LEAD FPX 5220 Assessment 2 Assessing Priorities and Planning for Change

LEAD FPX 5220 Assessment 2 Assessing Priorities and Planning for Change

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Capella university

LEAD-FPX5220 Leader as Change Agent

Prof. Name

Date

Abstract

A robust infrastructure plays a crucial role in facilitating communication within an organization. By implementing a strategic infrastructure, organizations can minimize inconsistencies and communication barriers, enhancing both cross-functional and interpersonal interactions. This paper discusses how XYZ Corporation’s infrastructure was unsustainable from its inception. Altering IT infrastructure resembles remodeling a house while still residing in it—if done improperly, it can lead to significant challenges. Effective technology is essential for a business to operate efficiently.

An inadequately designed IT infrastructure not only frustrates employees but also diminishes efficiency and productivity, resulting in substantial long-term costs (Lazor, 2020). The argument presented in this paper underscores the critical importance of strategic infrastructure for organizational success. Its absence led to chaos and a shutdown lasting several months. The conclusion offers recommendations for necessary changes and their importance for the organization’s future success and sustainability.

Change Challenge

Change is inevitable in any organization; however, the way an organization manages this change can determine its success or failure. For the sake of confidentiality, this company will be referred to as XYZ Corporation. As the Director of Finance in the gaming sector, I understand that change is particularly frequent due to the continuous release and development of new games. Preparing an online game involves numerous details, and the existing infrastructure was inadequate, set up by employees lacking IT expertise. Although the initial equipment supported the few games released, as the company grew, the urgency for upgrades became apparent, yet the leadership team failed to recognize this necessity.

At that time, the portfolio included three games and a single data center housing approximately four servers, routers, firewalls, storage systems, and server racks, staffed by about five employees. This data center was crucial for both game operations and organizational functions. During a period of rapid growth in the early 2000s, the game portfolio expanded from three to fifteen, and the workforce grew from five to 215. XYZ Corporation delivered quality games, exceptional customer service, and a cash shop featuring costumes and customization options that customers appreciated. Revenue soared from $500,000 in 2001 to $3.5 million in 2003, reaching $7.5 million in 2004. The company continued to exceed expectations until 2005.

In April 2005, customer complaints began to emerge regarding server issues, such as connectivity problems and disconnections during gameplay, along with concerns about missing avatars and unfulfilled purchases from the cash shop. Internal complaints also surfaced about office server malfunctions; email services failed, network storage reached capacity, and critical data was lost due to lack of a backup server.

Factor Driving Change

Successfully navigating the constant cycle of change is essential for any organization’s success. Change affects everyone—businesses, industries, and individuals—daily. The two primary drivers of change are external and internal factors.

External Factor

Technology serves as a significant force shaping change. In today’s digital landscape, organizations must continually upgrade their technologies to maintain competitiveness. “An important prerequisite for a long-term and successful operation of any organization is the ability to predict events and adapt to market conditions” (Jan & Veronika, 2017, p. 5). Unfortunately, XYZ Corporation lacked an experienced IT professional who understood the necessity of technological advancements. Consequently, the company faced a six-month shutdown to hire IT consultants for infrastructure analysis and improvement.

Internal Factors

Management’s lack of vision significantly hampers organizations from achieving their goals and mission. Frequent changes in leadership can disrupt continuity and introduce new strategies that may not align with existing goals. The absence of effective leadership negatively impacted XYZ Corporation, resulting in a failure to develop strategies for improvement or change.

Identify the Change

XYZ Corporation must invest in new technology and skilled personnel to progress. The existing technological inefficiencies jeopardize the company’s momentum in the North American gaming industry. Poor strategic guidance from leadership has cost millions in potential revenue. To overcome these challenges, the organization must reevaluate its IT infrastructure and strategic approaches. “People resist change as a defense mechanism since change of any type elicits some level of anxiety” (Staren & Eckes, 2013).

Readiness for Change and Heightened Awareness

Force Field Analysis Approach

Developed by Lewin, force field analysis (FFA) offers a systematic method for managing change effectively. The FFA comprises five steps: (1) identify planned change, (2) identify driving forces, (3) identify restraining forces, (4) formulate strategies to enhance driving forces, and (5) devise strategies to mitigate resisting forces.

Driving Force #1: The Digital Revolution

A lack of equipment has propelled the digital revolution as a critical driving force. Customers demand uninterrupted gameplay, swift server performance, and reliable fulfillment of cash shop purchases. However, the costs associated with new equipment and the unprepared staff pose significant barriers. The digitalization trend has impacted XYZ Corporation more severely than anticipated, necessitating functional servers beyond initial expectations.

Driving Force #2: Globalization

A lack of executive mandate and trust in management has made globalization another driving force. Yet, inadequate understanding of company goals and insufficient incentives hinder the transition to a global mindset. Understanding globalization’s impact is vital for organizations aiming to capitalize on worldwide trends and expand their market reach (Morris, 2013). As a subsidiary of an international firm, XYZ’s leadership overlooked potential markets in Asia, focusing solely on North America, which proved detrimental in 2005.

Driving Force #3: Acceleration

Customer expectations for immediate changes serve as a driving force. Conversely, the expanding portfolio presents a restraining force. As Morris (2013) states, “the driving forces are mutually interdependent, and they feed off one another” (p. 11). The acceleration of change within XYZ, marked by the increase from three to fifteen games and five to 215 employees in just four years, demands a reevaluation of operational strategies.

Recommendation

I recommend upgrading current technology with more robust equipment, including establishing additional data centers to support global expansion. According to Dallas (2015), “once you’ve gathered your data… you’ll be ready to make a recommendation” (p. 27). XYZ Corporation has demonstrated potential in the gaming industry and can enhance its position by broadening its strategic outlook. Investing in skilled personnel is crucial for achieving long-term objectives, ensuring the right people are in the right roles to benefit XYZ both now and in the future.

References

Dallas, H. J. (2015). Mastering the challenges of leading change: Inspire the people and succeed where others fail. Hoboken: John Wiley & Sons. Retrieved from ProQuest

Jan, D., & Veronika, T. (2017). Examination of factors affecting the implementation of organizational changes. Journal of Competitiveness, 9(4), 5-17. doi:http://dx.doi.org.library.capella.edu/10.7441/joc.2017.04.01

Lazor, D. (2020, September 21). Lazor Point. Retrieved from Lazor Point

Mak, A. H., & Chang, R. C. (2019). The driving and restraining forces for environmental strategy adoption in the hotel industry: A force field analysis approach. Tourism Management, 73, 48-60. Retrieved from ScienceDirect

LEAD FPX 5220 Assessment 2 Assessing Priorities and Planning for Change

Morris, L. (2013, July 18). Innovation Management. Retrieved from Innovation Management

Staren, E., & Eckes, C. (2013). Optimizing organizational change. Physician Executive, 39(3), 58-60. Retrieved from ProQuest

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