5700 A4

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Columbia University *

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5700

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Information Systems

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Dec 6, 2023

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docx

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3

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1. What was the value proposition of Certis’s digital transformation for their customers? What did Certis do to create value for their customers? [20 points] The new value proposition for customers was based on Certis’ digital transformation embodied in the Security+ approach. Certis provided an integrated solution by synchronizing the IoT sensors with artificial intelligence analytics, central command, and improved labor collaboration. This made them change from a conventional security provider to an up-to-date technology services provider who guarantees smooth, streamlined and flawless operations. Scalability was achieved using the Security+ platform, which had successful implementations in iconic places such as Jewel Changi Airport. Certis exceeded normal industry standards by delivering not only security but also integrated facility and visitor management and offered clients with technology-driven solution which is holistic in nature. 2. Explain how Certis pursued both exploitation and exploration strategies in its digital transformation. Was the transformation driven primarily by exploitation or exploration? [20 points] In its digital transformation journey, Certis navigated exploitation and exploration strategically. It was first set up by the government before diversifying into secure logistics and enforcement support. The above historical trajectory signifies a strategy of exploitation based on maximizing existing capabilities aimed at expansion and growth. While this was the case, Certis’ foray in technology and its exploitation by it in the mid-2000′s shifted its paradigm towards exploration. The combination of Business Process Re-engineering and Operations with Security+ approach shows that the organization has an exploratory attitude. The innovative framework comprising of IoT sensor and AI analytics represent the fact that is Certis is ready to venture into unexplored territories while still balancing the need for exploitation strategy. 3. How did Human Resources (HR) support Certis’s change efforts. [20 points] The CEO, Paul Chong established a separate cultural development section. This step helped create a culture open to digitalization due to the high cost for security guard turnover. HR department coordinated with this area, creating programs such as team-building workshops and the Corporate University initiatives among other activities. In addition, HR worked out an effective strategy including recruitment of experienced employees, early recruitment from universities, and reskilling incumbent personnel. With this multidimensional HR strategy and the CEO’s action plan, Certis was able to address a problematic retention environment while driving the company towards a man-machine harmony - an important aspect of the organization’s evolution towards digitization. 4. Describe Paul Chong’s change leadership approach using Kotter’s 8 step
model. What did Chong do in each of the 8 steps? [30 points] Paul Chong successfully applied Kotters 8 step model as a tool for navigating the process of digitization. As a first step, ‘Establishing a sense of urgency’, Chong understood that new innovations must be adopted in order to keep Certis competitive and generated urgency in the organization. The first phase of the action plan was based on this urgency creating a guiding coalition comprising of an exclusive department for culture building that also worked together with corporate university in conducting some programs. Chong expounded on the strategy in stepping three titled ‘Developing a Vision and Strategy’ under Security+ by blending IoT and AI frameworks. There were two steps namely communicating the change vision and empowering broad-based action which entailed intensified communication actions like team building workshops and leadership training programs for staff to accept digital change. He deployed the security + in steps 6 and 7 that’s ‘generating short-term wins’ & ‘consolidating gains and producing more change. Lastly, step eight titled ‘Anchoring new approaches in the culture’ Chong stressed for cultural change by incorporating digitalization into the Standard Operating Procedures, creating an environment that enabled working hand in hand with man and machine, positioning Certis as front runner of security. 5. Based on Kotter’s model, what additional actions could Certis have taken to institutionalize the change (step 8)? In order to consolidate the change in Certis, more measures following Kotter’s framework would be helpful to anchor the long-term effect of transformation. Additionally, through establishing a dedicated Change Management Office that oversees all change initiatives undertaken by Certis, the project team will ensure that the organization continues supporting all digital initiatives. Continuous improvement could be enhanced through instating regular progress assessments and feedback systems. Additionally, embedding digital competencies in the performance appraisal and reward structure would be an endorsement for these abilities. Hence, Certis must build a culture that promotes life-long learning and adaptability so as to make digital transformation part of the organizational DNA.
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