LEAD FPX 5220 Assessment 3 Championing Organizational Change

LEAD FPX 5220 Assessment 3 Championing Organizational Change

Name

Capella university

LEAD-FPX5220 Leader as Change Agent

Prof. Name

Date

Championing Organizational Change

Stakeholder Map for Change in Ingalls Shipbuilding

The author, a Procurement Analyst at Ingalls Shipbuilding, is developing a stakeholder map to facilitate a significant organizational change. A memorandum will be created to present a proposal to a change champion who can advocate for and support this initiative. The memo will outline the recommended changes, their potential impacts on various roles within Ingalls, and strategies for addressing any resistance to change.

Change Overview

Ingalls is transitioning to 3-D technology to enhance its manufacturing processes. It is crucial for the change representative to navigate the political landscape effectively, ensuring they possess the authority to implement these changes. The change agent should promote rational transformation and inspire colleagues at Ingalls to collaborate and execute these changes.

The stakeholder map will serve as a tool for management to grasp stakeholder positions and their readiness for change. This mapping process involves research, discussions, and debates that incorporate diverse perspectives to identify essential stakeholders. The initial step includes gathering opinions from stakeholders.

Stakeholder Identification

Ingalls’ stakeholders include shareholders, as the company is publicly traded. Its customer base is limited to the U.S. government, specifically the Navy and Coast Guard. The financial performance of Ingalls is closely tied to the U.S. economy and defense sector. As the sole supplier of shipbuilding services for the U.S. government, Ingalls holds significant bargaining power and stands to benefit from current trends in naval expansion.

Ingalls is a major employer in Mississippi and ranks among the top employers in Alabama. The company’s market capitalization is approximately $1.89 billion, with the majority of its income derived from U.S. government contracts—97% from the Navy and 3% from the Coast Guard. Ingalls’ competitive advantage lies in its skilled workforce, dedicated to producing high-quality ships.

Workforce Development

According to Ingalls, “At Huntington Ingalls Industries (HII), a company with nearly 37,000 employees and a constant demand to fill positions at all levels — especially skilled trades positions — we invest more than $110 million a year in workforce development” (Archived, 2017). The company is also committed to corporate social responsibility, striving to protect its operational environment.

Consideration of historical lessons and ongoing engagement is essential in developing the stakeholder map. Currently, Ingalls is constructing five different types of large vessels for the U.S. government. The company boasts an 81-year legacy of shipbuilding excellence, capable of simultaneously producing multiple classes of ships (Who We Are, 2018).

Impact of 3-D Technology

The implementation of 3-D technology is expected to enhance manufacturing efficiency, resulting in quicker ship turnover and improved quality. 3-D printing, a facet of additive manufacturing, allows for layer-by-layer production, which contrasts with traditional subtractive methods. The design team at Ingalls is responsible for developing drawings for the output, while procurement must acquire materials for the 3-D printers, including plastics, metals, concrete, and biomaterials.

This technology will also affect transportation and logistics, transforming supply chains. The ability to 3-D print materials will reduce market entry times and mitigate risks in supply chain management. Ingalls can source designs globally and produce them locally using 3-D printing technology.

Stakeholder Perspectives on 3-D Technology

The introduction of 3-D technology will have varying effects on stakeholders. Communication across departments must adapt to incorporate new technologies to ensure seamless access for all employees.

Employment is another significant area affected. As Ingalls adopts advanced manufacturing techniques, the company must seek skilled workers capable of operating 3-D machinery. Reduced labor and transportation costs may lower overall system expenses, allowing for potential manufacturing reallocation closer to home.

Managing Resistance to Change

Resistance from engineers, management, and other departments is a primary challenge associated with the introduction of 3-D technology. To overcome this, Ingalls can utilize 3-D printing for prototyping, allowing departments to become familiar with the technology gradually. Incremental changes can be introduced to ease the transition and minimize resistance.

Conclusion

By addressing resistance thoughtfully and strategically, Ingalls can successfully implement the transition to 3-D technology and enhance its operational efficiency.

Table: Stakeholder Map for Ingalls Shipbuilding

Stakeholder	Position	Impact of 3-D Technology
Shareholders	Owners of the company	Potential for increased profits due to enhanced efficiency.
U.S. Government	Primary customer	Improved delivery timelines and product quality.
Employees	Largest workforce	Need for skill development in advanced manufacturing.
Procurement	Material acquisition	Change in sourcing strategies and supplier relationships.
Design Team	Responsible for ship designs	Shift towards integrating 3-D design capabilities.
Management	Overseeing operations	Need to adapt to new technologies and manage workforce training.

References

Archived Content. (2017). Retrieved from https://www.businessroundtable.org/archive/skillsgap/huntington-ingalls-industries

LEAD FPX 5220 Assessment 3 Championing Organizational Change

Who We Are. (2018). Retrieved from https://ingalls.huntingtoningalls.com/who-we-are/