DB FPX 8620 Assessment 2

Introduction

This task is divided into two sections. The first will examine the strengths and vulnerabilities of leaders undergoing digital change. This includes a comparison between findings from a scholar’s point of view and a practitioner’s point of view.

Part two will consist of a draft proposal for a Harvard Business Review article on retail digital transformation leadership. The proposal will address the key message, the necessity of the proposed solution, and its implication for current retail business operations. An updated literature review matrix will be included in this assessment submission as a separate document.

Leading Digital Transformation in Retail

Digital transformation is industry and business specific. It means adopting digital technologies in a company’s strategy and operations. A few of the examples include moving from offices to virtual environments, utilizing automated customer service, employee performance management, and artificial intelligence for improving efficiency.

Positive Aspects of Leaders and Digital Transformation

Belka (2021) contends that digital transformation can promote positive work culture and employee experiences. Turner (2019) believes that motivated employees lead to above-average productivity and propel team effectiveness. Positive work culture and engaged workers enhance business performance through increased productivity in every aspect and low staff turnover, positively impacting the bottom line. Leaders embracing digital transformation can still have a positive work environment for all employees, leading to improved business performance.

Negative Aspects of Leaders and Digital Transformation

Digital transformation, as stated by Sannapureddy (2018), is rewiring processes, products, and strategies with existing technologies. Change-resistant can be a negative side a leader may encounter at this stage that may damage the business. Empirical evidence of research by Bateh et al. (2013) shows that leaders need to be trained to handle resistance and made aware of overcoming it. The demerits of employees’ resistance to change include a fall in productivity, adverse workforce attitude, and damaged business relationships. Ingram (2017) assumes that although changes are company-friendly, their effects are not known.

How are Leaders Adapting to Change

Leaders should be equipped to adapt to change. Stichler (2011) suggests that change is one of the most basic and challenging duties of a leader. When change occurs, leaders need to consider both those making the change and those impacted by the change. Leaders can best assist workplace change by being flexible in changing priorities and goals and using a strategic plan.

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 employees to participate actively and own their own development. Dubey (2019) suggests that in the current digital era, leaders must provide independence and liberty to make decisions and request team members to contribute ideas and opinions to achieve shared organizational goals.

Leadership Strategies in the Digital Age and Their Effectiveness

A study by Li et al. (2016) discusses the key issues faced by small and medium-sized enterprises during the age of digital technology. The revolution in digital technology has forced leaders to align business strategy with digital technology for long existence and growth. Successful implementation of digital transformation relies on a fine working relationship between leadership and the information systems function. Hirt and Willmott (2014) advise that businesses need to adapt to a plug-and-play approach to business if they are to remain competitive. Plug-and-play enables businesses to integrate new and older models into value chains, as the case where the travel industry adapted well can attest. When more specialty providers come into emerging digital platforms, competition rises.

Harvard Business Review Proposal

Central Message

The upcoming article, “Leading Digital Transformation in Retail,” addresses the impact of the COVID-19 pandemic on business operations. The traditional business model took a huge blow, prompting an immediate transition to a digital approach for survival. The article will address the ways in which digital approaches can be integrated with traditional bricks-and-mortar stores. The practice gap exists with some retailers relying solely on traditional models that can significantly impact revenue without the integration of digital innovation.

Why is Digital Transformation Strategy Important?

This article is important as firms are contemplating the next step in the wake of the decline during the pandemic. Businessmen are pondering whether to return to old modes or go for digital innovation with ease. This article will examine these contemplations by demoting the importance of a digital strategy in order to be competitive. Their management roles in this new digital business environment must also be appreciated along with how their daily operations change. Leaders who are accustomed to traditional business models need training in digital strategy and management.

Management Considerations

If a new digital strategy is embraced, managers will need to review financial statements in order to determine its impact. Favorable results, like consistent or increased revenues, can lead to a permanent digital strategy. Unfavorable results will need to be reassessed once in-person transactions resume. This is a relevant topic to current business decisions.

Source of Authority

Stackpole (2021) discusses how information technology staff rapidly rolled out initiatives for remote work and digital operations. Overby (2021) documents that business models built around in-person interactions successfully pivoted to digital delivery. Papagiannidis et al. (2020) suggest that companies survived the pandemic impact through quick adoption of digital transformation programs. Hai et al. (2021) confirm that digital transformation is reshaping business models, processes, services, and relationships. Papagiannidis (2020) identifies the manner in which augmented reality was applied in web environments of retail, allowing clients to visualize purchases.

Experience

My professional and personal experience with digital transformation under the pandemic entails adjusting from working in an office to working at home, enhancing productivity. I have embraced online purchasing for food and other commodities, and I will continue to do so after the pandemic for the sake of convenience.

DB FPX 8620 Assessment 2 Harvard Business Review Article Proposal 

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)? What are the pros and cons and challenges, and how do you 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