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10-2 Executive Summary
MBA 580
December 19,2021
SNHU
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In the highly dynamic and competitive business environment, there is a need for the
luxury automobile business to bring about a change that can facilitate better innovation. A
number of recommendations have been made for organizational change relating to processes,
structure, and culture of innovation. One of the fundamental recommendations revolves around
integrating innovation into the company’s values and culture. In order to do so, the leaders will
have to play a proactive role and create a flexible work setting where employees can get the
opportunity to work creatively. Apart from focusing on leadership, there is the opportunity to
encourage individual accountability in the organization so that employees will be motivated to
contribute towards innovation by taking risks and exploring new ideas (Drobyazko et al., 2019).
For supporting innovation, the role of organizational structure will be of paramount
importance. The current tall matrixed structure design must be replaced with a flat structure
where the level of hierarchies will be few. Such a change is a necessity in the automobile
business, and it can minimize the complexity relating to coordination and communication. A
flatter structure will minimize the complexity level and streamline communication and thus
enabling employees to share innovative and new ideas with one another. Similarly, the current
centralized and standardized processes must be replaced with the decentralized approach so that
it can improve the level of flexibility in the work setting (Drobyazko et al., 2019). At present,
decisions in the organization are taken at the enterprise-wide level, which increases rigidity in the
processes. The replacement of the current approach can help to make flexible choices in an
efficient manner and support innovative ideas.
A reflection has been presented on the potential roadblocks that may arise so that the
automobile company can be more innovative. One of the major barriers that can arise relates to
the resistance by the organizational personnel to adapt to the change. The issue relating to
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resistance could arise due to several reasons such as ineffective and poor communication, the
high level of uncertainty or failure, and lack of trust in the management and/or supervisors. The
resistance due to such reasons could have an adverse impact on the ability of the organization to
introduce change by making the optimum use of IoT technology. There is a need to address the
resistance so that the company and the employees could work comprehensively to move towards
the path of change and integrate improved controlled capabilities in its automobiles (Drobyazko
et al., 2019).
For overcoming resistance that has the potential to hamper the change process, several
measures can be adopted. One of the fundamental methods is communicating with the employees
about the urgency and need for change. It will ensure that they are also in the loop while adopting
the change management process. For minimizing the degree of uncertainty in the change process,
the leaders must play a proactive role to share their vision with the employees. The shared vision
can provide direction to the employees and minimize uncertainty. Similarly, the management
and/or supervisors must act in a transparent way and support the entire change management
process by taking into account the needs of employees.
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References
Drobyazko, S., Potyshniak, O., Radionova, N., Paranytsia, S., & Nehoda, Y. (2019). Security of
organizational changes via operational integration: ensuring methodology. Journal of
Security and Sustainability Issues.
