DB FPX 8405 Assessment 4 Businesss Report Capra Tek’s Business Problems DB-FPX 8405 Effective Organizational Leadership

 

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Introduction

Identifying business problems is straightforward, but the willingness to engage in the necessary arduous work to effectively address and overcome them can be challenging. Capra Tek has pinpointed three business problems in key areas of its operations. This business report models potential solutions for each of these problems.

Leadership

The business problem Capra Tek is addressing concerning leadership is the gap in training for disaster preparedness. To effectively address and potentially solve this problem, Capra Tek must incorporate a crisis leadership framework into their existing leadership training model.

A Crisis Leadership Training Model

Research conducted by Garrido (2024) found that organizational development cannot occur without a detailed plan and an effective leadership model framework. Implementing the right crisis leadership training model can not only keep Capra Tek operating during times of crisis but can also give them a competitive advantage in the marketplace. Change is inevitable, and anticipating change must be paramount in every organizational leadership training model. Moving forward, Capra Tek must not only anticipate change but also prepare its leaders at all levels for crisis management.

Applied Framework – A Crisis Leadership Training Model

As explained by Marker (2020), a crisis management model is a conceptual framework that allows an organization to prepare for, prevent, cope with, and recover from a crisis. Pre-crisis management that includes the elements of planning, documenting, training, and simulating actual crisis scenarios will keep Capra Tek leaders well-prepared for the next crisis. The relational model of crisis management (Figure 1) is predicated on the holistic view of crisis management (Jacques, 2007). That holistic view relies heavily on crisis prevention and crisis preparedness. Both prevention and preparedness find their foundation in the organization’s crisis leadership training program.

Mind Map

Mind mapping can be a productive tool with several different uses. Scheiner (2004) lists some of those uses as brainstorming, summarizing, consolidating, and decision-making. Figure 2 (below) is a mind map that can help Capra Tek develop an effective crisis leadership training model.

Information Systems

Relying on outdated (legacy) information systems that are unable to adequately communicate with a new database management tool is the second business problem Capra Tek is addressing. The key to addressing this problem is to create a model that can be incorporated into the organizational digital transformation process.

Model

Addressing problems with new information system technology should always start with the people. One model that can be effective for Capra Tek in solving this problem is the ADKAR model. The acronym ADKAR identifies the five goals that people must achieve to initiate successful change (Pearson, n.d.). Those goals are awareness, desire, knowledge, ability, and reinforcement. System user awareness will certainly manifest as soon as any new information system is introduced. Managing expectations of systems users early (preferably pre-launch) can help implement the knowledge and desired goal strategies. Creating a staggered user training model for the new system will establish a baseline of ability, and continued training will be a great tool for the goal of reinforcement. Incorporating the ADKAR model will be a great tool for Capra Tek to use in addressing this business problem.

Marketing

Keeping pace with industry competition in marketing to millennials is the third business problem that Capra Tek is working to address. The specific issue of this problem is that Capra Tek does not have an effective digital marketing strategy that millennials find appealing.

Model

Influencer marketing is the new word-of-mouth campaign model. Using the influencer marketing model is a great first step for Capra Tek in solving this business problem. Kumar et al. (2023) used the theory of planned behavior (Ajzen, 1991) and social learning theory (Bandura & Walters, 1963) as a part of their qualitative research to identify key factors of influencer marketing. The study found several key aspects of influencer marketing that drive consumer behavior. Among those key aspects is that consumers are influenced by subject matter knowledge and brand preference.

The first step in the planning process for the influencer marketing model is to engage key stakeholders. More specifically, key millennial stakeholders both inside and outside of Capra Tek. Engaging millen