BSBTEC404 task 2

For Trainer and Assessor to complete: ◻ Student requested reasonable adjustment for the assessment Completed successfully Did the student satisfactorily: Comments Y N DNS The student has satisfactorily completed and submitted the following:  Review report in Task 2.1A  Email to BoD and CEO in Task 2.1B  Business Case in Task 2.2A  Approval for the Business Case in task 2.2B ☐ ☐ ☐ The student consulted with the CEO (trainer and assessor) in simulated work conditions as needed. Feedback in Comments. ☐ ☐ ☐ Demonstrated ability to:  Identify current collaborative ways of working  Assess the performance of current collaborative ways of working against organisational strategies and objectives  Collate information collected through review and provide to relevant personnel as required This is evidenced by:  Review report in Task 2.1A  Email to BoD and CEO in Task 2.1B ☐ ☐ ☐ Demonstrated ability to:  Identify available digital technologies by accessing relevant sources of information  Seek assistance from specialist advisors, where required  Assess existing collaborative work against available and existing digital technologies  Identify opportunities and priorities for digital technology in collaborative work  Prepare a business case for implementing new digital solutions to ☐ ☐ ☐ BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 3 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

Task 2 – Review digital technologies used in the workplace and develop a business case for improvement Task summary and instructions What is this assessment task about? The CEO at MMI Professional Education (Refer to Appendix 1) hired you to review the use of digital technologies used in the company. The CEO would like to use digital technologies to enhance collaboration in the organisation and asked you to:  Review existing digital technologies in the business  Identify opportunities to implement digital technologies for work collaboration  Implement and use digital technologies to improve collaboration This task focuses on the first two points above. This task comprises of the following assessment methods: o Product-based ☒ o Direct observation of Role-Play ☒ o Case Study ☐ o Other (specify) ☐ It has been designed to evaluate your ability to/competency in:  Identify current collaborative ways of working  Assess the performance of current collaborative ways of working against organisational strategies and objectives  Collate information collected through review and provide to relevant personnel as required  Identify available digital technologies by accessing relevant sources of information  Seek assistance from specialist advisors, where required  Assess existing collaborative work against available and existing digital technologies  Identify opportunities and priorities for digital technology in collaborative work  Prepare a business case for implementing new digital solutions to support collaboration and seek approval, BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 6 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

o Employee HR Manual You will work in simulated work conditions; the trainer and assessor will play the role of the CEO at MMI Professional Education. Consult with the CEO as needed. The trainer and assessor will confirm that you have consulted with them and provide feedback on the marking sheet. Task 2.1 Review existing digital technology use in the business Please read:  Appendix 1 at the end of this document  The following policies provided in a separate folder: o Communication – Policy o Information Management – Policy o Social Media – Policy o Data Management – Policy o Continuous Improvement - Policy o Employee HR Manual And consider the additional information below:  The staff works in silos; teams do not cross-collaborate.  Team meetings run overtime, and there is no follow-up on the actions items agreed upon during the meeting.  The Board of Directors thinks that the company is not innovative enough and would like to explore technology that supports cross-pollination of ideas and innovative thinking.  The CEO is concerned about the new campus in Sydney because Melbourne's campus will perform administrative tasks such as enrollment, and virtual teamwork practices must be implemented between Melbourne and Sydney.  Departmental managers do not work together and prioritise the needs of their own teams rather than working collaboratively.  The Board of Directors would like to invest more in online courses. BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 9 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

3. Establish a climate of mutual respect and trust Employees will feel more important at work if they are kept informed about what is happening within the organization or during a project. When there is already some level of trust established, collaborative behavior is more likely. Conclusion Summarise the key issues and opportunities identified in your analysis. Provide high-level recommendations for improvement, for example, to introduce digital applications to improve collaboration. (50-100 words) Key issues identified in digital strategy:  Lack of Change Management Strategy.  Complex Software & Technology.  Driving Adoption of New Tools & Processes.  Continuous Evolution of Customer Needs.  Lack of a Digital Transformation Strategy Opportunities identified in digital strategy:  Improved Productivity.  More Efficient Use of Resources.  More Effectively Working with Suppliers, Regulators, and Others.  Improving Communication and Oversight Recommendations for improvement, for example, to introduce digital applications to improve collaboration: 1. Lead from the front If senior executives want to model collaborative behavior, the rest of the organization must follow suit. Leaders must first foster a culture in which there are no foolish questions and everyone is encouraged to ask inquiries in order to foster collaboration. To be open to sharing, employees need to feel like they have a voice. 2. Encourage personal accountability Employees perform more effectively on group tasks when there are policies in place to promote personal accountability. Employees must take ownership of their work, see it through to completion, and accept responsibility for any outcomes, good or bad. Managers are responsible for establishing the tone and culture of their organizations. 3. Establish a climate of mutual respect and trust Employees will feel more important at work if they are kept updated about what is happening within the organization or during a project. When there is already some level of trust built, collaborative BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 12 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

Address the following:  Research digital technologies that could improve collaboration in the workplace  Evaluate four options for digital technologies against organisational and collaborative needs in the organisation and requirements  Consider the features of the technology, pricing, difficulties in implementation Document the analysis in the table below. Analysis Digital technology Evaluation against  organisational objectives  operational needs Evaluation against requirements:  Budget  Timelines Team Collaboration One of the most typical forms of professional collaboration at work is this. In this variation, every group member is acquainted with one another. Everyone on the team is aware of what their responsibilities are and how they affect the other team members. To achieve the team's objectives, tasks must be completed by predetermined deadlines. Budget: $400 Timeline: Monthly Community Collaboration Participants in a community collaboration have a common interest. Instead than working together to complete a task, the objective is frequently to share knowledge and learn. Community members can communicate their worries by seeking guidance and asking questions. The team members take the advice and deliver it to their teams once they get back to their offices. This procedure is ongoing. Budget: $700 Timeline: Monthly Network Collaboration The forms of business collaboration mentioned above are different from network collaboration. Individuals acting in their own self-interest are where it all begins. To introduce themselves and their area of expertise to other members, they begin to contribute to the network. Most likely, no one in Budget: $600 Timeline: Monthly BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 15 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

Role play has been conducted in the class and in this role play we discussed about the business plan and I presented the business case to the trainer and it was held satisfactory. References Please include your references below: https://www.business.qld.gov.au/running-business/digital-business/digital-strategy https://www.liferay.com/resources/l/digital-strategy https://online1.gsb.columbia.edu/digital-strategies https://digitalleadership.com/blog/digital-business-strategy/ https://www.ie.edu/lifelong-learning/programs/digital-strategies-for-business/ https://www.imd.org/reflections/digital-business-strategies-part-1/ Appendix 1 – Scenario The company XYZ Pty Ltd, trading as MMI Professional Education, is an Australian boutique education provider in Melbourne Registered Training Organisation (RTO), offering VET accredited and non-accredited business courses to corporate clients and local clients (domestic students). MMI was founded in 1998 by brothers Mark and Andrew White, who built the company to become a quality RTO with major accounts in Melbourne, Sydney, and Brisbane. Mark Brown sold his shares to his brother Andrew who is the current chairman of the company. The education provider is centrally located in Collins Street, Melbourne CBD, with state- of-the-art facilities: o Administration and Management Offices (including the main boardroom, 2 meetings rooms and a computer lab with 20 PCs) on Level 45 o 15 Classrooms, kitchenette, client lounge room and a trainers' room on Level 46 Corporate training is mainly non-accredited and delivered at the clients' premises around Australia, but it can also be catered for at Collins Street. Corporate clients include major Bank groups, National Management Consultancy firms, Manufacturing companies and Government agencies. BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 18 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

Note: in loco IT, maintenance is performed by the maintenance officer who has some IT knowledge Company Ownership structure The company structure is Pty Ltd:  The Chairman Andrew White holds 51% of the shares  40% of the shares are held by an external corporation since late 2017, as a silent business partner  The remaining 9% is owned by other members of the Brown's family Vision Our vision is to develop outstanding individuals through quality business training that encompasses personal and professional growth. Mission  We create successful careers in business to advance business growth and to positively impact the broader community.  We strive to provide exceptional business training that focuses on quality of teaching, practical learning, and successful outcomes Values Our core values are:  Quality  Integrity  Accountability  Respect for diversity  Innovation MMI quality standards  Australian Skills Quality Authority (ASQA) standards  ISO9001 – Quality Management Systems  ISO 27001 Information Security  ISO 31000 Risk Management  Australian Business Excellence Framework BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 21 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

MMI – Boards' of Director expectation  Quality of practices  Innovative solutions for business growth based on hard data and extensive research  Build an innovative and agile company that can respond to the challenges of an ever- changing business environment  Become market leader  Increase value for shareholders and clients Industry, market, and strategic business direction MMI Professional Education is a Registered Training Provider (RTO) based in Melbourne, Australia, that offers business accredited and non-accredited courses to corporate clients and local clients. Strategic Objectives:  To expand the basis of the operation to Sydney, where the company has experienced a high increase in demand for corporate training  To increase revenue by 10% annually for the next 3 years  To increase profits by 10% annually for the next 3 years  To position the company as a leader for quality business education in Australia within the next three years  To expand the course offering by adding new qualifications to the scope of registration: the Diploma of Leadership and Management and the Advanced Diploma of Program Management  To increase the base of local clients attending accredited courses  To implement sustainability to work practices: social, financial, and environmental  To expand the offering to international students by repackaging accredited business courses to add an internship component during the course Current positioning  MMI enjoys a good reputation in the industry as a quality provider of business courses for corporate clients  Courses are marketed as hands-on, with trainers that currently work in the industry, providing current and cutting-edge skills to business professionals  MMI currently holds 15% of the corporate business training in Australia  MMI does not currently deliver business courses to international clients  MMI does not currently deliver courses overseas  The company is financially stable and sustainable BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 22 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

Operational overview  State of the art facility in Melbourne to be replicated in Sydney  Systems in use: o Student Management System (MMI system) o Learning Management System (Canvas) o Accounting Management System (MYOB) – does not interface with MMI system o Share drive (Google Drive) o Email -Gmail o Calendar – Google Calendar o Zoom  Trainers work both on-site in Melbourne and around Australia  Senior management to stay in Melbourne: campus director and team leaders to be employed to manage and supervise Sydney's operations  Staff to be employed for the Sydney Campus  Melbourne's campus will undertake administrative tasks such as enrolments  Virtual teamwork practices to be implemented between Melbourne and Sydney  Website tailored to international students to be developed  Develop and implement sustainability policy and practices across the organisation; sustainability has not been on the top five priorities of the company so far  All trainers are based in Melbourne; this impacts financial costs when moving trainers to other Australian capitals to conduct corporate training. Trainers who deliver corporate training receive a generous daily allowance outside Melbourne ($250/day); MMI pays for all travel and accommodation expenses. This generous package impacts an average of 20% on the profit margin for each corporate course that is sold Organisational culture The organisational culture experienced at MMI is a mix of market and hierarchy culture.  The Market Culture: This culture is built upon the dynamics of competition and achieving concrete results. The focus is goal-oriented, with leaders who are challenging and demanding. The organisation is united by a common goal to succeed and beat all rivals. The main value drivers are market share and profitability.  The Hierarchy Culture: This culture is founded on structure and control. The work environment is formal, with strict institutional procedures in place for guidance. Leadership is based on organised coordination and monitoring, with a culture emphasising efficiency and predictability. The values include consistency and uniformity. BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 23 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

(Source: https://popinnow.com/four-types-organizational-culture/ )  The organisation is top-heavy, and there are concerns that this may not suit the strategic objectives for growth and the opening of a second campus in Sydney.  The Board of Directors is invested in the change process; however, intervention is needed to bring departmental managers and teams on board.  It is recommended that an organisational culture more suitable for innovation, sustainability, agility, and progressive growth is developed and implemented. Operational issues The following operational issues have been identified internally:  The increased number of complaints due to lack of cultural sensibility of trainers when dealing with students from the non-Australian background (15% increase in the last 6 months alone)  All trainers are based in Melbourne; this impacts financial costs when moving trainers to other Australian capitals to conduct corporate training. Trainers who deliver corporate training receive a generous daily allowance when outside Melbourne ($250/day); MMI pays for all travel and accommodation expenses. This generous package impacts an average of 20% on the profit margin for each corporate course that is sold  An increasing number of enrolments in Melbourne projected the student population to rise from 205 to 450 by mid-2021. Current facilities are not sufficient to accommodate the increase in numbers (existing facilities can accommodate max 350 students)  Delays in achieving marketing objectives due to the composition of the team (2 part- timers and one contractor) that cannot sustain the increased amount of marketing tasks (corporate events to enhance networking and identify potential corporate clients have increased by 30% in the past 6 months)  A new student management system has been developed in-house. The system was recommended by the Client Services and the Academic Managers for the seamless integration of the student management and the learning management system. However, the two managers failed to perform due diligence, and they did not consider that the new system does not interface with the finance management system. This will cause operational disruptions to the workflow as finance records (mainly revenues) will have to be manually inputted based on the new system's enrollment reports.  Covid19 has decreased sales by 20%; the company has managed to deliver existing courses and still maintain a reasonable margin of new enrolments online Sustainability BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 24 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

The company strongly wants to incorporate socially responsible practices into the organisation.  There is an interest in implementing sustainability training from the induction process.  Current policies and procedures are outdated, and there is no corporate social responsibility policy or strategy.  The Board of Directors would like to invest $30,000 in philanthropic initiatives each year. However, they cannot find an agreement on what initiatives to support.  Some of the departmental managers think that sustainability is only about environmental sustainability.  Most documents are printed.  Plastic cups are used in the kitchenette.  No recycling bins are present on campus.  There is no policy for sustainable procurement.  The thermostats are on overnight.  Sustainability is not an agenda item in meetings.  There is no plan to review energy or water consumption.  There is no strategy for waste management.  Flexible work arrangements are offered on paper but not encouraged.  The staff would like a staff well-being program to be implemented.  The company is financially sustainable.  The Board of Directors is willing to invest $45,000 for corporate social responsibility initiatives; and an additional $ 15,000 solely for environmental sustainability improvements. Marketing  MMI has not heavily invested in marketing activities, relying mainly on word of mouth.  The company has a website: o Old fashioned look, quite austere o Not responsive o In the mobile version, after you have clicked on a few pages, the navigation becomes daunting o Heavy use of text o Infrequent updates  Social Media: there is a FB page that is rarely updated; the LinkedIn Page is not in use  Print advertisement: Industry magazine  Referrals: education agents are paid 15% commission for referring students  Discounts: twice/year, MMI offers 10% for new enrolments to attract more students  Yearly marketing budget: $75,000  The marketing team is small and not experienced in digital and social media marketing BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 25 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

Pricing Product Target Market Price Corporate Training Topics:  Operational Management  Leadership  Project Management  Emotional Intelligence  Change Management  Management  Individuals looking for upskilling to advance their career Face to Face classroom (average of 10 participants) $ 2,000/participant Online $ 800/participant Individual coaching $ 150/hour Diploma of Business Domestic students Blended learning: $ 4,000/student Diploma of Project Management Domestic students Blended learning: $ 6,000/student Workforce Overview The following has been reported:  Turnover rates are high in the academic department (30% yearly) due to the contractual nature of some of the roles. Ongoing training staff is steady; however, there is a need to invest more in their professional development to keep industry currency when teaching.  Need for a succession plan for management roles  Gender unbalanced  Recruitment is done externally, few opportunities for advancement are offered to existing staff  A recent staff survey outlined the following: o Lack of opportunities for advancement o Top-heavy management o Silo mentality o Not enough room for innovation and improvement o Lack of well-defined sustainability policy o Diversity policy is very generic o Need for flexible work practices o Lack of engagement with the local community BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 26 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au

 HR practices are mainly focused on administrative duties. The Board of Directors has identified the need to embrace HR practices as an essential strategic tool for business advancement.  Training on HR practice is required for management  Staff lament a lack of communication from the top  Sense of working in silos Remuneration (average) for each role is as followed:  Board of Director – 25-50 k/year  CEO – 250 k/year  CFO – 180 k/year  Managers – 120k/year  Receptionist $ 52k/year  Officers (including team members in the Marketing dept) $ 65k/year  Team Leader $ 78k/year  Trainer (ongoing) $ 85k/year  Trainer (contractor): $ 80/hour. Trainers who deliver corporate training receive a generous daily allowance when outside Melbourne ($250/day), all travel and accommodation expenses are paid for by MMI. Note:  The above remuneration must be considered pro-rata for part-time staff.  Superannuation is excluded and should be added at 10% to employee's ordinary earnings  Superannuation is paid to contractors (business trainers) BSBTEC404 - Use digital technologies to collaborate in a work environment V3 2021 Page 27 RTO Provider: 91153 - CRICOS Code: 02672K greenwichcollege. edu.au