DB FPX 8620 Assessment 2 Harvard Business Review Article Proposal

Name

Capella university

DB-FPX 8620 High-Performance Leadership

Prof. Name

Date

Introduction

This assessment is divided into two parts. The first part evaluates the positive and negative aspects of leaders undergoing digital transformation, including a comparison of findings from the perspective of both scholars and practitioners.

The second part features a prepared proposal for a Harvard Business Review article on leading digital transformation in retail. The proposal addresses the central message, the necessity of the proposed solution, and its application to current retail business operations. An updated literature review matrix will accompany this assessment submission as a separate attachment.

Leading Digital Transformation in Retail

Digital transformation varies by business and industry. It involves adopting digital technologies in a company’s strategy and operations. Examples include transitioning from in-person to remote workspaces, implementing automated customer service, managing employee performance, and using artificial intelligence to improve efficiency.

Positive Aspects of Leaders and Digital Transformation

Belka (2021) suggests that digital transformation can promote better employee experiences and work culture. Turner (2019) argues that engaged employees achieve above-average productivity and contribute to team effectiveness. Engaged employees and a positive work culture enhance business performance by increasing productivity across all areas and reducing staff turnover, which positively impacts the bottom line. Leaders responding to digital transformation can continue to support a positive workspace for all employees, leading to improved business performance.

Negative Aspects of Leaders and Digital Transformation

Sannapureddy (2018) notes that digital transformation requires reworking processes, products, and strategies by leveraging current technologies. One negative aspect leaders may face is resistance to change, which can harm the business. Research from Bateh et al. (2013) suggests that leaders must be trained in handling resistance and educated on overcoming it. The drawbacks of employee resistance to change include a decline in productivity, a negative impact on workforce attitude, and damaged business relationships. Ingram (2017) suggests that while changes are generally intended to benefit the company, their results can be unpredictable.

How are Leaders Adapting to Change

Leaders need training in adapting to change. Stichler (2011) suggests that change is one of a leader’s most essential and challenging roles. When change occurs, leaders must consider both those enforcing the change and those impacted by it. Leaders can best facilitate workplace change by being flexible in shifting priorities and goals and adopting a strategic approach.

Leadership and Business Model Innovation

Denning (2021) suggests that a new kind of leadership is required to navigate the digital age. An example of this is most major retailers and fast-food operations moving from in-person ordering to mobile applications and contactless delivery options. The COVID-19 pandemic forced businesses to rethink traditional models and incorporate digital strategies to stay competitive. Leaders are adapting to these changes by empowering team members to participate actively and become accountable for their development. Dubey (2019) suggests that in the digital age, leaders need to grant autonomy and freedom to make decisions and encourage team members to contribute ideas and insights to achieve shared organizational goals.

Leadership Strategies in the Digital Age and Their Effectiveness

Research by Li et al. (2016) discusses the critical challenges faced by small and medium-sized companies in the digital age. The digital revolution has led leaders to align business strategy with digital technology for longevity and growth. Effective implementation of digital transformation relies on a good working partnership between leadership and the information systems department. Hirt and Willmott (2014) suggest that businesses must adapt to a plug-and-play model to remain competitive. This model allows businesses to integrate new and existing models into their value chains, as seen in the travel industry’s successful adaptation. As more niche providers access new digital platforms, competition intensifies.

Harvard Business Review Proposal Central Message

The proposed article, “Leading Digital Transformation in Retail,” addresses the impact of the COVID-19 pandemic on business operations. The traditional business model was severely impacted, necessitating the immediate implementation of a digital strategy for survival. The article will explore how retailers can merge digital strategies with traditional brick-and-mortar stores. The gap in practice lies in some retailers relying solely on traditional models, which could significantly impact revenue without integrating digital innovation.

Why is Digital Transformation Strategy Important?

This article is essential because businesses are contemplating their next steps as the pandemic wanes. Business owners are questioning whether to revert to traditional models or continue with digital innovations that offer convenience. The article will explore these considerations, emphasizing the need for a digital strategy to remain competitive. Managers need to understand their roles in the new digital landscape and how it impacts daily operations. Training in digital strategy and management is crucial for leaders accustomed to traditional business models.

Management Considerations

If a new digital strategy is implemented, managers must review financial statements to determine its impact. Positive results, such as sustained or increased revenues, may lead to a permanent digital strategy. Negative results will require reevaluation as face-to-face transactions resume. This topic is relevant to current business decisions.

Source of Authority

Stackpole (2021) discusses how information technology groups rapidly launched initiatives for remote work and digital operations. Overby (2021) notes that business models dependent on in-person interactions successfully pivoted to digital delivery. Papagiannidis et al. (2020) suggest that businesses survived the pandemic’s impact by swiftly adopting digital transformation initiatives. Hai et al. (2021) find that digital transformation is changing business models, processes, services, and relationships. Papagiannidis (2020) highlights how augmented reality was integrated into retail web spaces, allowing customers to visualize purchases.

Experience

My personal and professional experience with digital transformation during the pandemic includes transitioning from office work to remote work, boosting productivity. I have embraced online ordering for groceries and other necessities, and I plan to continue this post-pandemic for its convenience.

References

Bateh, J., Castaneda, M. E., & Farah, J. E. (2013). Employee resistance to organizational change. International Journal of Management & Information Systems (IJMIS), 17(2), 113. https://doi.org/10.19030/ijmis.v17i2.7715

Belka, A. (2021, October 30). 5 digital transformation examples. What is it & benefits. Digital Product Design and Development Company Boldare. https://www.boldare.com/blog/5-examples-of-digital-transformation/

Denning, S. (2021, March 15). How new leadership succeeds in the digital age. Forbes. https://www.forbes.com/sites/stevedenning/2021/03/14/how-new-leadership-succeeds-in-the-digital-age/?sh=40d35a0050a1

Dubey, A. (2020, February 8). This is what great leadership looks like in the digital age. World Economic Forum. https://www.weforum.org/agenda/2019/04/leadership-digital-age-leader/

Hai, T. N., Van, Q. N., & Thi Tuyet, M. N. (2021). Digital transformation: Opportunities and challenges for leaders in the emerging countries in response to Covid-19 pandemic. Emerging Science Journal, 5, 21–36. https://doi.org/10.28991/esj-2021-sper-03

Hirt, M., & Willmott, P. (2019, July 17). Strategic principles for competing in the digital age. McKinsey & Company. https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/strategic-principles-for-competing-in-the-digital-age

Ingram, D. (2017, November 21). What are the pros and cons of change in a business? Small Business – Chron.Com. https://smallbusiness.chron.com/pros-cons-change-business-433.html

DB FPX 8620 Assessment 2 Harvard Business Review Article Proposal

Li, W. (2016, June 15). e-Leadership through strategic alignment: An empirical study of small- and medium-sized enterprises in the digital age. SpringerLink. https://link.springer.com/article/10.1057/jit.2016.10?error=cookies_not_supported&code=9f64e5b0-d14c-4951-b265-685dadc0fc72

Overby, S. (2021, August 16). 9 digital transformation truths that the pandemic rewrote. The Enterprisers Project. https://enterprisersproject.com/article/2021/8/digital-transformation-9-truths-post-pandemic

Papagiannidis, H. (2020). How AR is redefining retail in the pandemic. Harvard Business Review. https://ismguide.com/wp-content/uploads/2022/03/How-AR-is-Redefining-Retail.pdf

Papagiannidis, S., Harris, J., & Morton, D. (2020). WHO led the digital transformation of your company? A reflection of IT related challenges during the pandemic. International Journal of Information Management, 55, 102166. https://doi.org/10.1016/j.ijinfomgt.2020.102166

Sannapureddy, B. R. (2018, November 20). What is digital transformation (DX)? Pros and cons and challenges and how to face them? LinkedIn. https://www.linkedin.com/pulse/what-digital-transformation-dx-pros-cons-challenges-how-sannapureddy/?trk=related_article_What%20is%20Digital%20Transformation%20(DX)?%20Pros%20and%20Cons%20and%20Challenges%20and%20How%20to%20face%20them?_article-card_title

Stackpole, B. (2021, July 27). Digital transformation after the pandemic. MIT Sloan. https://mitsloan.mit.edu/ideas-made-to-matter/digital-transformation-after-pandemic

Stichler, J. F. (2011). Adapting to change. HERD: Health Environments Research & Design Journal, 4(

4), 8–11. https://doi.org/10.1177/193758671100400402

Turner, P. (2019). Employee engagement and the employee experience. Employee Engagement in Contemporary Organizations, 1–26. https://doi.org/10.1007/978-3-030-36387-1_1