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Change Management Strategies for Digital Transformation: A Comprehensive
Overview
Organizations increasingly embrace digital transformation projects to stay competitive and
foster innovation in today’s fast-changing digital market. However, as several Ph.D. thesis
and dissertations demonstrated, digital transformation involves more than just implementing
new technologies; it also entails a significant change in organizational culture, procedures,
and mindset. The followings are some of the change management techniques covered in this
article and their implications for successful digital transformation:
Recognizing the Landscape of Digital Transformation:
Organizations must first understand the complexities of the digital landscape to begin a
successful digital transformation path. According to Johnson’s (2018) dissertation research,
it’s critical to thoroughly review market trends, consumer preferences, and technology
developments. This study emphasizes the importance of coordinating digital transformation
goals with overarching company goals to ensure a purposeful and cohesive approach to
change.
Developing a Strong Vision:
A compelling vision inspires Employees to accept and actively participate in the digital
transformation process, which serves as a driving force. A clear vision that conveys the
advantages of digital transformation to various stakeholders is essential, according to Brown’s
(2019) Ph.D. thesis. To ensure a common understanding of the result, this vision should
address the “what,” “why,” and “how” of the transformation.
Creating Successful Communication Channels:
During times of change, communication that is open and honest is essential. Smith’s
dissertation (2020) strongly emphasizes the necessity for businesses to build efficient
communication channels to share information, respond to employee problems, and get
employee feedback. This makes it possible to develop a welcoming workplace that promotes
teamwork, lessens resistance, and increases a sense of ownership among employees.

Developing Change Leadership Skills:
Leading change is essential for advancing digital transformation. In her doctoral dissertation,
Martinez (2017) claims that effective change agents must have a particular set of skills,
including strategic thinking, adaptability, and the capacity to motivate and empower people.
Organizations should foster change leadership skills through training programs, mentoring,
and coaching to achieve successful change implementation.
Empowering Employees:
The active participation and empowerment of employees are essential for the adoption of
digital transformation to be effective. Organizations should concentrate on building a culture
of ongoing learning and experimenting, according to Thompson’s work (2021), which
Thompson references in her dissertation. This includes giving people the chance to receive
training, promoting knowledge exchange, and identifying and rewarding innovative conduct.

Employees that feel empowered are more likely to welcome change and advance digital
efforts.

Managing Change Resistance:
Organizations must actively manage resistance to change during digital transformation
because it is a common human reaction. The need to determine and treat the underlying
causes of resistance is emphasized in Davis’ (2018) doctoral dissertation. Assessments of a
company’s preparation for change, the use of change agents, and employee participation in
decision-making can all help. Resistance can also be reduced through open communication
and benefits clarification.
Conclusion:
The complicated digital transformation process requires careful planning, carrying out, and
managing. Organizations must implement effective change management techniques to lead
organizations through the transformation process. Organizations can increase their chances of
successfully navigating digital transformation by comprehending the digital landscape,
developing a compelling vision, establishing effective communication channels, developing
change leadership competencies, empowering workers, and managing resistance.
Dissertations and Ph.D. thesis offer unique insights that can be used to create and practice
effective change management methods in digital transformation.
Keywords: Digital Transformation, Dissertation Writing Service, Academic Research Paper
Writing Service, Thesis Writing Services, PHD Thesis Writing Services
References:

Brown, M. (2019). Crafting a compelling vision for digital transformation: Communicating
the benefits to stakeholders. (Unpublished doctoral thesis). ABC University.
Davis, L. (2018). Managing resistance to change during digital transformation: Identifying
root causes and implementing strategies. (Unpublished doctoral thesis). MNO University.
Johnson, A. (2018). Digital transformation: A comprehensive analysis of industry trends,
customer demands, and technological advancements. (Unpublished doctoral dissertation).
The University of XYZ.
Martinez, R. (2017). Building change leadership capabilities for successful digital
transformation. (Unpublished doctoral thesis). GHI University.
Smith, J. (2020). Effective communication channels for navigating digital transformation:
Addressing concerns and fostering collaboration. (Unpublished doctoral dissertation). DEF
University.
Thompson, S. (2021). Empowering employees for digital transformation: Fostering a culture
of learning and experimentation. (Unpublished doctoral dissertation). JKL University.
Wilson, T. (2022). An iterative approach and agility in digital transformation: Adapting to
evolving market dynamics and emerging technologies. (Unpublished doctoral thesis). PQR
University.

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Introduction
The benefits of the utilization of the construction contracts include, the requirements of the
agreement while performing home building, the contract paper preserves the rights of the
contractor or builders, superintendent, principles and the other involved parties. In
accordance with the Crown Build project case study, the building construction is located in
the NSW area and it is going to be a four storey building with the fixed amount of AUD28
million and within a fixed timeline as mentioned in the contractual document of this building
project and the contract has been signed under AS4000-1997 regulation. But in the middle of
the project development, it has been detected that the beam size is incorrect and the
contractor has provided notice to the principal and superintendent of the project. The
superintendent has corrected the drawing with correct beam size and instructed to eradicate
the implemented wrong beams. Now gradually the quantity of the handrails has increased
with labour const and delivery delay. Now, the contractor can apply for different progress
claims under different clauses.
Task 1
The Australian building industry mainly follows the laws and regulations of ABIC or
Australian Building Industry contracts, HIA or housing Industry of Australia and the
government contracts. Each of the construction projects in Australia follows jurisdictions of

Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building
Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential
building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers
that the roof plumbing and Specialist work will be done in relation with dwelling. Governing
law Clauses refers to the transactions between the parties that are mainly operated in the
territories and the states and the parties generally maintain and follow the legislation
attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation
(Wang and Burdon, 2021). According to the considered mandatory of the general guidelines
of the construction projects, the scope, timeline and the allocation of roles and responsibilities

will be mentioned (Appendix 3) The payment schedule along with the provisional sum and
the contract sum will be written and also the dispute resolution, relief damage, limitation
clauses and available reliefs are also mentioned in the construction contracts. The general
principles of the construction contracts uses different objectives such as the type of work

4
(commercial, design, residential), size and value of the contract, legislative requirements for
state and the mention of the parties who are administering the contract paper such as
architect, contractor, superintendent and the principles.
In accordance with the Australian Standards (AS) there are different general conditions that
are prepared by Standards Australian Committee. The general principles of construction
contract laws are described here-AS 4000-1997: This contract is signed for the construction
delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is
mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is
mainly built for the construction delivery and design purpose and it is a variant of AS4000.

AS4905-2002 is signed for the minor contract conditions and it is administered by the
Superintendent. Thus, it is clear that the selection of the contract depends on the different
circumstances but there is some general reflection- The amendments or the body of the
contract, instruments of the contract or agreement that are written formally, and the annexure
parts. Some basic features of AS4000 are- the contractor of a construction project is required
to m\execute the completion of the construction project within a fixed timeline and at a lump
sum price. It is important to sign the agreement with the clearly mentioned date of completion
of the construction contracts, if the extension of time is required, and the contractor will have
to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the
construction project of Crown build that is facing structural difficulties due to the proposed

wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement
with the proper utilization of the clauses.
The advantages of using the standards forms of the Australian contracts are- it can reduce the
total cost, the scope of negotiation can be avoided with the signing of document and thus
influences the speediness of the process, However, in the agreement, the rights of the both of
the parties, the proper mentioning of the conditions of the contract, expected date of project
completion, the date of work commencement and the other terms and conditions related to
the construction project are clearly mentioned in the construction contracts. The benefits of
the utilization of the construction contracts include, the requirements of the agreement while
performing home building, the contract paper preserves the rights of the contractor or

builders, superintendent, principles and the other involved parties. The construction contracts
help to lay out the planning and conditions of the owner very clearly. It also ensures that the
owner of the building and the contractor are performing together in order to achieve a

5
common target, The clear guidelines of the contracts helps to perform a better construction
performance and the associate legislations add value to the protection of the builders and
traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential
defect or damage or complaint occurs during the process.

Task 2
According to the case study of the Crown Build, the construction of the four storey building
under Crown Build developer is facing structural deficiencies as the superintendent of the
project has proposed wrong size of beams in the design paper. This issue has been resolved as
the contractor has informed the superintendent and the superintendent has issued a new
design with the correct size of the beams. Moreover, the superintendent has informed us to
remove the used beams and replace them with the correct beams (Appendix 2). Now this
situation has increased the amount of the stair handrails and thus it is enhancing the cost and
the time period. In this case, the contractor will apply for the provision of the compensation
rate from the superintendent as the dispute occurs due to the provision of incorrect
information by the Superintendent. This is a communication problem in the construction
management project.
The construction project of the Crown Build has been made according to the law of AS 4000-

1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project
the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes
have been done in the building design along with the beam sizes, there is a qualifying cause
of extension of the time period. Thus the contractor can apply for the delay delivery of the
project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The
contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been
caused by the omission of the Superintendent. In this regard, the qualifying cause of delay
compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity
enhancement of the stair handrails, labour cost and beam removal cost.
Under clause number 25.3, the delay cost of the construction of Crown Build project involves
the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as

the changes have been made and thus the costing structure is changing. The constructor can
use the clause in order to include the additional expenses with the lump sum cost of the
project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake

6
has been done by the superintendent and the contractor can apply for achieving a relief. It
cannot be ignored that the principal of the project has also omitted the mistake made by the
superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the
contractor of Crown build has already sent a notice to the superintendent and the principal to
apply for EOT. This EOC will be received within 28 days after the claim has been done and
the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay,

CC, 8.1.
Task 3
According to the policies of AS4000, the contractor of Crown Build can claim for the
expansion of the time frame in order to carry out WUC and the contractor needs to prepare a
qualifying cause of delay statement with evidential attributes. There are fundamentally two
types of qualifying cause of delay- i) it is applicable when any omission or mistake is made
by the superintendent of a building construction project and ii) it is applicable when the
mistake or default is made by the contractor of a building construction project or due to
industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the
Crown Build project, the mistake has been performed by the superintendent of the building
construction as in the initial design the superintendent has proposed an incorrect beam size
which is shorter than the required beams. The Item number 23 can identify another factor
about the qualifying cause of delay as it measures if the EOT is not grantable in this situation.
After that the extension delay will be transformed into the calendar and the business days.
Under clause number 34.2, the contractor will be liable to submit the delay notice and in this

case the contractor of Crown Build has to submit proper documentation with the evidence of
the beam fault to the superintendent of the building project and the principal (RUGINĂ,
2021). This documentation will include the cause of delay and the estimated delivery date of
the project. In this regard it can be considered that claiming of EOC notice and delay notice
are different notices issued by the contractor. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
accordance with the regulation of clause number 34.3, the contractor of Crown Build has to
provide evidence regarding the fault in the beam size, responsible person and the extended
timeline in the notice of the EOT.

The process of claiming for EOT under AS4000 includes the submission and accessing of
notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number

7
34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay
damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the
clause number 34.4 (Appendix 1). The dispute in the construction building project will come
under 42.1 and the progress claim will be done as an activity of the payment security policy
according to clause number 37.1 (Montalbán-Domingo et al. 2019).
However, demonstration of the delay will be properly reported in the EOC notice. In
accordance with the policies, the superintendent of the Crown Build project has taken
mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective
steps, the superintendent has designed a new building drawing with correct beam size and
instructed to remove the wrong beams that are already implemented in the building.

However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due
to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that
it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the
other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there
is no additional cost found in the case.
The quantum inclusion and the basics of claim need to be considered while preparing the
notice for the damage delay claims. The contractor has to submit and keep updating the
prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the
non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this
case, it can be considered the prevention steps will be evaluated by the contractor to measure
if the objectives are affecting his attributes or not. Moreover, according to clause number

42.1, the contractor can also provide a dispute notice if he found any disagreement with the
proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also
involve incurred cost that has been increased due to the replacement of the shorter size
beams, labour cost and the increased quantity of the handrails. These inclusions of the cost
will be done under clause number 36.2.
Task 4
There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has
extended the delivery date of the building construction and on the other hand the labour cost
associated with the extension of the project and the removal and implementation of the newly

proposed correct beams. These types of costs are regarded as the “global cost claim”. In this

8
regard the superintendent will be considered as a liable person to provide the compensation
cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost
structure can be claimed by Crown Build as the variation has occurred in the contractual cost
structure. The cost claim will be made as the superintendent has made a mistake in the
building drawing with incorrect beam size. In order to respond to the cost variation, the
contractor will provide the incurred cost quotation and this quotation needs to be verified and
sanctified by the superintendent as a sign of approval. This cost structure will include the
additional cost of the raw materials, labour cost and the extension period cost. It will be
called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown
Build project has taken mitigation steps in order to resolve the issue of the incorrect beam
size. For taking effective steps, the superintendent has designed a new building drawing with
correct beam size and instructed to remove the wrong beams that are already implemented in
the building. However, clause number 34.9 is identifying the compensable cause under
AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of the
superintendent,
the clause number 1.1 stated that it is a subject of compensable cause.
According to clause 26, the expense claim will involve the additional cost with the lump sum
cost in the contract. In addition to that the clause number 25.6 will be applicable as it
indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs
to be applied as there is a verified costing structure in the construction of the Crown build
project. The clause number 26 will also include the additional costs with the main costing
structure. Now the additional cost includes the labour cost, implemented beam removal cost,
extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu,
2017). The value of the raw materials will be added in the additional cost structure according
to the law of AS4000.
Conclusion
As the Crown Build project has been signed under the law AS 4000-1997, the financial and
delay dispute will come under different clauses. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost
that is a delay damage expense. Under clause number 25.3, the delay cost of the construction
of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is
also applicable in this regard as the changes have been made in the cost structure.

9

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1.1 AC 1.1 Explain the importance of strategic human resource management in
organizations
Strategic human resource management is related to the development of human resources
strategies in synchronization with the mission, vision and objectives of an organization in a
way such that the organization’s goals are accomplished. An organization should have the
ability to frame such human resource strategies which will enhance the overall productivity
of the organization (Durai 2010) .
The strategic human resource management in Tesco has been like the backbone of the
company in achieving success at the time of diversification into different sectors for business
activities. The organization through its strategic HRM has been able to develop its business
embedded with technical expertise, integrity and customer oriented globally (MacLachlan

2009) . For developing a vibrant strategic linkage of human resource with its corporate
strategy the company had designed a transformational coaching programme for the growth
and capability development of its mangers followed by an effective feedback procedure. The
programme aimed at communicating business priorities of the organization to its personnel
and building effective leaders as its competitive advantage (Churchard 2010) . In order to
augment the customer value the organization invests highly on recruitment, employee’s
training and infrastructures (TESCO 2012) . Tesco maintains a healthy relation with its union
partner and believes in employee’s participative decision making process for the
accomplishment of organizational goals (Wilton 2010) .

With a change in organizational culture Dell has been able to build a strong position in the
market. The company shifted its focus from just attaining growth to talent management,
leadership building and framed global vision (Scott 2006) . Dell strives for building a
competitive strategy for becoming a low cost player in the market. To have an alignment with

its business strategy the company renders its human resource services with the help of
technology that is through web. Through the company’s intranet its HR team have been able
to carry out various HR activities with the help of a variety of web applications such as
hiring applications or tools, management reports, automatic employee reference system,
updating of employee’s information to cite a few. This has helped the organization to
increase the performance of its employees in many ways such as development in
productivity, self-service, outsourcing as well as self-service. Along with these the company
has been also able to reduce its cost of carrying out human resource operations as less

manpower is required in performing automated activities and it is less time consuming as
well (Gary & Varkkey 2010) .

1.2 AC 1.2 Assess the purpose of strategic human resource management activities in
an organization (Siemens case study)

The key purpose of developing a strategic human resource management is to have an
alignment between the human resource strategies and organization’s business strategies. Such
integration will help an organization in attaining sustainable competitive advantage.
Integration in human resource signifies an alignment between the human resource policies
and the policies of other business operations in an organization such as finance, informational
technology, marketing, production to cite a few (Vedd 2003) . However, the purpose of
designing a strategic human resource management is not only having an integration between
HR and corporate strategy rather the aim is also to have an integration between decisions

regarding the organization’s personnel with the expected output of the organization. An
organization need to align human resource management with the corporate planning system,
focus on the human resource activities that will help in the accomplishment of organizational
goals and should undertake actions that will help in building strong personnel-management
relationships (Dhar 2008) .

The main purpose of Siemens behind designing a strategic human resource management is to
meet global challenges. Siemens operates in highly competitive technological market which
is continuously developing which makes it imperative for the organization to have an
effective HR strategy so as to develop and grow its personnel on continuous basis through
frequent trainings. Various trainings imparted by the organization are like class room
training, apprenticeship training to cite a few. The organization also organizes management
development and education program so as to keep its employees up to date regarding the
changing market trends and requirements. Siemens encourages global team work as part of its

human resource strategy. The employees in the organization are expected to understand work
and perform across every departments, disciplines and regions. The main purpose of Siemens
behind such strategy is to enable its employees to handle multiple responsibilities in the
global market and infuse a feeling of oneness and a vital part of corporate among its
employees. In order to compete in the global market Siemens also redesigned its performance
management system which constitutes of assessing its employee’s performance on regular
basis followed by an effective feedback system. This will help its employees to augment their
competencies and potentiality. The management will also be in a position to identify the
existing competency gap and the remedial measures that needed to be taken to bridge such

gap. The organization believes that in order to attain long term growth and increase
shareholder value it is inevitable to build a motivated and satisfied human resource pool.
Therefore Siemens provides career development and growth opportunities, fair compensation
benefits, cordial work culture to cite a few to its employees by developing a strategic human
resource policies and practices. This will in turn help the organization to prosper in the
market. To gain success in the global market it is vital for an organization to have an effective
cultural diversity management system. Therefore Siemens promotes a culture of
transparency, openness and fairness in its organization to deal with the culturally diversified
workforce in its system (Bhatia 2005) .

1.3 AC 1.3 Evaluate the contribution of strategic human resource management to the
achievement of an organization’s objectives (Siemens case study)
Siemens has repositioned as well as redesigned its organizational and human resource
strategy which contributed significantly in meeting the business objectives. Siemens has
divided its business strategy into organizational strategy and human resource strategy in
which human resource strategy has been framed in alignment with the organizational
strategy. While the business strategy of the organization was framed to augment the
organization’s capabilities, the human resource strategy was framed in a way to guide the
actions of the organization’s personnel and maximize the human potentialities so as to
achieve competitive advantage. For an effective execution of human strategy the company

has divided human resource activities into design and consulting services, service centres and
strategy. The service centre of human resource is concerned with carrying out daily human
resource functions effectively. The strategy and design division of human resource is
responsible for conducting an external environmental analysis. Based on such analysis the
group is expected to carry out the human resource activities such as recruitment,
communications, and appraisal to cite a few in a way so as to have a considerable
contribution on the organizational success. The consulting service group provides guidance to
the organization in respect to the formation and implementation of organizational strategies
(Chanda 2007) .

The human resource strategy of Siemens consists of imparting frequent training and
education to its personnel which is based as per the business requirements of the company for
building and developing competencies of its employees globally. This strategy acts as a pillar
of global success for the company (Siemens 2015a) . To have a strategic recruitment process

8
Siemens PLM software has strategic affiliation with various organizations to build up the
future engineers, technologists and leaders. By this way Siemens will be able to recruit highly
skilled and qualified personnel in future which will in turn enhance the quality of business of
the organization hence leading to success (Siemens 2015c) .
Siemens had realized that recruiting right candidate, imparting training and retaining talent is
imperative to achieve success. Siemens therefore to have a valuable top-notch recruitment,
compensation, employee development, performance evaluation and retention process to cite a
few globally collaborated with the success factors solution. With these the organization has
been able to standardize and integrate its human resource process. Collaboration with success
factors solutions has enabled the organization to have global insight for growth and human
resource planning. Through these cross border managers are being able to exchange
information globally and take quality business decisions (Siemens 2015b) .

1.4 AC 2.1 Analyse the business factors that underpin human resource planning in an
organization (Either dell or tesco)

Human resource planning constitutes of application of planning procedure to the human
resource requirements of a firm. In order to have an effective human resource planning the
plan should be linked with the operational and strategic planning process of a company
(Prasad 2012) . The main objective of a human resource planning is to motivate personnel in
an organization, enhance customer experience quality and focuses on enhancing creativity,
commitment and development in an organization. Human resource planning enables an
organization in determining the future demand for labor as well so as to meet the projected
needs of an organization (Deb 2006) .

Various factors related to the external environment of an organization may influence the
objectives of an organization and the human resource requirements to meet the organization’s

9
objectives. Some of the factors related to the business of an organization which acts as
influencing factors are like governmental control, economic circumstance of a place, and
prevailing competition in the market and changes in the labor force. Governmental control
includes rules and regulation framed by the state or local government. Economic condition of
a place implies the recession, inflationary condition, level of employment to cite a few of a
place. The prevailing competition refers to the major players or the number of exits and entry
of players in the market and business that strives for absorbing the same workforce whereas
changes in the labor force implies the composition of labor or supply and demand of labor in
a particular market (Byars & Rue 2008) .

One of the major objectives of human resource planning at Dell is to assist the organization in
the accomplishment of goals and attain competitive advantage thus enabling the organization
to beat various external and internal business factors. The organizational human resource
planning (OHRP) process has been the key factor behind the success of Dell. The
organizational human resource planning process enables Dell to forecast the demand for
labour well in advance so as to augment the growth of the organization. The human resource
planning process of Dell engages in identifying the vacancies for key jobs in the organization
well in advance. Along with these the process also involves competency mapping which is
done by measuring the performance and quality of the organization’s high performers. This
enables an organization in deciding what kind of skill sets can be expected from the new
recruits. The organization implements flexible deployment of its human resource personnel
for an effective operation of OHRP process. During the lean time of recruitment and peak

time of sales the recruitment team is deployed in the sales and customer service team to
contribute in the sales of the organization (Rao 2010 ; Holzner 2006) .

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Strategic Analysis of NutriNut 2

Contents
List of Tables 2
Introduction 3
Gap analysis: Capability Gap Analysis 3
Introduction 3
Capability narrative 5
Gap analysis: KSF – Capability Analysis 7
Introduction 7
Capability/KSF narrative 8
Strategy development 10
Introduction 10
Corporate-level strategies 10
Generic Business-level strategies 11
Strategies narrative 12
Strategy Evaluation 13
Introduction 13

Evaluative Models 13
Predictive Financial Indicators 14
Contemporary strategy evaluation 15
References 15
Appendices 20
Appendix 1 Resource Based Value 20
Appendix 2 Porter’s Five Force Model 21

List of Tables
Table 1 Capability gap analysis: NutriNut 3
Table 2 Capability rating by resource 5
Table 3 KSF Capability: NutriNut 7
Table 4 Rating KSFs Capabilities: NutriNut 8
Table 5 Product-market Matrix 1: NutriNut 11
Table 6 Product-market Matrix2: NutriNut 12

Strategic Analysis of NutriNut 3

Introduction
This critically analytical paper is in reference to the gap analysis made towards business and
corporate level strategies of NutriNut, the selected case study. In this paper the Capability
Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and
evaluation of the same by NutriNut are initiated for appropriate business development.

Gap analysis: Capability Gap Analysis
Introduction
The role of resources and their capabilities at NutriNut, concentrates in terms of creating
competitive advantage in the current market of Australia and its plan to be a part of
international business community. According to resource-based view (or the RBV), NutriNut
is very valuable as it has the R&D accumulated components of Macadamia oil. The
components of this oil are Palmitoleic and Oleic Acid that comes in combination with
Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its
shape. This is the ultimate strength of this company and the combination of the same is
restricted to its owner, Tracey Newman.

Table 1 Capability gap analysis: NutriNut
Functional area Capabilities
required

NutriNut
capabilities

Competitors’
capabilities

Operations Capability to
manufacture in
volume
Adding continuous

The manufacturing
units are limited to
Australian market, as
of now.

Red Earth Natio: has
the reputation of
growing faster with
appropriate service

Strategic Analysis of NutriNut 4

development to
operations
Prompt Services

Newman is particular
about the operational
developments
Services are already
prompt

responses

Neek Skin Organics:
is very popular and a
brand representing
extensive
manufacturing units
as per increasing
demands

Pricing Following income of
the targeted
consumers
Price ranges should
vary as per
manufacturing costs

High fixed costs of
the Nutri-Nut
products
Low level differences
among the products

MooGoo: Prices vary
as per the currency of
the respective nation
Iluka: Variations in
quantity and pricing
of the product for
different classes of
society
Mukti Organics: Got
fixed price as it
concentrates in upper
class of the society
for maintaining brand
image.

Strategic Analysis of NutriNut 5

Source: Adapted from Grant et al. (2014)

Table 2 Capability rating by resource

Source: Adapted from Grant et al. (2014)

Capability narrative
Based on the aforementioned status of the capabilities of NutriNut in comparison with its
competitors, this report lay focus on five basic capabilities that will assist the company in

Strategic Analysis of NutriNut 6

achieving better position amidst highly competitive market. These capabilities are discussed
hereafter.
Tangible resources, as in physical capability: In this analytical domain of assessing the
capability of NutriNut, it has bene discovered that the company is better than its competitors.
Its role is very clear in offering absolute organic product with excellent physical appeal
(Teece, 2007; Ichrakie, 2013).
Intangible resources, as in branding domain: Here, the position and role of NutriNut appears
same as Neek Skin Organics. However, it is important to note here that all the other
competitors are performing much better in establishing their brand image in the market.
Davila, 2009; Ichrakie, 2013)

Processes and systems, as in the selection of decision tools: According to the research
initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a
company must have firm decisive tools. In this case NutriNBut relies absolutely on the
decision of its owner, whereas all the other companies follow the decision of the Board of
Directors, who are experts in diversified fields of manufacturing and marketing.
Organisational culture, as in the maintenance of workplace attitude: The competitive edge in
terms of workplace attitude has been widely discussed by Summers and Smith (2014) who
laid emphasis on transparency of communication among every section of the organisation.
NutriNut acts with excellence in this domain and this is better than its competitors.

Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of
ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an
organisational culture should be well established as per the selected marketing domain. The
role of NutriNut in this approach is remains average as it is also ready to take on adaption of
different cultures as per the targeted market in international expansion process.

Strategic Analysis of NutriNut 7

Gap analysis: KSF – Capability Analysis
Introduction
In order to develop organisational status the implementation of key success factors from the
external environment and the internal industry conditions must get the necessary competitive
capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the
interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have
adequate amount of understanding about its activities, skills and resources. These are the
aspects that must get analysd and reviewed in accordance to the competitive trend of the
market. There are some relevant resources and professional skills among the employees of
NutriNut that remain liable to get noted when it comes to the analytical platform of
understanding the market positionin
g of NutriNut.

Table 3 KSF Capability: NutriNut
Key Success Factors Capabilities
Research and Development Unique use of Macadamia Nut Oil
Innovation The management in particular ask for new ideas
and innovative approaches to extend marketing
expansion of the company

Communication Transparency All the employees and staff members are
comfortable in getting communication with the
owner of the company

Workplace Attitude At NutriNut there is a positive vibe in the

Strategic Analysis of NutriNut 8

workplace and there is no trace of discrimination
at any ground

Adaption The company is well prepared to adapt every
possible change that the new market demands

Source: Adapted from Grant et al. (2014)

Table 4 Rating KSFs Capabilities: NutriNut

KSF’s 1 2 3 4 5
Capabilities          
Research and Development          
Innovation          
Communication Transparency          
Workplace Attitude          
Adaption          
Technology          
Price          
Delivery Services      
   

Source: Adapted from Grant et al. (2014)

Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.

Strategic Analysis of NutriNut 9

Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the
success of any organisational strategy. In this case, NutriNut is very open to suggestions from
the employees and the staff members. It even encourages innovative ideas and changes for
organisational development.
Communication Transparency:This is sector that is in great demand for international
expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the
transparency within the organisation is very visible and the same is assured to reach the
consumers for building customer loyalty in the market.
Workplace Attitude: Positive workplace attitude is the key to organisational growth of
NutriNut in Australia. However, the company should also need to accept changes in its
workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is
here that the company must have resistance the risks and demands of the competitive market
abroad.

Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up
for managing the extensive online selling in the European nations. This is a domain that must
get well nurtured and monitored with regular upgradation (Sara and Michael, 2007).
Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more
flexible status as the company decides to cross borders (Kotler, et al., 2013).
Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international
expansion, it is important that NutriNut organise its delivery proceedings as per the
favourable services in every particular country. In case, there is a delay the possibilities of
losing the client gets high.

Strategy development
Introduction

Strategic Analysis of NutriNut 10

According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level
strategies concentrate in the process of identifying the core competitors of a company, along
with the kind of businesses that can create threat for the company. It is also a strategic
management level, whereby the headquarter must remain efficient in handling all the other
business corporate units of the company. On the other hand, business level strategies is about
the adopt of the appropriate strategic structure to meet the competitive demands of the
company. This is about the process of making decisions in favour of eeting business oriented
competitive edges for a company (Bogomyagkov and Machulskyi, 2012).

Corporate-level strategies
In order to meet the current organisational demands, NutriNut must follow Resource-Based
View, in combination with agency theory for its global expansion. As marked by Daniel
(2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the
consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to
this theory can add the elements of innovation and uniqueness of the products of NutriNut
(see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer
room for new ideas in the new markets. This is something that can combine with agency

theory and will assist in the growth of NutriNut as shown in Table 5 below:
Table 5 Product-market Matrix 1: NutriNut

Strategic Analysis of NutriNut 11

Source: Grant, et al. 2014)

Generic Business-level strategies
For NutriNut, it is important to consider the cost leadership strategy and unlimited resources
model under Porter’s generic strategies. According to Drnevich and Croson (2013) the
generic strategic approach assists the company in pursuing the competitive advantage over
the targeted market. Since NutriNut is very fixed with its costing strategy, the generic
approach to the same will add consumer-oriented effectiveness to the prices of the products.
A detailed assessment of “advantage or necessity” led by unlimited resources model will
create demand oriented channel in terms of manufacturing the products for the respective
market as noted in Table 6:
Table 6 Product-market Matrix2: NutriNut

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The ongoing war between Russia and Ukraine has not only affected the economy of these
two countries but also put severe negative consequences on other countries as well. In fact,
the whole world got affected by the crisis and inflationary impact of war-torn Russia and
Ukraine. The negative impact of covid-19 has already put the world backwards. In a situation
like this, when Russian President Vladimir Putin announces that he is going to attack
Ukraine, naturally that changes a lot. The cost of living standards has been recorded to jump
higher after the sudden intrusion of Covid-19 and now when Putin is at war against Ukraine’s
President Volodymyr Zelenskyy, that puts a lot of geopolitical pressure on the global
economy and its well-being. On completion of a year-long and still-going war of Conflict and
Russia’s annexation of Ukraine, the following section would specify a few of the areas that
got impacted on a high scale due to the war scene between these two neighbours.
The three essential sectors where the crisis has been noted to have the greatest impact include
Food, Energy sector and Migration and Governmental approaches to that.

Food

The invasion of Russia on Ukrainian land creates a significant negative impact on food
prices. There is speculation that around 13.5 million tons of wheat and 16 million of maize
are stuck between the two countries, unable to move forward. The exportation route has now
been closed for over a year and sealing the border means that the trade would not be
accomplished. Without any trades, the supply for the food chain naturally gets under the
radar. Not only does the distribution of the supply chain management get impacted but
Russia’s invasion of Ukraine and rising pollution caused by war actions results in
interruptions in planting seasons and agricultural culture. The World Food Program (WFP)
organises a calculation that shows how the cost of food has increased by 40% since 2020 and
it is expected to at least increase up to 10% of prices considering day-to-day products in
Ukraine and Russia due to the war effects.

Energy sector

Before the invention of Ukraine, Europe and China were recorded to import around 60% and
20% of Russia’s crude oil as Russia has been the second largest exporter and the third largest
producer of crude oil. The sudden attack of Russia on Ukraine pushes through the barriers to
rate the price of crude oil to such an extent that the buyers are showing a lack of interest to

buy from Russia. All of the prices have gone skyrocketing. This has a severe impact on the
supply to the global chain market, all to be blamed on the war actions.

Migration and Governance Issues

Ukrainians are leaving their country out of the threat of getting slaughtered and the issue of
migration is, therefore, a serious concern that NATO and the bordering countries of Ukraine
and Russia are reckoning with. Keeping aside the pressure on energy and food prices leading
to inequality and civil unrest, the governments of these countries also are in a highly unstable
position to take on decisions on where to keep these Ukrainian refugees. The situation is quite
messed up and things look to get worse with more days passing by.

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Abstract

Contents
Abstract 2
Table of Content 2
List of Figures and Tables 2

  1. Introduction 2
    1.1 Research Question 3
    1.2 Research Purpose 3
    1.3 Research Rationale 3
  2. Literature Review 4
    2.1 Strategic HR Management 4
    Common Global Practices, SHRM at IBM: A Case Study 4
    2.2 Theory to Praxis 4
    SHRM Theories, Implementation at IBM 4
    2.3 Current Issues 4
    Recruitment, Training & Motivation, and Retention 4
  3. Methodology 4
    3.1 Research Philosophy 4
    3.2 Qualitative and Quantitative Approaches 4
  4. Selected Research Methodology 4
    4.1 Research Approach 4
    4.2 Sampling 4
    4.3 Data Collection 4
  5. Findings and Analysis 4
    5.1 SHRM Approaches at IBM 4
    5.2 Recruitment and Training at IBM 4
    5.3 Motivation and Retention 4
    5.4 Analytical Overview 4
  6. Conclusion and Recommendations 4
    References 8

    Appendices 9

Table of Content

List of Figures and Tables

  1. Introduction

According to the Annual Report 2015 of IBM, the current strategic imperative revenue mix
of the company, against the market get noted as follows –
Figure 1 IBM: Strategic Imperative Growth

Source: IBM (2015)

It has been clearly marked in the current competitive market scenario, IBM has considered its
strategic imperatives as significant elements to its management process. Its expansion in the
fields of analytics, cloud, mobile, security, and social context remains successful in gaining
27% of its total revenue of $25 billion in the year 2014. With the establishment of 3,000
patents in 2014, the company acknowledges that it is the capacity and efficiency of its human
resource (HR) that integrated technology in accordance to the business proceedings the
clients, and adding success to the company on a worldwide basis.
Considering developmental approaches of IBM as the core subject, this research is offering a
research on the ways the Human Resources are recruited, generated, maintained, and further

retained in IBM. The approach is in gaining information about the strategic management
formulations as considered by IBM in being able remain competitive in the global market.

For this purpose the official declarations of IBM, like Annual reports and news articles will
be considered. Further analytical overview will include various theories, peer-reviewed
journal articles, and literary sources for the understanding of Strategic Human Resource
Management, with close study of the practices in IBM.

1.1 Research Question
In the domain of HRM, why IBM can be idealised by a company, to gain knowledge about
sustainability and growth in the current global market?

1.2 Research Purpose
The core purpose of this report is to analyse the SHRM of IBM, in order to gain necessary
knowledge about the implementation of strategic theories and practices in the HR domain for
organisational success. As under the intensive pressure of globalisation, the companies are
facing enormous hurdles in recruiting the right employees, training and motivating them, and
get most strenuous in retaining valued employees; this research aims to offer the tips and
tricks of IBM in resolving these issues in particular.

1.3 Research Rationale
As against many competitive software companies, like Accenture, Hewlett-Packard, Apple,
etc., IBM with 379,592 employees, excels itself in the process of recruiting, training &
motivating, and retaining employees for organisational growth and long term sustainability in
the market (IBM, 2014). Its achievements and growth makes it one of the most best place for
generating a good career for an employee (IBM, 2015 a). This is the reason that IBM has
been selected here, as an ideal company to understand its HR strategic management for the
upliftment of those companies that still strive to gain more potentiality in global market.

  1. Literature Review
    2.1 Strategic HR Management

Common Global Practices, SHRM at IBM: A Case Study
2.2 Theory to Praxis
SHRM Theories, Implementation at IBM
2.3 Current Issues
Recruitment, Training & Motivation, and Retention

  1. Methodology
    3.1 Research Philosophy
    3.2 Qualitative and Quantitative Approaches
  2. Selected Research Methodology
    4.1 Research Approach
    4.2 Sampling
    4.3 Data Collection
  3. Findings and Analysis
    5.1 SHRM Approaches at IBM
    5.2 Recruitment and Training at IBM
    5.3 Motivation and Retention
    5.4 Analytical Overview
  4. Conclusion and Recommendations

Appendices

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