DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study

Student Name

Capella University

DB-FPX 8620 High-Performance Leadership

Prof. Name:

Date

Business Project Idea: Developing a Business Study

Preliminary Project Frameworks

According to Godfrey (2019), a research project framework serves as the foundational structure or model that supports collaborative research efforts. It aids in identifying various scenarios and customizing approaches and methods accordingly. The project framework is descriptive in nature and should not delve into concepts that could affect outcomes. This framework can be crucial in assisting a business in resolving issues and bridging practical gaps.

Methodology Framework

Dew (2007) defines the methodology framework as the principles that underlie research approaches, distinct from the methods used to gather data. Methodology dictates how researchers generate data for analysis. McMeekin et al. (2020) note that while the advantages of methodological frameworks are increasingly acknowledged, a formal definition remains absent. Consequently, this is not the preferred method, as there is currently no published guidance on how to create one.

Conceptual Framework

Farhat (2022) explains that the conceptual framework consists of a primary objective and essential concepts. This framework relates to how leaders implement changes associated with digital transformation and the adjustments stakeholders must adopt to effectively operate in a digital marketplace. It emphasizes three guiding constructs: inquiry, action, and advocacy. The advantage of a conceptual framework is that it facilitates the establishment of a coherent set of standards and rules, allowing for a practical resolution of the problem at hand.

Theoretical Framework

Grant and Osanloo (2014) describe the theoretical framework as the metaphorical and literal foundation upon which all knowledge for a research study is built. This framework provides the structure and rationale for the study, including the problem statement, purpose, significance, and research question. It connects to how leaders implement changes related to digital transformation and the necessary adjustments stakeholders must make to sustain business operations in a digital marketplace. The theoretical framework serves as a basis for the literature review and analysis method, being derived from existing theories. However, since it relies on pre-existing theories, it is not the preferred framework for the proposed project.

The theoretical framework addresses the following questions:

What are our thoughts or feelings about the phenomenon being studied?-
Are we aiming to explain, describe, interpret, critique, support, or analyze?-
What could be the implications of conducting this work.

Selected Framework

The conceptual framework is the most suitable for the proposed project, as it relates to how leaders implement changes associated with digital transformation and the necessary adjustments stakeholders must make to thrive in a digital marketplace. It focuses on three guiding constructs: inquiry, action, and advocacy. The advantage of this framework is that it simplifies the issuance of a coherent set of standards and rules, enabling a swift resolution of practical problems.

Three Potential Frameworks

Effective Change Management Framework

This framework is based on five key concepts:

Balance Change: Understanding the reasons behind the desired change.
Leverage: Identifying the areas that require change.
Process and Pace: Determining the source of energy for change.
Communication: Establishing how to convey the strategy.
Leadership: Identifying who should oversee the change.

Framework Alignment:

In the proposed project, the overarching business issue is that leaders lack adequate training to manage resistance to change, leading to insufficient guidance for staff during operational transitions. The practice gap lies in leadership’s inability to effectively support employees affected by change. This framework aligns directly with the proposed project, as each concept is essential for addressing the challenges leaders face in managing change. Utilizing this framework will provide valuable insights and resources to help leaders navigate change effectively.

Cavendish Wood Change Management Framework

This framework comprises six key concepts:

Identify: Determining what needs to change.
Assess: Evaluating how the change will occur.
Prepare: Ready the organization for change.
Communicate: Conveying the change effectively.
Implement: Executing the change.
Evaluate: Reviewing the change’s effectiveness.

Framework Alignment:

In the proposed project, the primary business issue is that leaders lack sufficient training to manage resistance to change, which leads to inadequate guidance for staff during operational transitions. The practice gap highlights that leadership is not equipped to effectively support employees affected by change. This framework is directly aligned with the proposed project, as each concept is essential for addressing the challenge of leaders struggling to manage change. By implementing this framework, it will provide practical solutions and resources to help leaders navigate change, specifically by addressing each concept outlined. This framework closely resembles the Effective Change Management Framework, with the key distinction being its inclusion of an evaluation component.

Prosci ADKAR Framework

Key Concept:

This framework consists of five key concepts. The first is awareness, which emphasizes the need for the organization to recognize that change is necessary. The second is the desire to engage in and support the change. The third concept involves understanding what is changing. The fourth is the ability to apply the necessary skills and behaviors. Finally, the fifth concept is reinforcement, which focuses on sustaining the change.

Framework Alignment:

In the proposed project, the overarching business problem is that leaders are not adequately trained to handle resistance to change, resulting in insufficient guidance for staff during operational shifts. The practice gap indicates that leadership lacks the skills to effectively manage employees affected by change. This framework aligns closely with the proposed project, as each concept is vital for addressing the issue of leaders’ inability to manage change. Utilizing this framework will provide actionable solutions and resources to assist leaders in navigating change, particularly by addressing each of the framework’s concepts. This framework is similar to both the Effective Change Management and Cavendish Wood Change Management Frameworks, with the added emphasis on the organization’s desire to understand the “why” behind the change.

Selected Framework

The Prosci ADKAR Framework is the most suitable choice for the proposed project. It encompasses the necessary concepts to address the gap and provide solutions for leaders struggling with resistance to change. This framework is preferred because it emphasizes the importance of all stakeholders having a desire for change. The knowledge components ensure that all changes are clearly identified and that stakeholders remain informed throughout the process. Additionally, the reinforcement concept allows for the evaluation of what is working well and what can be improved, enabling the organization to refine its change efforts and identify signs of success.

Preliminary Project Plan

Technique 1: Qualitative inquiry will be employed to explore the attitudes, perceptions, and motivations of leaders regarding their approach to managing resistance to change.

Alternative Technique: An alternative method for this project is the critical path method. According to Slate (2022), the critical path method is a resource utilization algorithm used for scheduling project activities. This method will encompass all tasks necessary for project completion, the dependencies among tasks, and time estimates for each activity. This technique is well-suited for the proposed project, allowing the researcher to thoroughly address the project question while ensuring that tasks are completed in the correct sequence.

Reflection on Project Alignment

In researching potential organizations that align with the proposed project, the search terms “research organizations for leading digital transformation” were utilized. The first organization identified was the Institute for Management Development (IMD). Established in 2015, IMD’s Global Research Center is a leader in best practice research on digital transformation (IMD, 2022). IMD is directly relevant to the proposed project as it provides resources specifically related to digital transformation. The second organization identified is the Center for Creative Leadership (CCL).

CCL is an excellent partner for the proposed project, as it focuses on leadership development at the individual, team, and organizational levels. The final organization identified was Gartner, a leading provider of research solutions that deliver actionable, objective insights to executives and teams. Gartner would be an ideal partner for the proposed project due to its over 40 years of experience in rigorous proprietary research, expert guidance, tools, and peer networks (Gartner, 2022).

The Institute for Management Development, Center for Creative Leadership, and Gartner would all be valuable organizations to support the proposed project, as each offers research, tools, and resources directly related to leadership development and digital transformation.

Organization Agenda Relevant Alignment

Institute for Management Development:

The Institute for Management Development (IMD) is an independent academic institution where faculty and research teams produce articles, case studies, books, and reports on various topics, including digital transformation. The Global Center for Digital Business Transformation offers new insights and evidence-based guidance to assist organizations in successfully navigating their digital transformation journeys. IMD emphasizes management and contemporary practices and fosters collaborative opportunities with industry leaders focused on innovation and growth (IRI, 2022).

Center for Leadership:

The Center for Creative Leadership (CCL) aims to enhance the understanding, practice, and development of leadership for the benefit of society globally. With a strong emphasis on leadership and a positive mission for digital transformation, CCL employs a research-based approach to provide solutions for individual, team, and organizational leadership (CCL, 2022).

Gartner:

Gartner, Inc. is a technology research and consulting firm based in Stamford, Connecticut, that conducts research on technology and disseminates this information through private consulting, executive programs, and conferences (Gartner, 2022). The firm utilizes proprietary research methodologies and boasts a global team of over 200 research and advisory experts, offering peer networks, training, and development in leadership (Gartner, 2022).

Revised: Introduction

Digital transformation is a vital aspect of modern business operations. According to Kraus et al. (2021), globalization has intensified the pressure on businesses to adapt. This adaptation includes modifications to traditional business models. To succeed in competitive markets, organizations must incorporate digital transformation into their business strategies. This process necessitates a shift in the business model and, crucially, the acceptance of change by key internal stakeholders for the digital strategy to function effectively and efficiently.

Beer et al. (2016) argue that without adequate training to manage change, learning new tasks does not enhance overall performance, as individuals tend to revert to their previous methods. This project seeks to explore how leaders implement changes associated with digital transformation and the adjustments stakeholders must adopt to maintain effective business operations in a digital marketplace. This study is essential for advancing digital transformation among leaders facing resistance to change. The project aims to tackle resistance to change and identify how leadership can overcome these challenges to successfully introduce and implement a digital strategy.

Problem of Practice

Research from the Expert Panel, Forbes Coaches Council (2019), indicates that if an organization finds its leaders losing influence over their teams, a gap exists. The overarching business problem is that leaders are inadequately trained to manage resistance to change, leading to insufficient guidance for staff during operational transitions. This resistance can result in decreased productivity and revenue for the organization. The specific issue is that leaders lack the essential training needed to address employee resistance to change, resulting in diminished productivity and high turnover rates.

Rehman et al. (2021) highlight that implementing change is one of the most significant challenges organizations face. Without proper training, leaders struggle to navigate employee resistance to new initiatives. Viki (2018) identifies human barriers to digital transformation, including a tendency to resist change when faced with unfamiliar digital strategies. Doubt is another barrier that can exacerbate resistance, stemming from the belief that change is unlikely to succeed.

Recent global events have necessitated rapid digital transformation for businesses to remain competitive, leading to immediate resistance from employees. Workers were compelled to quickly abandon their traditional methods and adapt to digital transformation. This resistance can be viewed as a systematic phenomenon linked to digital change. Newman (2018) noted that company culture is a significant barrier to successful digital transformation.

Gap in Practice

McKendrick (2021) emphasizes that leadership’s understanding of the need for change is crucial for maintaining competitiveness. The practice gap lies in leadership’s inability to effectively address the concerns of employees affected by change. The professional gap in practice is that organizational leaders are not adequately leveraging digital transformation strategies to manage change (Rehman et al., 2021). Due to a lack of proper training to address employee concerns regarding digital transformation, staff often resist these changes. Appelbaum (2015) asserts that organizations must rapidly evolve to support digital transformation, which can range from minor adjustments to significant transformations. In the swift implementation of digital strategies, leadership often lacks the training necessary to effectively manage resistance to change.

Qualitative Project Inquiry

References

Appelbaum, S. H., Degbe, M. C., MacDonald, O., & Nguyen-Quang, T. S. (2015). Organizational outcomes of leadership style and resistance to change (Part One). Industrial and Commercial Training, 47(2), 73–80. https://doi.org/10.1108/ict-07-2013-0044

Beer, M., Finnström, M., & Schrader, D. (2016, September 9). Why leadership training fails—and what to do about it. Harvard Business Review. https://hbr.org/2016/10/why-leadership-training-fails-and-what-to-do-about-it

Boulton, C. (2021, June 24). What is digital transformation? A necessary disruption. CIO. https://www.cio.com/article/230425/what-is-digital-transformation-a-necessary-disruption.html

Council, F. C. (2019, May 23). 10 ways to identify leadership gaps within your company. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2019/05/23/10-ways-to-identify-leadership-gaps-within-your-company/?sh=267e49e527a4

DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study

Dew, K. (2007). A health researcher’s guide to qualitative methodologies. Australian and New Zealand Journal of Public Health, 31(5), 433–437. https://doi.org/10.1111/j.1753-6405.2007.00114.x

Erdem, S. (2021, June 11). What is digital innovation and how do you achieve it? UserGuiding. https://userguiding.com/blog/digital-innovation/

Farhat, M. (2020, December 8). Conceptual framework: Best video explanation for students and CPA candidates. Farhat Accounting Lectures. https://farhatlectures.com/conceptual-framework/#:%7E:text=The%20conceptual%20framework%20is%20composed,topics%20covered%20in%20intermediate%20accounting.

DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study

Godfrey, M. (2021, December 12). What is a research framework and why do we need one? Medium. https://uxdesign.cc/what-is-a-research-framework-and-why-do-we-need-one-b3fac8351d46

Grant, C., & Osanloo, A. (2014). Understanding, selecting, and integrating a theoretical framework in dissertation research: Creating the blueprint for your “house.” Administrative Issues Journal Education Practice and Research, 4(2). https://doi.org/10.5929/2014.4.2.9

Kraus, S., Jones, P., Kailer, N., Weinmann, A., Chaparro-Banegas, N., & Roig-Tierno, N. (2021). Digital transformation: An overview of the current state of the art of research. SAGE Open, 11(3), 215824402110475. https://doi.org/10.1177/21582440211047576

Leadership Development Solutions & Services. (2022, February 17). CCL. https://www.ccl.org/leadership-solutions/

Lundy, V. (2013). Project leadership influences resistance to change: The case of the Canadian public service. Project Management Journal, 44(4), 45–64. https://doi.org/10.1002/pmj.21355

DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study McKendrick, J. (2021, April 10). Training upward: Your executives may not fully understand digital transformation. ZDNet. https://www.zdnet.com/article/training-upward-your-executives-may-not-understand-digital-transformation/

McMeekin, N., Wu, O., Germeni, E., et al. (2020). How methodological frameworks are being developed: Evidence from a scoping review. BMC Medical Research Methodology, 20, 173. https://doi.org/10.1186/s12874-020-01061-4

Newman, D. (2018, August 20). 2018 digital transformation trends: Where are we now? Forbes. https://www.forbes.com/sites/danielnewman/2018/08/20/2018-digital-transformation-trends-where-are-we-now/?sh=22de35c0c647

Rehman, N., Mahmood, A., Ibtasam, M., Murtaza, S. A., Iqbal, N., & Molnár, E. (2021). The psychology of resistance to change: The antidotal effect of organizational justice, support, and leader-member exchange. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.678952

Reyes, C. (2020, August 3). Digital strategy – The evolving business strategy | Liferay. Liferay. https://www.liferay.com/resources/l/digital-strategy#:%7E:text=Digital%20strategy%20focuses%20on%20using,use%20to%20achieve%20these%20changes.