Coastal Carolina University C

Post 1- Read others’ posts and respond in 250-300 words to at least one of your course colleagues. Why do you agree or disagree with their post? What in your experience or research supports your assertions? 

Chaos and leadership go hand in hand. According to Fragouli (2016) chaos is an inescapable part of modern day reality in business organizations across the world. At times leadership can also feel like chaos and is accompanied by leadership. In order for leaders to successfully grow they must face adversity in the workplace and especially as well as in team environments. Chaos can often bring and lead to stress in the office. A good leader needs to ensure that they are able to redirect such stress into a positive position and use the energy for the advancement of the team.

For example, while in the military my team and I frequently experienced chaos. A part of growing as a leader is to understand that chaos can often arise and we must ensure that the team advances for the benefit of the mission. On many occasions timelines were tight and the mission objective was often unclear and/or nearly impossible to meet. I found it to be helpful to use the energy that accompanies the chaos such as fear, uncertainty or even doubt. My process was to transfer negative energy for the progression of the mission. This is not easily done. In order to do so a leader must gain the trust of his/her team. Once that trust is met and if the leader is open, honest and fair with his/her team, the team will go above and beyond to support the leader. The team will often re-direct negative attitudes to a positive one in order to support the leader. If a leader has trained his team properly, the team often steps up to assist the leader in meeting objective.

Another thing to consider with leadership is that the world is shrinking. More and more companies are adopting remote work. As the Internet of Things (IoT) advances leaders must be more skilled in dealing with individuals from a diverse range of backgrounds. According to Lampropoulous et. Al (2019) linking the physical to the digital world and allowing people and “things” to be connected anytime, anywhere, with anything and anyone. Therefore leaders must be able to manage chaos and ensure to be able to make connection with individuals from a wide array of backgrounds.

Chaos often ensues teamwork in the workplace. The world is also shrining in relation to the IoT technology advancements. No longer are work relationships strictly formed by an office environment. Companies are electing to head towards a remote work environment. A leader must be able to make that connection with remote workers from various backgrounds especially during times of frustration of chaos which often arise in the workplace. If a leader is not able to make that connection with his/her personnel the mission will loom and the task will not get completed.

Reference

Fragouli, E. (2016). Leading Business Organizations in the Global Era: Decision Making in Chaos and Crisis Situations. East-West Journal of Economics and Business, 19(2), 73–89. https://doi.org/https://www.u-picardie.fr/eastwest/index.php

Lampropoulos, G., Siakas, K., & Anastasiadis, T. (2019). Internet of Things in the Context of Industry 4.0: An Overview. International Journal of Entrepreneurial Knowledge, 7(1), 4–19. https://doi.org/10.2478/IJEK-2019-0001

Post 2- Review others’ posts and respond to at least one of your course colleagues in 150 words. Why do you agree or disagree with their post? What in your professional experience supports your assertions?

Today’s business environment faces tough times, with both internal and external factors threatening organizational performance, with volatility, uncertainty, complexity, and ambiguity (Danielsen et al., 2021). Big Data Analytics (BDA) addresses unique customer requirements essential to sustain a competitive advantage. However, the organization requires understanding the interconnected processes and harnessing strategic business value (Grover et al., 2018). In addition, BDA impacted how the organization assesses, analyzes, and addresses environmental trends, transforming business intelligence and analytics, thereby handling these chaotic challenges (Danielsen et al., 2021). The characteristics of BDA include volume (large data), velocity (speed), variety (diverse formats), veracity (noise), and value (for competitive advantage) (Grover et al., 2018). It requires an organization to understand the problems and take action. The organization must be specific on the value targets and the impact expected from BDA implementation.

The critical step is costly capital investment in data, technological, and human assets (Grover et al., 2018). In the recent engagement (the company) adopted a master data project. First, the organization must carefully assess the return on investment (ROI) on the value it generates for a competitive advantage (2018). The strategy must then enable integration and analyzing big data. Finally, it must consider transparency, prediction, optimization, continuous monitoring, and proactive adaptation to add value through BDA (2018).

Once the BDA capability is built, the organization must plan for realization or return on investment through value targets indicators such as organization performance and consumer experience. In addition, there must be a feedback loop on learning and adapting to the new lessons learned as part of continuous value creation (Grover et al., 2018). Finally, the organization must plan for impact realization to be functional or symbolic, depending on the market and the industry through strong leadership culture, innovation, and cost over impact (2018). As a result, the organization can sustain and profitable operations with a competitive advantage (Danielsen et al., 2021). The company gained insights into the customer’s usage of products and proactively improved usability and performance.

References

Danielsen, F., Olsen, Dag Håkon, & Framnes, Vetle Augustin. (2021). Toward an Understanding of Big Data Analytics and Competitive Performance. Scandinavian Journal of Information Systems, 33(1), 155–186. Computers & Applied Sciences Complete. https://search.ebscohost.com/login.aspx?direct=tru…

Grover, V., Chiang, R. H. L., Liang, T., & Zhang, D. (2018). Creating Strategic Business Value from Big Data Analytics: A Research Framework. Journal of Management Information Systems, 35(2), 388–423. Business Source Complete. https://doi.org/10.1080/07421222.2018.1451951

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