage adoption of the integrated smart home system that might be common with consumer worries about privacy, security and the complexity of smart home technologies, the problem will constrain the level of market penetration and revenues in the consumer electronics industry (Li et al., 2021). The problem has been refined with the added barriers of smart home adoption research to explicitly shift marketing challenges between business to business to business to consumer marketing issues.
Theoretical Models
Leadership – Theoretical Model
The 8-step change model by Kotter offers a detailed structure for interpreting the challenges of the CapraTek digital transformation resistance. The model states that urgency, coalition building, and communicating vision are critical in the process of change within an organization. The study conducted by Trawick and Carraher (2023) proved that the success rate of digital transformation projects in organizations that adhere to the Kotter sequential approach is 30 percent higher. The short-term wins and institutionalizing changes in this model directly respond to the cultural resistance patterns that are witnessed, whereby the traditional manufacturing companies are transforming into technology services.
Information Systems – Theoretical Model
The challenges in CapraTeks’ system integration can be evaluated with the help of the technology-organization-environment (TOE) model. The framework is systematic in the measurement of the technological compatibility, the organizational preparedness, and the environmental pressures that are exerted on technology adoption and integration decisions. The Malik et al. (2021) study was able to demonstrate how the framework is effective in estimating the rate of integration success in the manufacturing sector. The 3D approach of the TOE model is the most appropriate to explain the highly complicated transition in server production to smart home technology platforms.
Marketing – Theoretical Model
The Technology Acceptance Model (TAM) can offer the necessary information on what consumers can do about the CapraTek issue of smart home technology adoption. TAM is an original theory created by Davis in 1989, which details the intention to use new technologies, depending on the perceived usefulness and the perceived ease of use (Chaveesuk and Chaiyasoonthorn, 2022). The predictive value of TAM in the context of adopting technology was confirmed by a recent study on smart homes by Katebi et al. (2022). The model has considered the perceptions of users directly to overcome the problem of trust and complexity that impede the adoption of smart home technology by consumers.
Framework for Leadership Problem
The issue of resistance to the digital transformation at CapraTek will be addressed by choosing the ADKAR change management framework. Prosci founder Jeff Hiatt came up with the change methodology and is centered on personal change by using five components of change: awareness, desire, knowledge, ability, and reinforcement (ADKAR) (Ayala, 2024). In one study by Mouazen and Lara (2024), ADKAR was demonstrated to be effective in technology firms that were faced with changes in technology that were 40 percent more than changes faced by other change management approaches. The personalistic approach to the structure is in accordance with the requirement of CapraTek to instill employee opposition on an individual level and not only to be subjected to organizational procedures.
Rationale for Selection
The ADKAR was selected due to specific reasons, namely, the fact that the model focuses on the human aspect of change, whereas the Kotter model is more general in terms of the steps to build the coalition. The focus of the framework on developing personal desire to change is especially appropriate to the case of CapraTek moving into their operations of manufacturing stable servers for dynamic smart home markets. Research by Flores et al. (2023) also revealed that the sequential nature of ADKAR minimizes resistance by 60 percent when applied in manufacturing organizations that are venturing into new technology fields. Above all, the reinforcement aspect of ADKAR is a guarantee of long-term change, which CapraTek should have, as the culture would need change not only in the early stages of implementation.
Mind Map
Figure 1
ADKAR Framework Mind Map for CapraTek
The ADKAR mind map shows the interrelationship among the fundamental components, which deal with the CapraTek digital transformation resistance. The ADKAR framework is the core node, and the five primary branches emerge out of the core in a sequential, but interdependent manner, retaining original design, but adding CapraTek critical context (DePodesta, 24).
Specifically, the awareness branch comprises market changes, competition risks, and technological gaps, which are directly connected with CapraTek, an urgent need to change the server manufacturing to a smart home technology platform. Lastly, the desired factors are connected to the subjective motivators of the employee, including career development, employment security, and company prosperity, which is what the research conducted by Bohorquez et al. (2022) found out were the most widespread human psychology, causing resistance.
The knowledge and ability branches refer to the real use of smart home technology, including process redesign, smart home technology training, leadership development and technical infrastructure requirements specific to the CapraTek needs. Finally, a reinforcement branch will ensure that the change is maintained through recognition programs, performance measurements and continuous improvement processes. The arrows presented one after another show the stages of ADKAR in a straight line, whereas the feedback loop between the Reinforcement and Awareness shows the cycle that is organizational change (Katebi et al., 2022). Through the visualisation of the change process as comprising four ADKAR elements, each addresses a portion of the resistance issue at CapraTek, which ensures systemic coherence in the overall change process.
Summary
When the theoretical frameworks are used to apply to the three business issues in CapraTek, it is possible to see that the problems in the organization become complex and intertwined when it comes to digital transformation. The 8-step change model by Kotter is used to solve the leadership resistance problem, the technology-organization-environment model offers a systematic analysis of the information systems integration challenges, and the technology acceptance model can help understand the consumer adoption obstacle to smart home technologies.
The application of the ADKAR framework by using the structured mind mapping exemplifies how personal change management can bring the systemic organizational resistance to the organizational structure to offer CapraTek a holistic solution to overcome the transition between the server manufacturing business model and the smart home technology leadership.
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DB FPX 8405 Assessment 4
References for
DB FPX 8405 Assessment 4
Ayala, G. E. (2024). Leading people through change in pathology and laboratory medicine. Clinical Laboratory Management, 151–158. https://doi.org/10.1002/9781683673941.ch11
Bohórquez, E., Caiche, W., Benavides, V., & Benavides, A. (2022). Motivation and job performance: Human capital as a key factor for organizational success. Lecture Notes in Networks and Systems, 512, 291–302. https://doi.org/10.1007/978-3-031-11295-9_21
Chaveesuk, S., & Chaiyasoonthorn, W. (2022). COVID-19 in emerging countries and students’ intention to use cloud classroom: Evidence from Thailand. Education Research International, 2022(1), 1–13. https://doi.org/10.1155/2022/6909120
DePodesta, M. (2024). The development of leadership communities of practice: Utilizing the ADKAR framework. Nursing Administration Quarterly, 48(3), 225. https://doi.org/10.1097/NAQ.0000000000000648
Flores, J. C. Q., Alvaro, B. C., & Arcos, J. R. (2023). Increased machine efficiency through a production model integrating lean tools and the ADKAR model in an SME of the metalworking industry. The Latin American and Caribbean Consortium of Engineering Institution, 1(8). https://doi.org/10.18687/laccei2023.1.1.121
Katebi, A., Homami, P., & Najmeddin, M. (2022). Acceptance model of precast concrete components in building construction based on technology acceptance model (TAM) and technology, organization, and environment (TOE) framework. Journal of Building Engineering, 45. https://doi.org/10.1016/j.jobe.2021.103518
Khajeloo, M., & Siegel, M. A. (2022). Concept map as a tool to assess and enhance students’ system thinking skills. Instructional Science, 50, 571–597. https://doi.org/10.1007/s11251-022-09586-5
Li, W., Yigitcanlar, T., Erol, I., & Liu, A. (2021). Motivations, barriers and risks of smart home adoption: From systematic literature review to conceptual framework. Energy Research & Social Science, 80(1). https://doi.org/10.1016/j.erss.2021.102211
Malik, S., Chadhar, M., Vatanasakdakul, S., & Chetty, M. (2021). Factors affecting the organizational adoption of blockchain technology: Extending the technology–organization–environment (TOE) framework in the Australian context. Sustainability, 13(16). https://doi.org/10.3390/su13169404
Mouazen, A. M., & Lara, A. B. H. (2024). Successful implementation of “ADKAR” change management model in SMEs: The role of transactional and transformational leadership styles. Springer Proceedings in Complexity, 27–39. https://doi.org/10.1007/978-3-031-44721-1_3
Touqeer, H., Zaman, S., Amin, R., Hussain, M., Al-Turjman, F., & Bilal, M. (2021). Smart home security: Challenges, issues and solutions at different IoT layers. The Journal of Supercomputing, 77, 14053–14089. https://doi.org/10.1007/s11227-021-03825-1
Trawick, S., & Carraher, T. (2023). Contextualising Kotter’s 8-step model to a sustainable digital transformation: A qualitative study from the perspective of organisational change. In www.diva-portal.org. https://www.diva-portal.org/smash/record.jsf?pid=diva2:1777982
Weber, E., Büttgen, M., & Bartsch, S. (2022). How to take employees on the digital transformation journey: An experimental study on complementary leadership behaviors in managing organizational change. Journal of Business Research, 143(1), 225–238. https://doi.org/10.1016/j.jbusres.2022.01.036
Capella Professor to choose for
DB FPX 8405 Assessment 4
- Dr. Bradly E. Roh, PhD, DBA
- Dr. Shelley Robbins, PhD
- Dr. Jennifer Straub, PhD, MBA
- Dr. Maja (Maya) Zelihic, PhD
- Dr. Rick Daniels, PhD
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DB FPX 8405 Assessment 4
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Answer 1: Download 8405 Assessment 4 from DB FPX Website.
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Answer 2: DB FPX 8405 Assessment 4 is a Business Problem Frameworks and Mind Maps task that uses models and visuals to analyze organizational challenges.
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