Kensington Auto Parts: Business Story

When change management is inadequately managed or disregarded, the project and organization are jeopardized, resulting in an increase in costs and dangers (Creasey, 2022). This can be easily seen with the Kensington Auto Parts company. Quality of work decreases, valued talent is puzzled, and viability is low (Media.capella.edu., n.d.). In turn, the dangers decline morale and impact customers and suppliers.

Addressing Persistent Challenges and Risks in Change Management at Kensington Auto Parts

In addition, a legacy of failed change continues. These costs and dangers are felt by the project team and the entire company (Media.capella.edu., n.d.). Many of these costs and gamble with impacts broaden well past the lifecycle of a given project. Nonetheless, when valuable representatives leave, the outcomes can be outrageous. Anyway, why are Kensington Auto Parts ignoring all their warning signs?

The Problem

A problem that Kensington Auto Parts has is straightforwardly linked to Emotional Intelligence and Leadership. Kensington’s Auto Parts’ problem is that their change management is poor. At whatever point managed accurately, change management can be a gamble mitigation tactic and a cost avoidance strategy (Creasey, 2022). In the case of Kensington Auto parts, proof that failing to pass perpetually results according to the following:

• Market shares decrease by 3%

• Costs are high

• Global investment opportunity setback

When a company applies change management effectively, it can mitigate gambles and forestall chances attached to how representatives adjust to change (Creasey, 2022). This should be undeniable; Kensington Auto Parts’ change management strategy should include its business roadmap and guiding principles (Creasey, 2022). Furthermore, all their business leaders need to reflect and repeat the goals of the change management strategy (Shin, 2013).

The Importance of Effective Change Management for Kensington Auto Parts’ Recovery

In fact, if Kensington Auto Parts and its leaders are not prepared to follow and influence their change management strategy, the results could be detrimental (Shin, 2013). As demonstrated in last year’s market share hardship, Kensington Auto Parts’ position declined 3% because of several contributing factors (Media.capella.edu., n.d.). In this manner, the gap in practice ought to be moved past immediately.

Researching Articles to Support a Problem and a Gap in Practice

Kensington Auto Parts’ gap in practice is that leadership fails to understand the importance of change management. Knowing how to lead and navigate uncertainty and chaotic changes can make or break a company (Shin, 2013). 

Also, change management is an aggregate effort (Shin, 2013). Therefore, the change management plan cannot be driven solely by a single individual. Leadership ought to have support from all levels of management (Shin, 2013). Considerably more importantly, leadership ought to understand that change management is the focal point of dynamically managing and implementing ongoing change (Creasey, 2022).

The Role of Leadership at All Levels in Successful Change Management

According to research, for change management to succeed, leaders at all levels of the company ought to be involved (Hitt, 1995). All leadership at Kensington Auto Parts ought to understand the impacts and how to see failing change management. Senior management establishes the energy, focus management plays the frontline, and team leaders all have important positions (Hitt, 1995).

Whether expected or startling, change can either advance an organization or cause it to fail (Hitt, 1995). Therefore, to find lasting results in change management, leaders at Kensington Auto Parts ought to be aware of their organization’s “meaning” status (Ericson, 2001). 

For instance, Kensington Auto Parts’s perception of why another cycle or change is being executed may differ from the actual meaning of why the change is being instituted (Ericson, 2001). DBA FPX 8710 Assessment 3 Aligning Frameworks.

For example, Kensington Auto Parts not moving the company’s market reach past U.S. territories is being interpreted as we should not create some distance from how things have always been finished (Media.capella.edu., n.d.). Accordingly, if the leaders at Kensington Auto Parts do not understand the impacts of their unfortunate change management abilities, the dangers will continue to be damaging (Ericson, 2001).

The Importance of Embracing Change and Discarding Outdated Business Models

For a company to reinvent itself, for example, Kensington Auto Parts, ought to be willing to discard outdated business models (Tran and Anvari, 2014). Doing things, “the way it has always been finished” doesn’t allow for change to happen (Media.capella.edu, n.d.). A company that aims to situate change management as a gamble mitigation and cost avoidance framework understands the importance of managing change (Muralidharan, n.d.).

For example, Kensington Auto Parts ought to be willing to sort out the market (Tran and Anvari, 2014). Meaning, they ought to be prepared to either stay where they are or go where the market is or go. After a short time, Kensington Auto Parts has failed to frame any global marketing partners and the enrollment of searing creative talent has declined (Media.capella.edu., n.d.). Both contributing factors could have easily been mitigated and avoided assuming change management was used accurately.

The Role of Change Management Frameworks in Driving Organizational Success

With patterns growing steadily and expanding, change management ought to be talked about regularly (Tran and Anvari, 2014). Part of that conversation should involve utilizing frameworks to assist with implementing change management proficiently. Frameworks will allow for the appropriate planning and improvement to be used as a manual to drive organizational achievement. 

In the past, organizations had the choice to rely on traditional frameworks (Kunnanatt, 2016). Today, issues are more mind-boggling forcing leadership to have to be more careful and strategic in choosing the right framework approaches that will fit with the company’s goals (Kunnanatt, 2016). All things considered, two frameworks, Sensemaking and Sustainability, give proof that Kensington Auto Parts’ failure to understand the importance of managing change will continue to lead them to unbeneficial results.

Understanding Organizational Sensemaking and its Role in Managing Change

A sensemaking framework is to a greater degree a conceptual framework instead of a more theoretical sustainability framework. Both are intended to assist organizations with their dynamic interests as they tackle problems and deal with intricacy. Through a sensemaking framework, a company can engage in the sensemaking framework related to understanding emerging liabilities (Ericson, 2001).

 In particular, an organization should understand how laborers create meaning and make feelings of their organizational goals (Ericson, 2001). The labor force is changing reliably as seen through the eyes of the pandemic.

Kensington Auto Parts can also attest to the changes in the labor force. They are losing in the market as their competitors branch out globally (Media.capella.edu., n.d.). This said an organization help should get its labor ability to embrace innovation and business ideas. To further elaborate, a sensemaking framework assists an organization with working through confronting dramatic changes that could easily lead to remade meanings (Ericson, 2001).

Integrating Sensemaking and Sustainability Frameworks for Long-Term Success

While a sensemaking framework will allow Kensington Auto Parts to apply sensemaking in a careful and organized manner, a sustainability framework will allow Kensington Auto Parts to manage and encourage their greater impacts extended length in an organized manner. For a sustainability framework to find achievement, it should be incorporated into the business strategy (Doppelt, 2017).

Along these lines, transformation can be changed from top to bottom (Doppelt, 2017). Case in point, with regards to Kensington Auto Parts, if a sustainability framework approach was active, their everyday dynamic would define their ongoing second and significant length accomplishments (Doppelt, 2017). As it stands, Kensington Auto Parts is suffering because their vision of being at the top of the industry doesn’t align with its sustainability goals (Media.capella.edu., n.d.).

Frameworks Explained

The two frameworks were picked because they appropriately align with Kensington Auto Parts’ problem and their gap in practice. Both support proof that change management is important to the ongoing consequences of an organization. In addition, they both demonstrate that Kensington Auto Parts really should understand what managing change is apparently. 

Additionally, both demonstrate that understanding change management is practically essential for ongoing.Change. Lastly, they both demonstrate that without a change management framework in place, dangers won’t be mitigated, and costs won’t be avoided. As seen at Kensington Auto Parts, dangers and expenses are up (Media.capella.edu., n.d.).

• Risks of Stagnation: The Cost of Not Expanding and Adapting at Kensington Auto Parts

Kensington Auto Parts’ expenses of not expanding globally have addressed a gamble in generating new income. Also, the expenses of not positioning themselves to be a company that arises with change have to take a chance with them losing vigorous and innovative talent (Media.capella.edu., n.d.). In turn, this cost has raised the annual financial plan for representative turnover (Media.capella.edu., n.d.). In the end, Kensington Auto Parts’ future is in jeopardy so changes should be made soon (Media.capella.edu., n.d.).

Instead of choosing frameworks that were more traditional and normal, for example, McKinsey 7-S or Lewin models. McKinsey’s 7-S model is intended to understand the ongoing business structure, what is necessary to change, and why (Team, 2021). Lewin’s model, then again, is less problematic, it follows a 3-step process (Team, 2021).

 Although both of these models would be equally compelling for Kensington Auto Parts, the two picked allow for a more untraditional approach. Known for doing things the earlier way, necessities to move to might we at some point do things another way. Both a sensemaking and sustainability framework mirrors that Kensington Auto Parts are prepared to do things any other way. DBA FPX 8710 Assessment 3 Aligning Frameworks.

Project of Interest/Eliminating Personal Biases

Change is inevitable (Doppelt, 2017). It will happen whether an organization is ready for it or not. For instance, representatives will travel all finished, leadership will move to a great degree, things and administrations will change, and so on. This is to say, that a change will be made at some point. In any case, the aftereffect of inadequately managed change is unsafe for any business (Doppelt, 2017).

•  Addressing the Impact of Change Management on Employee Morale and Project Success

Based on the topic of change management and the gap in practice: understanding the importance of change management, I can see a business problem and project that addresses a need versus a want. As of now, at my particular business, specialist morale is down. This is a problem because it’s the result of mismanaging individuals. My field is payment arrangements consulting. 

As consultants, we are assigned projects. With morale being low this impacts the overall goals of projects. A ton of projects are not being finished by the deadline, spending plans are above and then some, and consultants are inefficient. Like Kensington Auto Parts, the mismanagement of change is dangerous and can have enduring impacts (Doppelt, 2017).

•  Leveraging Sensemaking and Sustainability Frameworks to Improve Leadership and Performance

While our projects can take on several distinct worries, the fact remains that ignoring the undeniable, result is impacting position performance. This should be obvious, both sensemaking and sustainability frameworks can easily be utilized as a blueprint to mitigate gambles and avoid costs at my company. As far as sensemaking, leadership should make sense as to why they are making changes and if their changes are being understood (Ericson, 2001).

This could happen by speaking with small gatherings or by requesting feedback through anonymous outlines And then making a change based on the input. The sustainability framework could be viable at my company as well. This could deal with the off chance that all leadership begins to lead by example, noticeably and audibly supporting the goals of the company (Doppelt, 2017).

• Mitigating Bias in Decision-Making through Leadership and Sensemaking Frameworks

To decrease personal bias within the revelation cycle, leadership should initially know that bias exists (Walter et al., 2016). Assuming personal biases are overlooked, the project gambles being impacted negatively. One way that leadership can mitigate bias is to be certain. 

For example, leadership can take past encounters and learn from them. Engage in the sensemaking framework by including an untouchable team to analyze data and the workplace to give feedback to execute change. Another way is for leadership to create various teams to assist with toning down biases and groupthink.

Reflection

This assessment assisted me with identifying frameworks to address a business problem. Building on my earlier experience, I’m as of now able to see a gap in practice and then make a case to give the best foundation to addressing the problem. Although I felt that it was challenging, to say the least, it is rewarding to realize that I have a definite attitude toward what I have learned through this assessment.

DBA FPX 8710 Assessment 3 Aligning Frameworks

Challenging because researching practitioner and scholarly frameworks to align with the gap in practice was overwhelming. The research was so interesting and enlightening, that I may have invested too much energy in certain articles. In the end, I had too many options. I was brimming with information and had to separate what was relevant based on what was considered irrelevant. Ideally, my determination of decisions is thought of as appropriate.

Overall, I saw this assessment as tomfoolery and exciting. This is because I had to pick an alternate problem and related gap in practice from my chosen business story. As stated beforehand, I have relatively little involvement with this field, so this assessment allowed for further practice. Genuinely, I’m amped up for what I’m learning from this course. 

This assessment as well as the last is strengthening my leadership abilities so that I will be more grounded in both the field and when I attempt to finish my capstone. As yet, I should say, this is one of my favorite courses in the program. Read more about our sample DBA FPX 8710 Assessment 2 Evidence for Gap in Practice for complete information about this discussion.

References

Creasey, T. (2022). The Costs and Risks of Poorly Managed Change.

Doppelt, B. (2017). Leading Change toward Sustainability | A Change-Management Guide for B. Taylor & Francis.

Ericson, T. (2001). Sensemaking in organizations — towards a conceptual framework for understanding strategic change. Scandinavian Journal of Management, 17(1), 109–131.

Hitt, M. A. (1995). Corporate Restructuring: Managing the Change Process From WithinCorporate Restructuring: Managing the Change Process From Within, by DonaldsonGordon. Boston: Harvard Business School Press, 1994. Academy of Management Review, 20(3), 750–754.

Kunnanatt, J. T. (2016). 3D Leadership – Strategy-linked leadership framework for managing teams. Economics, Management, and Financial Markets, 11(3), 30-55.

Media.capella.edu. (n.d.). Kensington Auto Parts: Business Story.

Muralidharan, E. (n.d.). Consequences of Cultural Leadership Styles for Social Entrepreneurship: A Theoretical Framework. MDPI.

Shin, S. (2013). Understanding organizational change into entrepreneurship: A theoretical framework and integration. Management Review: An International Journal, 8(2), 29-53.

http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Funderstanding-organizational-change- into%2Fdocview%2F1506147820%2Fse-2%3Faccountid%3D27965

The team, W. (2021). 6 of the Best Change Management Frameworks. The Change Management Blog.

Tran, H. M., & Anvari, F. (2014). Reflective Frameworks for Change

Management. Proceedings of the European Conference on Information Management & Evaluation, 253–261.

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Walter, A. W., Ruiz, Y., Course, R. W. C., Kress, H., Morningstar, B., MacArthur, B., & Daniels, A. (2016). Leadership Matters: How Hidden Biases Perpetuate Institutional Racism in Organizations. Human Service Organizations: Management, Leadership & Governance, 41(3), 213–221.