The business environment is rapidly changing due to technological advancements that are significantly revolutionizing business operations. Due to this change, sustainable business practices are essential in driving organizational success. Stakeholders in trade and business, like governments and the public, are also pressurizing businesses, especially large multinational organizations, to operate sustainably. This means organizational leaders must use sustainable strategies to ensure their businesses remain competitive and relevant. One sustainable leadership approach for organizational leaders to instill competency and relevance in their organizations is future-focused leadership (Zhang et al., 2022). Future-focused leadership is an approach to leadership that emphasizes long-term thinking and innovation to achieve sustainable change. It entails speculating and adapting to emerging trends, creating a vision for the future, and aligning organizational strategies to achieve that vision. Future-focused leaders prioritize sustainability in their decision-making. Such leaders also use a holistic approach in their decision-making process and are informed by the understanding that their actions significantly impact the success of their organization. This paper will use Intel Incorporated as a case study to explain how future-focused leadership can drive sustainable change in an organization.
Background
Intel Incorporated is a company that deals in communication infrastructure, such as installing microwave and cell towers, distributed antenna systems (DAS), and integration. The company was founded in 1994. It provides turnkey services in the Dallas Fort Worth Metroplex market for its client, T-Mobile, one of the leading telecommunication service providers in the US. However, during the last quarter of 2022, this company’s CEO and advisory board observed slow and uncertain contracts from T-Mobile, which was impacting the company’s profit margin. As a result, the CEO proposed contracting the services of a business development strategist to determine the ideal way the organization should change its approach to a more sustainable business approach. The consultant recommended several strategies for Intel Incorporated to implement sustainable change during periods of slow work contracts. These strategies include diversifying services, focusing on sustainability, investing in employee training, improving project management processes, and building strong relationships. Using a future-focused leadership in this context is essential in implementing the strategies the consultant recommends to achieve change in the company.
Literature Review
Various literature on leadership approaches demonstrates that the future-focused leadership approach is one of the most effective change leadership approaches, especially in instigating sustainable change. Several key principles characterize the future-focused leadership approach. The first aspect of the principle is long-term thinking (Munby, 2020). This aspect entails developing sustainable and achievable long-term goals. Future-focused leaders prioritize long-term goals and outcomes. This aspect is pegged on the realization that recognizing that sustainable change in an organization is likely to take a significant amount of time, usually from one to five years. The second principle of this leadership approach is that it focuses on innovation (Gausmann & Lima Ricci, 2020). Leaders who use this approach encourage creativity among employees. They also encourage their juniors to experiment with new ideas. Such leaders embrace risk-taking to drive innovation and adapt to changing circumstances. In addition, this type of leadership entails collaboration to accommodate diverse perspectives and promote cross-functional teamwork as one of its key aspects. Lastly, future-focused leadership focuses on sustainability as one of its key aspects by recognizing that environmental, social, and economic factors are interdependent and must be considered in decision-making.
Scholars on business and organizational leadership and success also study the relationship between future-focused leadership and sustainable change. Various studies demonstrate that organizations with future-focused leaders are more likely to adopt sustainable practices and achieve long-term success. For example, companies led by sustainability-focused leaders often outperform their competitors in financial performance and environmental and social impact (Serafeim, 2020). Future-focused leaders are better prepared to adapt to changing market conditions and drive innovation than leaders who focus on the present. Therefore, current literature demonstrates that future-focused leadership is a key driver for sustainable change; hence organizations that use this leadership approach are more likely to succeed in the long term than organizations that use other types of leadership.
Over the years, various organizations have implemented sustainable change using different approaches and strategies, leading to organizational success. Patagonia is an example of such an organizations. Patagonia is a leading outdoor apparel company and is a pioneer in sustainable business practices (Angerer et al., 2022). The company’s environmental and social responsibility commitment is integral to its success. In 2011, Patagonia launched its “Common Threads Initiative,” which aimed at reducing the environmental impact of its products by encouraging customers to buy only what they need, repair broken items, and recycle items that cannot be repaired (Rattalino, 2018). This initiative was based on the company’s belief that “making high-quality products that last a long time without getting out of style is the most responsible way of ensuring sustainability.” Therefore, Patagonia’s sustainability programs demonstrate that recognizing the need for change and embracing future-focused leadership effectively fosters sustainable change in organizations.
Interface Inc., a global commercial flooring manufacturer, is also an organization that has implemented sustainable change using future-focused leadership. In the early 1990s, Interface’s leadership recognized the need to reduce its environmental impact and set a goal to become a “sustainable enterprise” by 2020. In a bid to achieve this goal, the company developed a set of sustainability principles that it dubbed “Mission Zero.” The principles aimed to eliminate waste, reduce energy consumption, and use renewable resources (Van Koert et al., 2019). Over the years, Interface has made significant progress toward its Mission Zero goal. Subsequently, the company has evolved into a global leader in sustainable manufacturing. Therefore, Interface’s sustainability principles demonstrate that recognizing the need for change and embracing future-focused leadership is one of the most effective ways of creating sustainable organizational change.
Like Patagonia and Interface, Unilever’s future-focused leadership that has driven sustainable change in the organization over the years also demonstrates that recognizing the need for change and embracing future-focused leadership to realize sustainable organizational change is the standard operative on what Intel Incorporated needs for changes. Unilever, a multinational consumer goods company, has, over the years, made sustainability a key part of its business strategy (Jansen, 2018). The company implemented the “Sustainable Living Plan,” which aimed to reduce the company’s environmental footprint and improve the lives of the human population worldwide. Unilever also works closely with suppliers and other stakeholders to drive sustainability throughout its value chain. The three organizations demonstrate the importance of sustainable change for organizations. Their sustainability efforts also show that organizations should manage their impact on the environment, improve their reputation, and enhance their long-term competitiveness and profitability by incorporating sustainable practices into their operations.
Changes That Intel Incorporated Needs to Change
Intel Incorporated faces the threat of slow and uncertain contracts from T-Mobile, adversely impacting its profit margin. This means that Intel Incorporated must make several sustainable changes to change and regain its profit margins. The first change that the company needs to make is diversifying its services. Intel Incorporated should diversify its services by offering new services or expanding its existing services to acquire a bigger market share (Statsenko & de Zubielqui, 2020). This change would help the company to avoid relying too heavily on its sole client, T-Mobile. The change would also help the company to weather fluctuations and disruptions occurring in the telecommunication business due to factors like rapid technological advancements in the field. The company should invest in providing additional services like renewable energy installation, green building practices, or specialized construction services.
The second change that Intel Incorporated needs to change is to focus on sustainability. The company should focus on sustainable practices and incorporate environmentally friendly materials and practices in their work. This would help the organization appeal to environmentally conscious clients and open up new markets. Adopting sustainable practices such as reducing waste, using renewable energy, and using environmentally friendly building materials would also help to reduce costs and increase efficiency in the organization (Khan et al., 2021). Third, the company should invest in employee training and development programs to increase the skills and capabilities of its workforce. The company should implement such programs during periods of slow work contracts to ensure that employees have enough time to improve their skills and increase their knowledge. This change will help employees improve their competitiveness through improved skills and the ability to engage in new projects when new contracts are available. Employee training in this context includes training in new technologies, leadership, and project management.
Improving project management processes is the fourth change that Intel Incorporated needs to change. The company should improve its project management processes to reduce costs and increase efficiency. This change would include adopting new technologies in the company’s operations and improving communication within the company and with external stakeholders like shareholders. In addition, this change would entail encouraging collaboration among team members and streamlining administrative processes (Kerzner, 2017). Implementing this change is crucial in helping the company to reduce the risk of project delays and increase customer satisfaction. Lastly, building strong relationships with suppliers, clients, and partners is an essential change that Intel Incorporated needs to change. This change would significantly increase the likelihood of winning future contracts. It would entail investing in marketing and outreach efforts such as advertising, attending industry conferences and events for more interaction with industry stakeholders, and providing satisfactory customer service to existing clients. Building strong relationships with clients and industry stakeholders will significantly increase Intel Incorporated’s chances of securing long-term contracts and creating a positive reputation within the industry.
Why Intel Incorporated Needs to Implement the Changes
Implementing the changes is important for Intel Incorporated in several ways. For example, diversifying services will help the company to reduce its dependence on its current client, T-Mobile. Providing services to a single major client makes the company vulnerable to the client’s business fluctuations and decisions. Therefore, expanding its services will enable the organization to attract new customers and create new revenue streams, which will help to mitigate the risks associated with relying on a single client. Focusing on sustainability will help the company to appeal to environmentally conscious clients, as such clients are more likely to work with contractors who prioritize sustainability (De Silva et al., 2021). Focusing on sustainability will also help the company to reduce its environmental impact and comply with regulations, which adds to sustainability. In addition, sustainable practices will result in cost savings, such as reducing energy consumption or waste.
Investing in employee training will improve the skills and capabilities of the company’s workforce, leading to increased productivity, better quality work, and improved customer satisfaction. It will also help increase employee retention and motivation, as employees are more likely to feel valued if they receive training and development opportunities from their employer. In addition, improving project management processes will help increase efficiency and reduce costs, increasing Intel Incorporated’s competitiveness and attractiveness to clients. Adopting new technologies and improving communication and collaboration among team members will help the company to streamline its processes and reduce the risk of errors or delays, leading to improved organizational outcomes (Rejeb et al., 2018). Lastly, building strong relationships with suppliers, clients, and partners will help the company secure new contracts and maintain competitiveness. Investing in marketing and outreach efforts, attending industry conferences and events, and providing excellent customer service, will ensure that the company improves its image and help increase the organization’s chances of getting new business.
Implementing the Change
Intel Incorporated can successfully implement the changes required to achieve sustainable change in several ways. Using Kotter’s Change Management Framework is one of the ways that the company can implement the change. The framework provides a structured approach that ensures all stakeholders are engaged and motivated to support the change initiative and that the changes are embedded into the organization’s culture and systems. The framework consists of eight steps that Intel Incorporated will follow to successfully implement the necessary changes required to achieve sustainable change in the company. The first step is establishing a sense of urgency (Malaga et al., 2021). This step entails creating a compelling reason why the change is necessary and urgent. For example, the slow and uncertain contracts from T-Mobile provide a sense of urgency for change. The aim is to ensure that all stakeholders understand the urgency of the situation and the need for change. In the case of Intel Incorporated, this step will include communicating the potential consequences of failing to implement the recommended changes, such as loss of revenue, decreased market share, inability to attract new clients, and a dwindling company reputation. Communicating the urgency of the situation will ensure that all stakeholders understand the need for change.
The second step is forming a powerful coalition. This step involves identifying and forming a team of influential individuals to help drive the change initiative (Bekmukhambetova, 2021). This team should include individuals from different levels and departments within the organization, and they should have a shared vision and commitment to achieving the desired change. In Intel incorporated, the CEO and the advisory board will play the crucial role in leading the coalition, which will include employees from different departments and levels within the organization, project managers, engineers, business development executives, and other relevant stakeholders. A powerful coalition will create a concerted effort to achieve sustainable change goals. The third step is creating a vision for change, which entails developing a clear and concise vision for the change initiative (Rajan & Ganesan, 2017). The change leader should effectively communicate the change vision to all stakeholders. In addition, the change vision should align with the overall goals and objectives of the organization. At Intel Incorporated, the team driving the change should start by identifying the key drivers behind the need for change, such as the slow and uncertain contracts from T-Mobile. The team would then develop a clear and compelling vision for the change initiative that aligns with the organization’s goals and objectives based on these drivers.
Communicating the vision is the fourth step when using Kotter’s Change Management Framework to implement organizational change (Haas et al., 2020). Communication is crucial in ensuring stakeholders understand and embrace the vision for change. The team tasked with driving the change should use different communication channels to convey the message of change effectively. The team should also ensure all stakeholders are engaged and motivated to support the change initiative. At Intel Incorporated, the change team should use various communication channels such as meetings, emails, newsletters, and online platforms to communicate the vision for change to stakeholders. The team should also provide regular updates on the progress of the change initiative and address any concerns or questions from stakeholders. The sixth step is empowering others to act on the vision (Rajan & Ganesan, 2017). This step involves removing barriers or obstacles preventing stakeholders from actualizing the vision. It entails providing employees with resources, training, and support to ensure they have the skills and knowledge to implement the change.
The sixth step is creating short-term wins. This step entails creating small, achievable goals that can be accomplished in the short term to demonstrate progress and build momentum for the change initiative (Rajan & Ganesan, 2017). These wins help to keep stakeholders motivated and engaged in the change process. The seventh step is consolidating gains and producing more change. After achieving short-term goals, the change team should continue building on the momentum and work towards achieving more significant and long-lasting changes. This involves revisiting the vision for change and making adjustments as necessary. Lastly, implementing change using Kotter’s Change Management Framework entails anchoring new approaches in the organization’s culture (Boff & Cardwell, 2020). The change team should work to embed the new approaches and ways of working into the organization’s culture and systems. This entails ensuring that the changes are sustainable and that they become part of the organization’s daily operations. For instance, if Intel Incorporated focuses on sustainability, it should incorporate sustainability metrics into its performance evaluation system. The company’s leadership should also create a sustainability team responsible for monitoring and reporting on the organization’s progress toward sustainability goals.
Conclusion
In conclusion, Intel Incorporated can achieve sustainable change through future-focused leadership. Such leadership would help the company achieve sustainable change by helping the company to focus on diversifying services, promoting sustainability, investing in employee training, streamlining project management processes, and building strong relationships with stakeholders such as clients. In addition, Intel Incorporated can implement sustainable change by using Kotter’s Change Management Framework to establish a sense of urgency, form a powerful coalition, create a vision for change, communicate the vision, empower others to act on the vision, create short-term wins, consolidate gains and produce more change, and anchor new approaches in the organization’s culture. Following these steps would be essential in helping Intel to successfully navigate the change process and create a more sustainable and profitable future. However, Intel must continuously monitor and adjust its approach to ensure sustainable changes align with its goals and objectives.
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