DB FPX 8710 Assessment 4 Integrating Current and Past Literature

DB FPX 8710 Assessment 4 Integrating Current and Past Literature Student Name Capella University DB FPX 8710 Professor Name Submission Date   Integrating Current and Past Literature It is crucial to make an in-depth analysis and incorporate the old and new literature to understand business problems. The use of evidence techniques helps identify patterns, trends, and gaps and helps develop effective strategies. Present problems can be related to larger issues, and both past and contemporary sources can be considered. This assessment focuses on the strategies and innovative challenges that CareLead Medical is facing (CareLead Medical, n.d.). In the assessment, how previous knowledge and ongoing research can be applied to the company’s particular issue and practice gap through a review of the literature will be investigated. Examples of Current and Past Articles As for CareLead Medical’s specific conundrum, it was that the 85 COVID testing and immunization centers it purchased did not achieve the return on investment that it had expected. Moreover, their poor financial returns impacted the company’s ability to compete in the healthcare industry. The practice discrepancy is due to the recently acquired clinics that are poorly integrated and operated, further exacerbated by a lack of strategic planning and prioritization of resources (CareLead Medical, n.d). The poor integration has created inefficiencies and loss of market share, and thus the need for improved resource alignment and integration procedures. The proposed issue can be responded to with the help of current and past literature in order to arrive at some insights on the issue. Cooke et al. (2020) have highlighted the need for good integration practices in the realm of acquisitions, as this practice can significantly contribute to enhanced organizational performance and competitive positioning when successful. Kourtis et al. (2021) discussed the importance of strategically allocating resources to improve acquisition outcomes, providing insights into how CareLead could allocate resources strategically to optimize acquisitions. Reviewing the previous literature, Baroto et al. (2012) highlighted the importance of Strategy Alignment and how the new business units should be integrated for maintaining the competitive advantage over the long term. Another historical literature, Saebi and Foss (2015) discussed the connection between business operations and the organisation’s vision and strategy, which is key, as CareLead is currently struggling. The insights from these proposed articles allow CareLead Medical to develop a more complete strategy to efficiently integrate the COVID clinics, prioritize resources, and enhance the overall financial performance and market position. Distinguishes Examples from Other Articles The suggestions for literature offer a unique focus in comparison to other articles, focusing specifically on ways to manage and integrate resources in the context of acquisitions. Cooke et al. (2020) offered up-to-date information on the particular difficulties and solutions associated with integrating new business units. Kourtis et al. (2021) emphasized how crucial strategic allocation of resources is to the success of acquiring a company. Likewise, Baroto et al. (2012) dedicated their efforts to competitive advantages and gave timeless underlying ideas. In contrast, in the balanced scorecard approach by Saebi and Foss (2015), a comprehensive approach was provided to manage company operations and strategies. These studies provided a more specific and comprehensive view of the problem and how to fix it at CareLead Medical, rather than general or less action-oriented studies. Current and Past Articles Apply in the Field of Strategy and Innovation Different research indicates different points of view about the field of strategy and innovation for the healthcare sector. Cooke et al. (2020) and Baroto et al. (2012) offer valuable discussions on the prevailing strategy and innovation trends, particularly those of competitive advantage and integration in relation to CareLead Medical’s problem. Cooke et al. (2020) focused on challenges and solutions that help integrate newly acquired business units, which is an increasingly pertinent and relevant aspect in the fast-paced and acquisitive market of today. Authors, among others, indicated that current trends such as adaptability and responsiveness in strategic planning can support CareLead Medical’s acquisition in its long-term success. These measures make strategic resource management and the use of agile integration techniques critical. What Baroto et al. (2012) addressed is competitive advantage, which is quite topical and is still relevant with the timeless idea of the value of distinctiveness, and cost leadership. These ideas are proposed, and they have influenced or are used in the present, especially in areas of growth and fierce competition. For instance, authors highlighted the need for strategic insight and action, providing a timeless blueprint for understanding how companies such as CareLead Medical can secure and sustain a competitive edge. Together, these articles highlight the linkages between past research and current actions – and between current research and future actions – in the current landscape. The research articles emphasised the need for effective resource management and integration to maintain competitiveness (Cooke et al., 2020; Baroto et al., 2012). A blend of historical and modern perspectives enriches understanding of the challenges of strategic planning and execution and how to overcome these challenges successfully in the modern business world. Project Appropriate for the Field of Strategy and Innovation The recently acquired 85 COVID testing and vaccination clinics pose a major challenge for CareLead Medical because they were not well integrated. The proposed underintegration had a negative impact on the company’s overall performance and market, besides offering insufficient financial returns (CareLead Medical, n.d.). Moreover, CareLead Medical’s growth is faltering between 1-3% and, and the company lacks any global expansion strategy (CareLead Medical, n.d.). These measures are also proposed to further restrict the company’s competitive position in the healthcare industry. The biggest overlooked area is the lack of knowledge and effective processes in the leadership team for integrating the new acquisition, CareLead Medical (CareLead Medical, n.d.). The proposed gap, however, has created a misalignment of resources and makes for inefficient operations and the lack of competitive leveraging of acquired clinics. The problem in healthcare and what CareLead Medical is seeing is that they must develop and implement a successful integration plan for the acquisitions CareLead Medical will establish. The topic that […]