LEAD FPX 5220 Assessment 3

Championing Organizational Change 

Stakeholder Map for Change in Ingalls Shipbuilding

The author is a procurement analyst with Ingalls Shipbuilding and is making a stakeholder map to advocate for a significant change within the company. A memo will be drafted to submit a proposal to a recognized change champion who will champion and advocate for the initiative. The memo will outline the changes proposed, their expected impacts on critical roles within Ingalls, and responses to opposition against change.

LEAD FPX 5220 Assessment 3:Change Overview

Ingalls is transitioning to 3-D technology to enhance its production process. It is essential that the change representative be capable of transitioning through the political landscape effectively and possessing the authority to implement such changes. The change agent ought to promote rational change and motivate Ingalls’s coworkers to cooperate and put such changes into effect.

The stakeholder map shall be employed as a management tool for understanding the position of stakeholders and their readiness for change. Mapping is a discussion, research, and debate procedure involving more than one viewpoint to identify important stakeholders. The process begins by getting opinions from the stakeholders.

Stakeholder Identification

Ingalls’ stakeholders are shareholders, as the company is listed on the stock exchange. Its sole client is the U.S. government, that is, the Navy and Coast Guard. The U.S. economy and defense sector directly influence Ingalls’ economic performance. Being the sole provider of shipbuilding services to the U.S. government, Ingalls has significant bargaining power and can reap the benefits of the ongoing trend of naval buildup.

Ingalls is a top Mississippi employer and a top Alabama employer. The company’s market capitalization is approximately $1.89 billion, with the majority of its revenues 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 building quality ships.

Workforce Development

From Ingalls, “At Huntington Ingalls Industries (HII), with nearly 37,000 employees and with an insatiable appetite at all levels of employment to backfill our openings—especially for skilled trade openings—we spend more than $110 million per year on workforce development” (Archived, 2017). Not only that, the firm puts corporate social responsibility as a top priority with its action in securing its venue of operation.

Historical lessons and ongoing engagement must be factored into designing the stakeholder map. Ingalls is currently constructing five different types of big ships for the U.S. government. The company has an 81-year shipbuilding tradition, which can build various classes of ships simultaneously (Who We Are, 2018).

Impact of 3-D Technology

We envision the deployment of 3-D technology to enhance production efficiency, thereby enabling faster ship turnover and quality improvement. 3-D printing, a form of additive manufacture that challenges subtractive processing methods, enables layer-by-layer production. Procurement is required to acquire raw materials for 3-D printers in the form of plastics, metals, concrete, and biomaterials from Ingalls’ design department to produce output drawings.

This technology will also have an effect on transportation and logistics, transforming supply chains. It will reduce market entry time and supply chain risks. Ingalls will be able to procure designs worldwide and produce them locally through the application of 3-D printing technology.

Stakeholder Perspectives on 3-D Technology

The coming of 3-D technology will affect stakeholders in various ways. Departmental communication must evolve to be technologically inclusive to facilitate easy access for all workers.

The impact on jobs is also significant. When Ingalls implements new manufacturing techniques, it must identify personnel who possess the necessary skills to handle 3-D equipment. Reduced transportation and labor costs can lower system costs, allowing potential manufacturing relocation at home.

Managing Resistance to Change

One of the major hindrances to introducing 3-D technology is resistance from various departments, such as engineering and management. In this respect, to overcome such resistances, prototyping through 3-D printing will allow departments to gradually acclimatize to the technology. Gradual changes can be implemented to simplify the process and reduce resistance.

Conclusion

Through management of resistance in a reflective and strategic way, Ingalls can successfully transition into 3-D technology and maximize its operational efficiency.