MBA FPX 5002 Assessment 1 Critical Thinking in Action

Phillip September 21, 2024 No Comments

MBA FPX 5002 Assessment 1 Critical Thinking in Action

Name

Capella university

MBA-FPX5002 MBA Leadership

Prof. Name

Date

Introduction

This paper aims to summarize how Panera Bread, in 2010, employed critical thinking to address the situation known as the “Mosh Pit.” The document will also explore how VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) can impact an organization and how it influenced critical thinking in solving an organizational problem. Additionally, it will analyze an issue within another company and discuss how VUCA could be used to address the issue and its potential effects.

Panera Bread’s Mosh Pit

Fast food typically refers to food prepared quickly and easily accessible. Panera Bread transformed the concept of fast food by offering dishes made with fresh ingredients daily, adding an upscale twist to the industry. As the chain’s popularity grew, CEO Ron Ahaich recognized a problem. In 2010, customers were waiting an extended time to order food and then waited again in the “Mosh Pit” area for their orders to be completed. Ahaich sought to redesign Panera’s service model to solve this issue, which led to the launch of the “Panera 2.0” prototype in Braintree, Massachusetts (Jargon, 2017).

This solution required critical thinking aimed at improving the customer experience. The introduction of online ordering and self-service kiosks addressed the “Mosh Pit” issue. However, this solution also brought new challenges, such as handling customized orders, which led to errors in the kitchen. VUCA played a role in this solution, especially in dealing with uncertainty, complexity, and ambiguity. Customers could now customize their orders online or at kiosks, which created challenges in managing the complexity of the orders. To address this, Panera revamped its staff processes and implemented a kitchen display system to minimize errors (Jargon, 2017). Panera’s ability to adapt its business model to meet customer expectations contributed to the company’s success.

T-Mobile and Cable TV

T-Mobile, known as the “un-carrier” in the cellular industry, is now targeting the cable industry to expand its brand. One of the major issues in this industry is the high cost of cable and its lack of customer focus. T-Mobile has already resolved the issue of customer centricity in its core business by restructuring its call centers into collocated groups, each responsible for a specific region’s customers (Dixon, 2018).

With the emergence of 5G technology, which promises faster speeds for streaming video, T-Mobile is positioning itself to use this technology to enter the cable market. However, there are uncertainties about the deployment of 5G, as test markets are needed before a nationwide launch. The challenges include running on LTE technology while building the 5G network, determining which hardware to use, and mapping out areas for upgrades. The complexity also lies in ensuring the new network’s capacity to handle increased demand (ICT Monitor, 2017; Alleven, 2017).

Another challenge is securing the hardware needed for the network build-out. The supply chain team must engage with vendors to source the necessary equipment, which must be tested for compatibility before being deployed in test markets. These tests will inform the company’s final design for a national rollout.

Critical Thinking

Critical thinking is crucial when solving business problems. For T-Mobile, the challenge is how to successfully enter a new industry. The company’s focus on customer-centric solutions has already propelled it to the position of the third-largest cellular company, and this same approach will be applied to the home entertainment market. Critical thinking allows T-Mobile to re-evaluate its business processes, form new judgments, and integrate diverse perspectives into its strategies (Kallet, 2014).

According to Kallet (2014), critical thinking involves three essential components: clarity, conclusions, and decisions. First, clarity is required to understand the problem, which in this case is the high cost of cable and limited options. Second, the conclusion is to disrupt the cable industry, as T-Mobile did with wireless services. Finally, decisions are made through the leadership team, which identifies the core issues and formulates strategies for measurable progress.

VUCA

VUCA refers to four categories of issues that require different responses: volatility, uncertainty, complexity, and ambiguity (Bennett & Lemione, 2014). In a customer-centric, technology-driven environment like T-Mobile’s, VUCA can have significant implications.

Volatility involves unpredictable market shifts, and T-Mobile must be adaptable to customer demands.
Uncertainty can arise from factors beyond T-Mobile’s control, such as FCC regulations.
Complexity involves navigating internal and external challenges, which require knowledgeable staff across multiple departments, including government regulation, supply chain, and finance.
Ambiguity refers to the unknowns associated with entering a new industry. For T-Mobile, test markets will play a critical role in identifying and resolving these issues.

The recommendation is to leverage test markets to address potential challenges before a full nationwide launch.

Conclusion

This paper has outlined the challenges Panera Bread faced with its “Mosh Pit” issue and how critical thinking was employed to resolve it. It also discussed how VUCA can impact organizations and how T-Mobile might address the complexities of entering a new industry. Critical thinking and VUCA are essential tools that help businesses navigate uncertainty and complexity, ensuring they remain customer-centric in their approach to solving problems.

References

5G technology has the capability to transform key industries. (2017, Nov 30). ICT Monitor Worldwide. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F %2Fsearch.proquest.com%2Fdocview%2F1970306584%3Faccountid%3D27965

Alleven, M. (2017). T-Mobile presses FCC to change 3.5 GHz framework to better align with 5G global requirements. FierceWireless. Retrieved from http://library.capella.edu/login?

Bennett, N., & Lemoine, G. J. (2014). What VUCA really means for you. Harvard Business Review, 92(1/2), 27.

Dixon, M. (2018). Reinventing Customer Service. Harvard Business Review, 96(6), 82-90. Retrieved from http://search.ebscohost.com.library.capella.edu/login.aspx?