MBA FPX 5910 Assessments 3 Capstone Project Annotated Outline

Student Name

Capella University

MBA-FPX5910 MBA Capstone Experience

Prof. Name

Date

Introduction

This project illustrates the learner’s capacity to develop strategies reflecting a comprehensive understanding of diverse MBS outcomes in the course, with a specific focus on Nissan during a transitional period. The project aims to identify inputs facilitating a seamless shift from mass production of combustion vehicles to electric and autonomous ones.

 1. Challenges and Opportunities for Nissan

1.1 Opportunities

This project seeks to explore how managers can showcase expertise by capitalizing on business opportunities, particularly those arising from inevitable changes. The analysis of opportunities will be informed by:

Wilberforce, T., El-Hassan, Z., Khatib, F. N., Al Makky, A., Baroutaji, A., Carton, J. G., & Olabi, A. G. (2017). Developments of electric cars and fuel cell hydrogen electric cars. International Journal of Hydrogen Energy, 42(40), 25695-25734.

Additionally, challenges hindering growth will be examined by focusing on key structural and technological adaptations:

Hussain, R., & Zeadally, S. (2018). Autonomous cars: Research results, issues, and future challenges. IEEE Communications Surveys & Tutorials, 21(2), 1275-1313.

2. Ethical and Technical Aspects of Nissan’s Electric and Autonomous Car Production

2.1 Critical Considerations

This transformation involves numerous socioeconomic and political considerations. The source below evaluates these technicalities and challenges, including the usability of autonomous vehicles alongside human-driven ones:

Gogoll, J., & Müller, J. F. (2017). Autonomous cars: in favor of a mandatory ethics setting. Science and Engineering Ethics, 23(3), 681-700.

2.2 Ethical Considerations

Addressing ethical challenges, such as unemployment and geopolitical issues, is crucial. The following source evaluates global ethical settings relevant to these transformations:

Vdovic, H., Babic, J., & Podobnik, V. (2019). Automotive software in connected and autonomous electric vehicles: A review. IEEE Access, 7, 166365-166379.

3. Leadership and Collaboration Adjustments for a Smooth Transition

3.1 Structural Modifications

Anticipated challenges in capital capacity and capability advocate changes in supply chain management and marketing. The source below explores leadership and structural modifications:

Engwall, M., Kaulio, M., Karakaya, E., Miterev, M., & Berlin, D. (2021). Experimental networks for business model innovation: A way for incumbents to navigate sustainability transitions? Technovation, 108, 102330.

3.2 Extending to New Markets

Expanding into emerging markets requires strategic decisions. Firms may choose Greenfield investment or collaboration with existing or incoming companies based on various factors, including the external environment in new locations.

4. Recommendations for Nissan to Address Opportunities and Challenges

4.1 Dissuasion of Options

This crucial section evaluates literary sources and case reviews to provide workable options and suggestions, integrating insights from the discussion section. The source below discusses preparing for autonomous vehicles:

MBA FPX 5910 Assessments 3 Capstone Project Annotated Outline

Fagnant, D. J., & Kockelman, K. (2015). Preparing a nation for autonomous vehicles: opportunities, barriers and policy recommendations. Transportation Research Part A: Policy and Practice, 77, 167-181.

4.2 Recommendations for Strategy Implementation

This section outlines the optimal combinations of strategies and their rollout. It emphasizes transforming the company into a global automotive leader. The source aids in preparing the workforce and incorporating suitable ideas into Nissan’s organizational culture:

Wickens, P., & Lopez, A. R. (1987). The road to Nissan: Flexibility, quality, teamwork. Macmillan International Higher Education.