have to complete part 2 only 3500 words
BUSI640
(V01) – Individual Assignment Brief 1
ACADEMIC YEAR 2020 – SPRING TERM
MBA (VAN01)
(MASTER OF BUSINESS ADMINISTRATION)
TIER
1
BUSI 640 – CONSULTING PRACTICE
INSTRUCTOR: DR. PAURIC P. O’ROURKE
INDIVIDUAL ASSIGNMENT BRIEF-PARTS 1, 2 &
3
TOPIC: INDIVIDUAL CASE STUDY
50% (10%, 20% & 20%) OF TOTAL COURSE GRADE
SUBMISSION DATES: VARIES – WEEKS 3, 5 & 8
ONLINE VIA STUDENT PORTAL(MOODLE)
TURNITIN LINK
BUSI 640 (V01) – Individual Assignment Brief
2
Learning Outcomes:
On successful completion of this assignment the student will be able:
1. To develop abilities to gather, analyse, interpret and evaluate information on a
management consulting task and project related
topic(s).
2. To strengthen conceptual and analytical skills in the study management
consulting.
3. To build tangible links between the theory and practice of management
consulting.
4. To heighten awareness and understanding of management consulting in action
and gain greater self-awareness of oneself as a consultant.
5. To develop and present thoughts, arguments, and informed opinions in a logical
and coherent way
.
6. To develop creativity and critical management skills.
7. To develop skills in case study navigation and analysis.
8. To demonstrate academic and management research, proposal, report writing
and composition skills with academic and business integrity.
9. To consistently apply the APA system of academic referencing.
10. To demonstrate word processing and IT skills
11. To develop project and time management skills.
12. To develop healthy and functional work habits in progressing confidently and
consistently towards a defined submission deadline date.
Individual Assignment – Overall Task
Using your chosen Ivey Case Study as your client organisation, immerse yourself in the
role of Management Consultant in providing a consulting service which involves the
following key milestone deliverables/tasks/assignments::
Part 1: Write a comprehensive Proposal for your client (10%)
Part 2: Environmental Scanning and Analysis (20%)
Part 3: Generate Strategies and Recommend A Solution (20%)
.
This 3 Part Assignment is a practice in management consulting via the use of the case
study method and follows the steps outlined in the flow diagram in Appendix A.
PART 1: Write A Comprehensive Proposal for your Client: – 10% – 2,500 words
Week 3
A consulting proposal is a document sent from a consultant to a prospective client
describing a job or assignment they wish to take on and the conditions under which they
will do so. Consulting proposals are usually written only after the consultant and
prospective client have discussed the job at length. However, n this situation, the client
briefing is provided in the form of the Case Study. The end of each case study may
BUSI 640 (V01) – Individual Assignment Brief 3
contain a question(s) or a reflection about next steps or a dilemma faced by the
protagonist (person at centre of the centre). Use this as your starting point and or convert
into a problem statement of what the client is facing.
Business proposals and business plans are not the same. The proposal’s aim is to sell
your consulting service, rather than your business as a commercial entity. Whether the
proposal is solicited (RFP – Request For Proposal) or unsolicited, the steps to create
your proposal are similar.
Simple Guide to Writing a Proposal: https://www.wikihow.com/Create-a-Consulting-
Proposal Also please see the PP Slides on Writing A Proposal and the Sample Proposal
on Moodle/MyUCW.
While the format of a proposal may vary widely and a FRF may stipulate specific
headings and information, all proposals should be written in a clear and succinct manner
which explicitly sets
expectations
of both parties and indicates the parameters of the
consulting service. It should be about 2,500 words in length, and it should address the
following information under designated headings: (these headings are not rigid, so
choose the ones that work best for your specific client)
1. Cover Page.
2. Executive Summary.
3. Introduction
4. Client Problem and Goals.
5. Project purpose and scope
6. Methodology and Process
7. List of Responsibilities
8. Anticipated Outcomes and Benefits
9. Project Deliverables. (not solutions – as you do not have them yet !!)
10. Timelines and Milestones
11. Pricing and Terms and Conditions.
12. Any Other Issues
13. Consultant’s profile.
14. References
15. Appendices
Submit via Turnitin on Moodle by due date.
PART 2: Environmental Scanning and Analysis – 20% – 3,500 words – Week 5
Environmental scanning is the process of gathering information about events and their
relationships within an organization’s internal and external environments. The basic
purpose of environmental scanning is to help management and you as an advising
consultant to determine the current status and possible future direction of the
https://www.wikihow.com/Create-a-Consulting-Proposal
https://www.wikihow.com/Create-a-Consulting-Proposal
BUSI 640 (V01) – Individual Assignment Brief 4
organization. It’s like a health check before an operation or checking the weather forecast
before going on a voyage ! It should be approx. 3,500 words in length.
Simple Guide to Environmental Scanning: http://bokeconsulting.com/strategy-
ethics/environmental-scanning/
It primarily entails environmental scanning and diagnosis and will include the
following heading:
1. Introduction
2. Purpose and Goal of the environmental analysis.
3. Client Profile and Company Background
4. Internal Analysis: Structure, System, Policies, Resources etc.
5. External Analysis: PESTLE analysis, Stakeholder analysis, Industry and Sect
or
6. SWOT – Strengths, Weakness, Opportunities and Threats and Issues Priority
Matrix
7. Discussion and Conclusion
8. References
9. Appendices
Submit via Turnitin on Moodle by due date.
PART 3: Generate Strategies and Recommend A Solution – 20% – 3,500 words
– Week 8:
This part directly builds upon Part 2 above where based on facts and evidence you now
generate different strategy options, alternative and possible solutions your client could
pursue. This must be based on evidence and facts and presented in a rational and logical
manner including stating any assumptions upfront.
and will include the following heading:
1. Introduction
2. Purpose and Goal of this part.
3. Executive Summar
y
4. Strategy Alternative and Justification
5. Recommended Solution and Justification (and Assumptions)
6. Implementation and Execution
7. Discussion and Conclusion
8. References
9. Appendices
Submit via Turnitin on Moodle by due date.
http://bokeconsulting.com/strategy-ethics/environmental-scanning/
http://bokeconsulting.com/strategy-ethics/environmental-scanning/
BUSI 640 (V01) – Individual Assignment Brief 5
ISSUES RELEVANT TO ALL PARTS OF THIS STAGGERED
ASSIGNMENT
1.Research the assignment topic and organization and write up the assignment
using the suggested format.
Finding Relevant Information:
Research additional and more current information on your Ivey case study organizations
such as company websites, annual reports, strategic reports, industry and sector reports
and umbrella organizations. Social media and digital media searches for current
information may also be useful. Also search within the Big 3 MBB publications and
magazines.
There is a significant amount of resources to draw from and should include the
following: UCW Library – on shelf and academic on line resources should be your
first post of call.
See Core Text book and other Texts books on strategy and management consulting.
– On Line and On Shelf Journals, preferably peer reviewed.
– Online Databases and Portals which contains many relevant strategy and peer
reviewed journals.
– Set up a “Google Alert” or a “Journal Article Alert” Updates” to get information
on a particular topic be mailed to you on a regular basis.
– Secondary References: chase up relevant references listed in the Footnotes &
Bibliographies of Journal Articles and at the back of Text Books.
– Also consider YouTube and Social Media searches.
–
So, use the various academic sources and resources at your disposal such ad UCW
physical and on line library and the various academic databases to find relevant
information including peer reviewed journal articles. Ensure you cite each source
correctly using the APA style. Read generally on the topic first starting with your core
textbook and then funnel your research into the specifics and micro-aspects of the
topic(s).
Writing Up the Assignment: Style and Substance:
Follow the suggested format under each Part. This is not rigid and allows for some
variation to suit your client needs.
Assignment Format and Checklist:
Word Count: As indicated under each part. This excludes any footnotes, references,
bibliography or appendices. The word count should be indicated on the pro-forma cover
page.
BUSI 640 (V01) – Individual Assignment Brief 6
Form
at:
The assignment should be presented in word processed format adhering to the following
guidelines:
– Report style formal structure.
– Word only format, not PDF
– See the APA Template on the Library section.
– Clear paragraphing with headings and sub-headings.
– Use of plenty of white space, breaking up the text with visual aids, diagrams,
graphs, etc. If too bulky, put in Appendix.
– Double line spacing
– Numbered paragraphs 1.2 1.3 2.1 2.2 etc.
– Times New Roman 12
– Pages Numbered
– Table of Contents at front
– Executive Summary
– Consistent Style of APA Citation Referencing.- see Library Workshops
– Minimum of 4 references per part
– Proof Read and Spell Checked
– Contain completed Cover Sheet and signed Academic Integrity Declaration Form
(at end of this document) which includes the Assignment Title, Student Number, Year,
Course Part & Program and Word Count and which verifies that you have acknowledged
all references, the work is yours and that you have not plagiarised.
2. Academic Integrity:
Please ensure that you read the section on Academic Misconduct policy in the University
Canada West website located in MyUCW under the Registrar section. Plagiarism and
lack of academic integrity: includes, but is not limited to:
• Submission of another person’s work as original;
• Inadequate attribution given to an author or creator whose work is incorporated in
the student’s work; and
• Paraphrase or use of material verbatim from a source without sufficient
acknowledgement.
Falsifying Materials: includes, but is not limited to:
• Fraudulently manipulating laboratory processes, electronic data, or research data
in order to achieve desired results;
• Submitting work prepared by someone else (e.g., commercially prepared essays)
as one’s own;
• Citing a source from which material was not obtained; and
• Submitting false records, information or data, in writing or orally.
Cheating: includes, but is not limited to:
• Submitting the same work for different courses without prior permission from the
faculty member;
• Copying another person’s answers or other work;
BUSI 640 (V01) – Individual Assignment Brief 7
• Sharing information or answers when doing take-home assignments, tests, and
examinations except where the instructor has authorized collaborative work;
• Having any unauthorized materials or equipment in an examination or test;
• Submitting an assignment completed (or partially completed) by someone else;
• Falsifying or making up data or bibliographic information;
• Impersonating a candidate in an examination or test, or being assigned the results
of such impersonation
;
• Reproducing, sharing or otherwise making unauthorized copies of UCW materials
in any format;
• Using technological means such as cell phones, data storage units and other
electronic devices without prior permission from the faculty; and
• Assisting others or attempt to help others to engage in any conduct described
above or any other activities prohibited by UCW.
Penalties for Academic Misconduct:
Penalties for academic misconduct include, but are not limited to:
• At the course level:
o Written reprimand for retention in the student file
(no transcript entry)
o Repetition of the assignment or completion of a different, but similar, assignment
(no transcript entry)
o Failing grade for the assignment (no transcript entry)
o Failing grade for the course (recorded on transcript)
• At the program level:
o Disciplinary probation for a defined period with written documentation retained
in the student’s file (transcript notation for period of probation)
• At the University level:
o Suspension (permanent transcript entry)
o Expulsion (permanent transcript entry)
o Rescission of degrees granted (permanent transcript entry)
3. Follow and Double Check Each Part of Your Final Work Against the Assessment
and Critical Thinking Rubrics and Marking Scheme:
Assessment Rubrics:
To check your critical thinking, following dimensions will be considered: clarity, relevance, depth of
discussion, breadth of discussion, integration and internal consistency.
Assessment Rubrics:
Written Communication Assessment 20%
1
Did not meet
expectations
2
Met expectations
3
Exceeded
expectations
BUSI 640 (V01) – Individual Assignment Brief 8
Writing
Conventions
(grammar, word use,
punctuation,
mechanics)
Frequent
grammatical
errors
and misspellings
inhibit readability
Informal language,
abbreviations
and
slang is
used
Few grammatical
errors
and misspellings
(e.g.
three or fewer per
page)
Correct verb tense
used
Paragraphs flow
from
one to another Active
voice pervasive
Free of grammatical
errors
and misspellings
Effective verb tense
used
Uses phrases and
construction that
delight as
well as inform the
reader
Primarily active
voi
ce
Overall
Effectiveness of
Piece (
professional
appearance,
expression and
format)
Not formatted
to
Specifications,
Lacking professional
appearance
Formatting is
generally
correct, acceptable
professional
appearance.
Assigned format
followed
explicitly:
Exceptional
professional
appearance
Critical Thinking Assessment 80%
Intellectual Standards
Elements of Reasoning Clarit
y
Relevan
ce
Depth Breadt
h
Integratio
n
Consiste
ncy
Information
(situation analysis;
important data, facts,
observations for analysis
and decision making)
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Concepts
(theories, principles, models
to be applied in the analysis
or exercise)
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Points of View
(important stakeholders to
consider in the analysis and
resulting decision(s))
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Assumptions
(presuppositions, values or
beliefs that must be
explicitly stated)
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Implications
(potential +/- outcomes or
consequences of decisions
or
strategies)
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
Interpretation
(articulation of conclusions,
interpretation,
recommendation
1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3
BUSI 640 (V01) – Individual Assignment Brief 9
based on information,
concepts,
POV, assumptions and
Implications)
Critical Thinking and Written Analyses Rubric – Scale Description
Levels
Criteria 1
Did Not Meet
Expectations
2
Met Expectations
3
Exceeded
Expectations
Clarity Writing is not clear. It
is
difficult to understand
points
being made. The
writing lacks
transitions, and few
examples and/or
illustrations are
provided to support
explanation or
recommendations.
Writing is
generally well
organized and
understood. Transitions
are used to facilitate
clarity. Some examples
and/illustrations are used
to support explanation or
recommendations.
Writing is succinct,
precise,
effectively organized
and
without ambiguity.
Transitions, explanation
and elaboration
are
extensive to elucidate
points. Detailed
illustrations and/or
examples are used to
support explanation or
recommendations.
Relevance Critical issues/questions
are
omitted or ignored in
the
writing.
Most of the critical
issues/questions are
addressed in the writing.
All critical
issues/questions
are addressed
completely in
the writing
Depth of
Discussion
Ignores bias; Omits
arguments
Misrepresents issues;
Excludes data; Includes
but does not detect
inconsistencies of
information; Ideas
contain
unnecessary gaps,
repetition or extraneous
details; Sees no
arguments and
overlooks
differences
Detects bias; Recognizes
arguments;
Categorizes content;
Paraphrases data;
Sufficient detail to
support conclusions
and/or recommendations
Analysis includes
insightful
questions;
Refutes bias; Discusses
issues thoroughly
Critiques content ;
Values
Information
Examine inconsistances
;
Offers extensive detail
to
support conclusions and
recommendations;
Suggests
solutions or
implementation
Breadth of
Discussion
Omits arguments or
perspectives; Misses
major
content areas/concepts;
Presents few options
Covers the breadth of the
topic without being
superfluous
Considers multiple
perspectives;
Thoroughly delves into
the issues/questions;
BUSI 640 (V01) – Individual Assignment Brief 10
Thoroughly discusses
facts relevant to the
issues
Integration
of all
Elements of
Reasoning
Fails to draw
conclusions or
conclusions rely on
author’s
authority rather than
strength of presentation;
Draws faulty
conclusions; Shows
intellectual dishonesty
Formulates clear
conclusions with
adequate support
Assimilates and
critically
reviews information,
uses
reasonable judgment,
and
provides balanced, well
justified conclusions
Internal
Consistency
There is little
integration across
the sections of the
paper.
Several inconsistencies
or
contradictions exist.
Few of the issues,
recommendation and
explanations make
sense and are well
integrated.
Sections of the paper are
generally well
linked/connected. Only
minor contradictions
exist. Most of the issues,
recommendations and
explanations make sense
and are well integrated.
All sections of the
paper are
linked. There are no
contradictions in the
writing. All issues,
recommendations and
explanations make
sense
and are well integrated
Values: Level 1: 10%, Level 2: 50% and Level 3: 100%
Grade Point and Letter Grades:
DESCRIPTOR GRADE
Exceptional: Normally achieved by a small
minority of students who have
consistently exceeded performance
expectations in all evaluation criteria.
90-100% A+
(4.33)
Excellent: Demonstrates a comprehensive
knowledge and understanding of subject
matter and achievement of learning
outcomes at high levels of performance in
almost all of the evaluation criteria.
85-89% A (4.00)
Very good: Demonstrates a
comprehensive knowledge and
understanding of the subject matter and
achievement of learning outcomes at well
above average levels of performance in
most of the course evaluation criteria.
80-84% A- (3.67)
Good: Demonstrates substantial
knowledge and understanding of the
subject matter and achievement of
learning outcomes at average to above
average performance levels in most of the
course evaluation criteria
76-79% B+ (3.33)
72-75% B (3.00)
BUSI 640 (V01) – Individual Assignment Brief 11
Satisfactory: Demonstrates sufficient
knowledge and understanding of the
subject matter and achievement of
learning outcomes at average levels of
performance in most of the course
evaluation criteria.
68-71% B- (2.67)
Pass: Demonstrates acceptable knowledge
and understanding of the subject matter
and achievement of learning outcomes at
low to average level of performance in
many of the course evaluation criteria.
60-67% C (2.00)
Fail: Unacceptable performance in most or
all of the course evaluation criteria
0-59% F (0)
Given the nature of “relative grading” (competition), your grades will normally follow
a normal distribution curve which means Grade A and A+ will be very rare and few as
will Fail Grades.
4. Complete and Sign the Academic Integrity Declaration Form.
Please fully complete the Assignment Cover Sheet including the Academic Integrity
Form. (a copy is on the last page of this brief.) An electronic signature is acceptable or
you may physically sign and scan. Attach a signed copy of this cover sheet to the final
document before final submission.
NB: Screen shot the completed cover sheet and insert into the appendix of the
completed assignment. Do not insert as a document as it will drive up the Turnitin
Similarity score.
5. Put Each Part Through Turnitin With a Similarity Score of 20% Or Less.
If the Turnitin similarity score is greater than 30% it is an automatic fail. Between
20% and 30% incurs a penalty in marks and under 20% is fine. Please do NOT submit
the final document until at least 20% or less. You may submit as many times as you wish
in Turnitin, until you get it below 20%, before the final deadline.
This course requires you to submit your assignment in electronic form. The electronic
material will be submitted to a service to which UCW subscribes, called Turnitin. This
is a service that checks textual material for originality. Turnitin.com is used increasingly
in North American universities. For additional information please visit:
https://turnitin.com/static/resources/documentation/turnitin/sales/Turnitin_FAQ_Questi
ons_and_Answers
https://turnitin.com/static/resources/documentation/turnitin/sales/Turnitin_FAQ_Questions_and_Answers
https://turnitin.com/static/resources/documentation/turnitin/sales/Turnitin_FAQ_Questions_and_Answers
BUSI 640 (V01) – Individual Assignment Brief 12
Having competed the Academic Integrity Certificate in Step No. 1 and you are still
unsure what plagiarism means, then please visit www. Plagiarism.org
The Turnitin Company has recently re-launched Plagiarism.org, an educational and
informative resource on plagiarism and best practices for ensuring originality in written
work. This site, geared toward students and writers in general, offers a wealth of
information specifically about plagiarism, as well as information on how to properly
attribute and cite sources. On Plagiarism.org, you’ll also find an “Ask the Experts”
feature, FAQs, and a resource section with downloadable handouts. Also please visit
the UCW Library website.
On the Moodle page for this course part and assignment you will find the location where
you upload the assignment to Turnitin.
If you look at the assignment of a previous student who took this course, even just as a
reference, this is still plagiarism and cheating. Always use your own words and your
own voice as its your assignment and your ideas only. Even if your English is not
perfect it is always best to put in your own words rather than risk breaching academic
integrity. During exam, you’re not allowed to look at other people’s work under any
circumstances and the same rules apply for assignments.
Consequences and Penalties of Plagiarism:
• Explicit:
o 1st Offense: Zero on the assignment and one strike on your permanent student
record.
o 2nd Offense: Automatic failure of the course
o 3rd Offense: Expelled from the school
• Implicit
o UCW is a relatively small academic community of faculty and students where
everyone knows each other. Any blemish or damage to your reputation and your
personal and academic integrity will impact your professional standing and future
academic and professional options.
o If you are found guilty of cheating, you will be labelled as a “cheater” and you will
carry this reputation for the rest of your stay in this school and it may appear on your
academic record/transcript when looking for academic references in order to pursue
further studies and or when seeking employment.
Troubleshooting Turnitin:
If you encounter difficulties with your Turnitin submission, try one of these two
strategies (solves it 99% of the time)
1. Wait an hour or two or three and try submitting again
2. Try using a different web browser or computer.
Important: Please note the Instructor has no control or authority over the Turnitin system
so they are unable to help you if you have trouble with submission. You must contact
BUSI 640 (V01) – Individual Assignment Brief 13
the IT department. So, allow sufficient time for any obstacles or delays. It is wise to
submit your assignment couple days before the due date so you still have time to fix it if
you experience submission problems. If you submit your assignment at the last moment
and experience submission problems, there is nothing the instructor can do and you will
incur a penalty for a late submission. If you email an Instructor on the weekends with
problems, they will not be able to reply to you until Monday. So, resolve issues in a
timely manner before the weekend and during the office hours of the Instructor and
UCW IT Department.
Turnitin Similarity Score 20%:
You may upload your assignment up to three times maximum, before the final
submission deadline so that you are below the 20% comparability score.
An assignment with a comparability score of greater than 20% will be penalized. So
please ensure you have a score of 20% or less before final submission.
Between 20 to 30%: A deduction of up to 30% of your grade will be made depending
on the case.
Over 30% is an automatic fail of the assignment and this will be reported to the Head
of Department for review and further action and possible sanctions.
If you use Grammerly as an initial check for similarity score, remember that Turnitin
will add a minimum of extra 15%-20% to the score you get from Grammerly so don’t
rely on it or trust the result.
If you believe you completed an honest assignment but still went over 20%? Then you
need to revisit your refences. If you did an inadequate job of researching for
references, you will end up including many references that other students have already
used and this will increase your similarity score. There are millions of articles
available to enable you to complete a robust and rigorous literature review and a
systematic research process. Consult the UCW Librarians for help. They are the
experts on finding resources and hey are they to help you and make you a better
researcher.
If you go over 20% regardless of the reasons, penalties will apply and if you exceed
30% you will automatically fail the assignment.
Tips on Lowering Similarity Scores
1. No direct quotes from references (not even one sentence). Always paraphrase
everything and include proper citation. It is only fair that you acknowledge and give
credit to where you got the idea or concept from.
a. In other words, DON’T COPY ANY QUOTES from the references.
b. DO NOT directly copy the assignment questions to your assignment as this will
increase your similarity score.
2. Carry out a comprehensive review in researching so your references are not going to
overlap with other students’ assignments,
a. If it only took you 30 minutes to find a particular reference, chances are very
high that previous students already used those so if you use the same reference, it
BUSI 640 (V01) – Individual Assignment Brief 14
will increase your similarity score. That is why Google Scholar should not be your first
port of call.
b. Avoid searching through Google and even Google Scholar and don’t include online
news articles and magazines.
c. Go to the library (not just our school but also other libraries) and search for
books
d. Search for online for peer reviewed journal articles from scholarly portals and
databases such as EBSCO and JSTOR
e. Sign up for “Journal Article Alerts” from such journal article publishers as “Wiley
Online”.
6. Submit Each Part of the Assignment, Online Via Student Portal(Moodle) by the
Stipulated Deadline.
The stipulated deadline for this assignment is on the cover page as well as in the
syllabus. Please double check the date and submit on time. Put the date in your cell
phone calendar. Please build sufficient time into your planning to allow for Turnitin to
produce a comparability report and % in time.
Submit on the Moodle page for this course section, on the Turnitin link.
Late Assignments will be penalized at a rate of 10% of the final assignment grade, per
day.
Start Your Assignment Part 1 NOW! – One Step at a Time!
Do not wait until your assessment topic is covered in a lecture, if applicable, as it may
be too late. So, start your essay NOW with planning and information gathering. Work
on it every day, even if only for 15 minutes.
Be pro-active in your planning and not to rely on JIT (Just in Time) or last-minute
syndrome which is often part of the deadline-procrastination doom loop. Please read
these articles below to gain more insight into the psychology of procrastination and the
negatives of a last-minute approach to work.
1. Thompson, Derek (2014) The Procrastination Doom Loop—and How to Break It?
Delaying Hard Work is All about Your Mood. In the Atlantic August 26th Access full
article at:
http://www.theatlantic.com/business/archive/2014/08/the-procrastination-loop-and-
how-to-break-it/379142/
2. Jaffe, Eric (2014) Why Wait? The Science Behind Procrastination: After a Long
Delay, Psychological Science is beginning to Understand the Complexities of
Procrastination in Observer-Association for Psychological Science Access full article
at:
http://www.psychologicalscience.org/index.php/publications/observer/2013/april-
13/why-wait-the-science-behind-procrastination.html
http://www.theatlantic.com/business/archive/2014/08/the-procrastination-loop-and-how-to-break-it/379142/
http://www.theatlantic.com/business/archive/2014/08/the-procrastination-loop-and-how-to-break-it/379142/
http://www.psychologicalscience.org/index.php/publications/observer/2013/april-13/why-wait-the-science-behind-procrastination.html
http://www.psychologicalscience.org/index.php/publications/observer/2013/april-13/why-wait-the-science-behind-procrastination.html
http://www.psychologicalscience.org/index.php/publications/observer/2013/april-13/why-wait-the-science-behind-procrastination.html
BUSI 640 (V01) – Individual Assignment Brief 15
How to Create Instant Motivation and Break the Procrastination Habit
Marking/Grading and Feedback Timeline:
Assuming a class size of 20 students it will take two weeks for the Instructor to grade
your assignment.
Feedback from the Instructor will be posted under the “feedback” section on the course
website.
Instructor, Contact Details and Appointments:
Dr. Pauric P. O’Rourke
PhD, MSc, MBS, LLM, B.A, CTLHR, PGC (Blended Learning), Fellow HEA, CMBE,
CPHR (Canada), SPHR (USA), Chartered MCIPD (UK)
If you wish discuss any issue with the Instructor please speak to them before or after
class. If at all possible, face to face communication is easier, quicker and clearer. If
you need to set up an appointment to meet in person with with the Instructor please give
adequate notice and indicate at least two suitable times. Please use the e mail message
facility in Moodle or MS Team/Zoom if you have to communicate in writing with the
Instructor.
E-Mail Etiquette:
If as a last resort, you choose to contact the Instructor by e mail, please ensure that the e
mail is written in a professional, courteous and business-like manner with proper
business English and format, such as Dear Pauric and Best regards etc. Cell phone Text
English/Slang is not acceptable. Failure to do so, will mean that you will not receive a
reply. Sending of any inappropriate or disrespectful communication, attachments or
commentary via e-mail or any form of social media, such as Twitter etc, will be
automatically reported to the University authorities for further action and possible
discipline and sanction.
When the Instructor answers your e mail and addresses your issue, it is considered
professional courtesy and basic good manners to reply with an e mail of thanks and
appreciation.
*****
BUSI 640 (V01) – Individual Assignment Brief 16
Appendix A:
BUSI 640 (V01) – Individual Assignment Brief 17
Appendix B:
STUDENT INDIVIDUAL ASSIGMENT SUBMISSION COVER PAGE
ACADEMIC YEAR 2020 – SPRING TERM
DEGREE PROGRAM: __MBA__________(VAN01)_______________
YEAR/TIER: ________________________________
BUSI 640 – CONSULTING PRACTICE
INDIVIDUAL ASSIGNMENT SUBMISSION (Indicate which one )
PART 1 – 10% _________
PART 2 – 20% _________
PART 3 – 20% _________
NAME: ________________________________
STUDENT REGISRATION #: ___________________
WORD COUNT: ___________________
( excluding references/bibliography and appendices)
TURNITIN COMPARABILITY SCORE: _____________
(It must be 20% of less)
INSTRUCTOR: DR. PAURIC P. O’ROURKE
ACADEMIC INTEGRITY DECLARATION:
I fully understand that plagiarism is a serious offence and I have read and understood the University’s
policy on plagiarism and academic integrity. I fully understand the consequences in terms of penalties
and sanctions that may be imposed by the University if I have not identified and properly attributed
sources that have been used, referred to or have in any way influenced the preparation of this
assignment. Furthermore, I fully understand the consequences in terms of sanctions and penalties that
the University may impose if I have knowingly allowed others to plagiarise my work in any way.
I hereby declare that this assignment is solely my work based on my personal study and /or research
and that I have acknowledged all material and sources used in its preparation. I also declare that this
assignment has not been previously submitted for assessment by me or by any other student at this or
any other University or college.
Signed: _____________________________ Date: _________2020_
(Electronic Signature is acceptable)
9B20C016
OLD MUTUAL LIMITED: LEADING CULTURE CHANGE
Michelle Govender wrote this case under the supervision of Professor Caren Scheepers solely to provide material for class discussion.
The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
certain names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Our goal is to publish
materials of the highest quality; submit any errata to publishcases@ivey.ca. i1v2e5y5pubs
Copyright © 2020, Ivey Business School Foundation Version: 2020-03-30
Karabo Morule, managing director of Old Mutual Limited (Old Mutual) Personal Finance, gazed out from
Old Mutual’s1 iconic new headquarters at the skyline of Sandton, South Africa, the morning of June 26,
2018. Morule was considering the dilemma of how to retain the heritage of a culture based on shared values
while modernizing and strengthening it to express a new customer-led approach with a focal point of Africa.
The company’s new 12-storey building, representative of Old Mutual’s strong position in Africa, was a
striking addition to the Sandton skyline. South African President Cyril Ramaphosa had officially opened
the building the day before. The date of June 26 represented the day Old Mutual celebrated the head office’s
return home to South Africa.
As Morule listened to the celebratory sound of vuvuzelas2 below, she reflected on how the change in structure
at Old Mutual had compelled a change in culture in order for the organization to remain sustainable and
competitive. Morule believed that the organization’s values defined the culture of the business: The core
values of respect, integrity, and accountability had been an integral part of Old Mutual’s long history.
Following the announcement of the company’s strategy to have a secondary listing on the London Stock
Exchange, Morule knew that the business she ran had to change on a fundamental level in order to achieve
sustainable growth⎯and a change in values and culture would be crucial to this. To develop the type of work
culture she wanted, Morule knew she had to establish additional core values and keep them relevant.
Morule considered how she, as a leader on a path of transformation, had responded to market conditions and
played her part in creating an environment conducive to change for employees on their cultural journey of
Anchoring in Africa,3 which was a shift from the founding culture of the organization (see Exhibit 1). The
previous culture at Old Mutual had been, at best, merely a theme mentioned on the organization’s website, or
1 Old Mutual Limited was a financial services provider that offered financial solutions to individuals, small and medium-sized
businesses, corporations, and institutions across several market segments and geographies in South Africa and the rest of
Africa; “Who We Are,” Old Mutual, accessed March 4, 2020, www.oldmutual.com/about/who-we-are.
2 A simple plastic noisemaker in the form of a straight trumpet, usually between two and three feet long, that produced a single
note and was used primarily at sporting events; Merriam-Webster online, s.v. “vuvuzela,” accessed October 31, 2019,
www.merriam-webster.com/dictionary/vuvuzela.
3 “Anchoring in Africa” was the term used within Old Mutual and by the media to describe Old Mutual plc’s creation of a new South
African holding company, Old Mutual Limited, with a primary listing on the Johannesburg Stock Exchange on June 26, 2018.
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perhaps an imaginative photograph or statement on the wall of the company’s reception area. Culture was
only occasionally, if at all, estimated or characterized through employee behaviour. Currently, the
organization used practices to precisely gauge, deliberately adjust, and proactively improve culture.
Morule was preparing to address key stakeholders at a Provincial Management Board (PMB) meeting,4 where
she would generate support for the ongoing effort that would be required for cultural change on the path ahead
and speak about the importance of the active participation of employee representatives on this path. These
representatives would be part of every phase of the cultural change so that they could both contribute to and take
ownership of creating a road map for developing an ideal, robust culture. The purpose of the meeting was to
establish objectives, set goals, and define roles in the culture change management process. Rosie Wilson,
chairperson of Gauteng PMB, later commented on Morule’s contribution to the meeting: “Communication was
clear to all staff. It was open from top to bottom. In other words, that [Morule’s approach] opened
communication, everybody participated, and everybody felt that ‘I am part of this.’ And it was not management
taking this and dragging us behind them, we were part of it.”5 Wilson was referring to the strategy Morule had
adopted for providing clarity around the organizational change and in giving individual employees a context for
how their work fit into the big picture. The key principle in Morule’s strategy was including many voices instead
of using a top-down mandate, where leadership forced change on employees.
KARABO MORULE’S BACKGROUND
Morule had grown up in Diepkloof,6 Soweto, with a story many Black South Africans could tell. Her parents
were both professionals who believed in the value of a good education, and because they had the resources,
they had sent their daughter to a private school. Growing up in Diepkloof and going to school in the northern
suburbs of Johannesburg meant that Morule had to straddle two worlds. She believed that helped her in
navigating the corporate world, as she had learned how to balance her culture and who she was with the needs
of a business. Culture impacted organizations in areas such as the pace of business, communication, and risk-
taking. The people she had spent time with, including school peers, colleagues, family, and friends, had all
helped Morule gain insight into how she interacted and connected with people, as well as how she expected
others to behave in certain environments. She had learned that a good company culture was built on not only
shared values but also shared trust. As a workplace leader, she understood that she played a powerful role in
creating and guiding company culture.
Morule began her career at the Johannesburg branch of the global investment bank J.P. Morgan and had spent
over three years at J.P. Morgan’s London office working on the Insurance Securitized Products team. Morule’s
work in London helped her gain a global perspective by expanding her diverse knowledge base as she
encountered new and insightful approaches to business problems through her interaction with multinational
and cross-cultural teams. Recognizing and understanding that culture affected international business, Morule
realized that while many African businesses shared underlying similarities, when contrasted with Western
businesses, a wide cultural difference was evident.7 Morule knew that Africa was rich in cultural diversity,
and the context of African culture and values influenced how business was done on the continent. A typical
example of the cultural gap between Western and African businesses was the approach to written
4 Provincial Management Boards (known as PMBs) played a key role in the provinces by forming strategic relationships with
provincial stakeholders in the public and private sectors, civil society, labour groups, communities, and professional
associations. The PMBs represented the microcosm of the broader business to customers and were made up of leaders from
across the Old Mutual business.
5 Rosie Wilson, in an interview with the author, September 19, 2019, in Sandton, South Africa.
6 Diepkloof was a large township in Soweto, South Africa, established through apartheid legislation for Black occupation to
accommodate the removal of Black people from Alexandra.
7 Navin Ravindran, “The Role of Culture in Doing Business in Africa,” AfricaBusiness.com, June 23, 2016, accessed October
30, 2019, http://africabusiness.com/2016/06/23/the-role-of-culture-in-doing-business-in-africa/.
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correspondence, which in Western culture was characterized by a minimal greeting with an accentuation on
rules and deadlines. This was not acceptable in African business; instead, African culture emphasized polite
greetings and enquiries about the individual’s well-being and family before attending to the business at hand.
In Africa, a common ground for business relationships was trust.
Morule joined Old Mutual in 2010, and she held several management positions before being appointed as
managing director of Old Mutual Personal Finance in January 2016, at age 33. Personal Finance was one
of the group’s largest business segments, with a staff complement of 5,000 people servicing the needs of
almost 2 million customers.
Morule was only the second Black female actuary to achieve an actuarial qualification in South Africa, which
she did at the age of 24. She was also the first Black woman to lead the Old Mutual Personal Finance division
and the first Black female actuary to serve on Old Mutual’s executive committee. Building on this, in 2018,
Morule became one of only two South Africans to be invited by the World Economic Forum to its community
of Young Global Leaders. Further recognition came from the Association of South African Black Actuarial
Professionals when she was given the Inkanyezi Award for her valuable contributions to the actuarial
profession during 2018. Morule was an accomplished leader in not just her role in the corporate environment
but also as a Black female pushing boundaries.
Khanyi Chaba, head of Responsible Business, described Morule as “one of those leaders that I see as focused
on delivering . . . but also, she comes across as believing in people that she works with, so she’s a driver, she
delivers, and in terms of the specific subject matter on responsible business, she’s one of those key leaders
who really are driving responsible business.”8
MANAGED SEPARATION
Old Mutual was established in Cape Town, South Africa, in 1845, and it quickly became a trusted and
recognized brand across the country. After many years, the business decided to expand internationally,
resulting in demutualization9 and a listing on the London Stock Exchange in 1999. The reasons for
demutualizing included the benefits that policyholders would receive from free shares, for Old Mutual to
expand into a broader and more international financial services company, for Old Mutual to be able to more
easily raise money for expansion, and to enable a more flexible business structure.
In March 2016, the group’s leadership decided that the best way forward was to separate its business into
independent, stand-alone companies. A “managed separation” or breakup strategy decision was announced that
month based on a full strategic review of the business. The Old Mutual Group consisted of four parts: a US asset
manager, a British wealth manager, an African business, and Nedbank (of which Old Mutual Group owned 54
per cent). The insurer was splitting its four financial services businesses—Old Mutual Emerging Markets
(OMEM), Nedbank, Old Mutual Wealth, and Old Mutual Asset Management—into autonomous entities.
The decision to split was a result of the limited synergies between the four businesses; additionally, their
geographical distribution meant that the different and changing regulatory landscapes in Europe and Africa
added cost, complexity, and constraints to the business as a whole. In other words, Old Mutual’s structure was
preventing the efficient funding of future growth plans in Africa. Accordingly, it embarked on a breakup strategy.
8 Khanyi Chaba, in an interview with the author, September 26, 2019, in Sandton, South Africa.
9 Demutualization was the change from an organization owned by policyholders to a listed company owned by shareholders.
See “Demutualization,” Investopedia, accessed March 27, 2020, www.investopedia.com/terms/d/demutualization.asp.
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The old business model implied that the Old Mutual head office was central to the group of companies and
that the companies were all linked. On the other hand, in the new business model, only two of the entities
were linked, namely, OMEM and Nedbank. The first stage of the breakup strategy was selling off a majority
holding in Old Mutual Asset Management in the United States for US$446 million. Old Mutual would
continue to own only 5 per cent of this business. The next stage was a separation from its business in the
United Kingdom, which provided financial planning, financial advice, and investment advice services. The
new business was named Quilter after one of its subsidiaries and was listed on the London Stock Exchange
and the Johannesburg Stock Exchange (JSE).
OMEM consisted primarily of all of Old Mutual’s African businesses, including life insurance, asset
management, and banking. Five billion shares in Old Mutual were listed on the JSE and the London bourse
on June 26, 2018, as well as in Malawi, Namibia, and Zimbabwe. Old Mutual was created as the group’s local
holding company, and it would incorporate OMEM. It would be headquartered in Johannesburg and focus on
emerging markets in Africa. This meant that the group’s emerging market activities now resided in Africa.
Old Mutual had ownership of 54 per cent in Nedbank, but most of its shares would be transferred to Old
Mutual shareholders in the six months following the listing. Old Mutual would retain only 19.9 per cent of
the bank. The listing of Old Mutual on the JSE meant that its senior leadership would be led by local executives
from Africa. Additionally, Old Mutual’s African homecoming signalled its commitment to and confidence in
the South African financial markets and helped raise investor confidence in the economy. The OMEM name
was changed to Old Mutual Limited after the unbundling.
CULTURAL CROSSROADS
Old Mutual had reached a cultural crossroads. The core founding values of respect, integrity, and
accountability were solid and positive; however, the organization had developed and advanced past these core
values. Additional touchstones were needed to shape, advance, and strengthen the culture. As a forward-
looking organization, Old Mutual had to constantly adapt by shifting priorities and influences; as a result, the
core values had to be expanded to include diversity and inclusion, agile innovation that made a difference,
and championing of the customer. The organization’s leaders decided that strengthening customer-centred
values at the heart of the business was the key to the change they wanted to embrace, and it quickly became
clear that refining Old Mutual’s values and culture would play a critical role in this transformation.
Once the organization decided to add to and change its core values, it was important to reinforce these with
organization-wide rituals. The journey of transformation for Morule’s leadership team began in March 2016
with the announcement of the “managed separation” change in strategy. When Morule joined Old Mutual in
2010, she had found it necessary to learn how to manage the people side of the business. When she was
appointed as managing director of Personal Finance in 2016, Morule was able to draw on her learnings from
both engaging her team and learning from them. She realized that working as a team was a key factor in
recovering from challenges.
LEADING THE CHANGE IN PERSONAL FINANCE
Morule’s strategy began with the inclusion of her executive committee (see Exhibit 2) in Personal Finance, a
quality team representative of the diversity Morule wanted to see in the business. The team had started with
three people of colour and seven White members, and it now included seven people of colour and three White
members. The team also increased in gender diversity, with four women and six men. This team would begin
building, sustaining, and supporting the creation of a shared language for change. Morule’s team had a
technical understanding of the need for change and were seen as leaders in the business who would exhibit
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the change in their behaviour. The entire approach to this change had to be one of controlled urgency to
achieve an outwardly-focused purpose to enact meaningful change. There was no backup or contingency plan.
Morule was encouraged by seeing her leadership team embrace as a priority the need to shift the culture and
their employees to the next step in the unbundling process.
In leading the change in the Personal Finance segment of the business, Morule had to ensure that key
stakeholders and other influential individuals in the business knew what was required of them and why.
Morule first engaged her team in individual conversations to exchange ideas and develop shared
understandings through an honest exchange of information. This exchange of information would help her
leadership team see how their roles, and the changes being made to them, fit within the larger strategy being
executed. This one-on-one conversation included knowing where they were, knowing where they wanted to
go as an organization, and building the road map to get there. From the start, Morule recognized the
importance of communicating how the desired changes were essential for aligning the organization with
growth in the new business environment.
Morule then set up a weekly meeting where the leadership team discussed ways to implement and drive the
new behaviours needed for the change to succeed. Morule ensured that this weekly meeting maintained a fun
and supportive atmosphere where her team felt safe to suggest and try new things.
Morule was an executive sponsor of the Gauteng PMB. This committee consisted of representatives of the
different business units in the province. The function of this committee was to break down the divisions of
silos and gain a commitment and influence from the front-line managers, and representatives from the
different branches who had direct contact with clients. Morule used this committee to share information with
the lower levels of employees in the organization. In order to leverage change, Morule’s method was to turn
these PMB front-line managers into cultural leaders by sharing with them detailed information about the
culture change journey. Therefore, every session with the PMB had an agenda point detailing the way forward.
Morule found that the PMB team both supported and challenged her executive committee, and, importantly,
they motivated each other to carry the change agenda into the different levels of the organization. Morule
continually encouraged the PMB managers by recognizing that everybody’s voice mattered⎯the PMB
managers had to feel that, as leadership, what they said had been heard and mattered.
MOTIVATING CHANGE
Morule recognized that to effectively lead change, she had to understand the landscape of change and to
experience it. She determined that, together with her leadership team, she had to go through the process of
learning first-hand about their customers. In the past, the leadership team had found it difficult to relate to
customers because they did not interact with them directly. The leadership team considered their customers
to be either company employees or third-party insurance brokers and financial advisers rather than the end
consumers of their services. Morule and her team decided that they needed to understand the end customer
experience as part of the change journey. Morule embarked on a business transformation initiative with one
aim: to put the customer first. She encouraged each of her team members to become customers themselves,
which led to discussions of the customer experience in taking out a money market account, encountering
challenges when using an ATM for the first time, or experiencing difficulty getting through to the call
centre. Morule used the feedback from her leadership team to institute changes that she believed only they,
as the leadership team, had control over. For example, Morule asked the contact centre to send her team
recordings of phone calls from customers. Then, in preparation for the leadership team discussion, the team
would listen to the calls to understand how they could improve the customer experience. Morule personally
sat with an agent during a live call and witnessed the frustration of an agent having to navigate between
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countless screens to deal with a customer query. This led to her challenging the service teams to use desktop
technology to bring everything together in one place. This integrated a myriad of existing processes and
streamlined business applications. It was her firm belief that by empowering the agent in their work
experience, the agent would mirror this in the customer experience because a great customer experience
was anchored in a great employee experience.
LEADING CHANGE
Morule believed that leadership involved connecting employees to purpose and empowering them to do
great work, as well as creating a sense of camaraderie. She felt that Personal Finance should hear about any
cultural or organizational changes from her. She committed to approaching the culture change with an
upbeat and optimistic energy so others would feel this as well, and it would alleviate any anxiety about
what lay ahead. Morule was often told in her conversations with various advisers in the business that they
believed the leaders who determined and set the strategy were often far removed from the issues of those
further down the organizational hierarchy⎯the ones left to execute and deal with the front-line challenges
that change created. Morule set out to change this by engaging people throughout the organization in an
effort to understand and influence their outlook. For example, she took part in managing director (MD)
road shows across the entire segment of her business. The MD road shows were the start of involving people
in creating excitement for the cultural change. The previous MD had only visited large regional centres
when interacting with employees. In contrast, Morule visited outlying rural areas to speak with employees
there about the change that was to come.
During the MD road shows, Morule and her team found opportunities to have individual discussions with
employees regarding how they would be affected by a cultural change. Over time, Morule had learned that
leadership was not always about what the leader knew but, rather, about people feeling like they were all
in it together. It was not necessary to have all the answers; it was necessary to craft answers together. In
view of this, the MD road shows also presented the opportunity for people in the organization to discuss
their concerns⎯before any change was ever delivered.
Morule insisted that internal communication be taken seriously, resulting in the creation and management
of a wide range of interactive platforms and internal channels to engage and motivate employees to ensure
they were kept in the loop about the latest company news and business developments. These included an
intranet site dedicated exclusively to updates on the change process, a weekly newsletter, a rebrand, an
update of the company magazine, and monthly posts by Morule on a blog titled “Karabo’s blog.”
The Old Mutual leadership team, where Morule was one of 13 executive members reporting to the chief
executive officer, conceptualized what they wanted the Old Mutual brand to represent.10 As a team, they
jointly defined a series of unique branding propositions⎯using collaborative input from people throughout
the business⎯that would give Old Mutual standout recognition. The leadership team focused on clarifying
balanced priorities, creating energy, and signalling a commitment to change in performance and behaviour.
10 The 13 executives who reported to Chief Executive Officer Iain Williamson (at the time of the case study) were Karabo
Morule, managing director, Personal Finance; Casper Troskie, chief financial officer; Raymond Berelowitz, director, Customer
Solutions; Khaya Gobodo, managing director, Wealth and Investments; Prabashini Moodley, managing director, Old Mutual
Corporate; Garth Napier, managing director, Old Mutual Insure; Celiwe Ross, director, Human Capital; Clement Chinaka,
managing director, Rest of Africa; Vuyo Lee, chief marketing officer; Clarence Nethengwe, managing director, Mass and
Foundation Cluster; Richard Treagus, chief risk officer and acting director, Governance, Regulatory, and Corporate Affairs;
“Our Leadership,” Old Mutual, accessed January 15, 2020, www.oldmutual.com/about/leadership/executive.
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IMPLEMENTING CULTURE CHANGE: PULSE
A shift in thinking from the way communication had always worked in the past to the way forward would
take time and focus, but a shift had to start. The Old Mutual leadership team had a unique opportunity to
own their vision of change instead of following instructions devised in London. This heralded the beginning
of the campaign that embraced “the power of now” and brought to life the prospects and possibilities that
came with acting in the moment. This was turned into a motivational rallying cry for Old Mutual, with “The
Time is Now” leading the company’s campaign to change (see Exhibit 3).
The managed separation resulted in Old Mutual being a stand-alone entity on the African continent. The
leadership team focused on developing a brand to quickly build the entity into a viable business, and Old
Mutual adopted a vibrant new brand identity to express their new customer-led approach with the focal point
in Africa. Performing in a new environment created a need to identify a new group of values that better fit the
company’s circumstances. Through the stakeholder engagement process described above, the four existing
values evolved under the leadership team into a set of six radical values designed to guide employees in their
interactions with each other. This would drive a fresh new brand and define what great service looked like at
Old Mutual. Using information gathering sessions around employees’ feelings and perceptions about the
change process, senior leaders in the business led the change by demonstrating the six new company values
of respect, accountability and trust, diversity and inclusion, innovation, championing the customer, and always
acting with integrity. The sessions were used as a reminder to middle management to lead change and were
an opportunity to reward managers who demonstrated the new values within the business.
Old Mutual’s visual brand drew on the optimism, vibrancy, and carpe diem11 spirit of the continent,
reinforcing the message of “Made in Africa for Africans.” Vuyo Lee, chief marketing officer at Old Mutual,
described this as an opportunity the Old Mutual leadership team could use to establish the organization as
a Pan-African leader with a distinct customer value proposition that was generating a pulsating new energy.
The organization retained its iconic anchor logo in primary shades of green; however, several spirited
secondary colours, including bright pink, calypso orange, and sunshine yellow, signified a dramatic break
with the past and brought the new brand personality to life. The visuals incorporated many traditional
African patterns to illustrate the richness of African culture.
Morule reflected on her experience of the organization’s culture before the change and recalled that it had
been difficult to move forward and get things done. She visualized the change to be a multicoloured expanding
sphere that spoke to new creativity, invention, hope, and optimism, nourishing the growth of the organization
as it moved forward. Vikash Maharaj, head of collaboration, described the transition as “winter going into
spring, coming out from this dark greyness to all these colours coming through, this new bloom coming
through; leaves are turning green, the flowers are blooming, all of these colours are coming through.”12
Embracing the theme of Africanness, Morule expressed her identity as an African woman by dressing in
traditional African clothes with vibrant Ankara13 patterns, both during road shows, and in the corporate
boardrooms. She believed the only way to change culture was to demonstrate the new behaviours. The
change would be measured by the extent to which people outside of the organization could see it and how
much people within the organization could feel it⎯this would only be possible if people were reminded of
the new values on a daily basis.
11 Latin for “seize the day”, carpe diem urged one to make the most of the present time.
12 Vikash Maharaj, in an interview with the author, September 23, 2019, in Sandton, South Africa.
13 Ankara was a 100 per cent cotton fabric with colourful tribal-like patterns and motifs popular in West African countries.
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Page 8 9B20C016
In further embracing the theme of Africanness, the Anchoring in Africa road show had been conceptualized
as a symbolic journey from London to Africa, tracing the path Old Mutual had embarked upon from its
headquarters in London and moving through 13 African countries on its way to Johannesburg. The aim of
the road show was to share the excitement and significance of Old Mutual listing on African soil and to
discuss with employees and stakeholders the latest developments in the business. The leadership team had
commissioned a statue depicting the three anchors powerfully connected to the African continent; it was
used as a torch to spread the “Anchored in Africa” message, with the anchors relayed from country to
country where Old Mutual would be listed across Africa.
MOVING FORWARD
As Morule made her way from the sixth floor to the lobby of the Old Mutual building, she considered
whether she had found the right balance between speed in integrating the cultural and organizational change
and progress in merging minds with the change. Morule had challenged herself to achieve the best outcome.
She had resisted the temptation to focus only on making Personal Finance a “great place to work” or on
financial performance. As the business scaled into Africa, maintaining Old Mutual’s unique culture was
essential to the brand’s identity and work life. Morule considered how, beyond great products, great
technology, and great credentials, to grow the strong corporate culture necessary to inspire motivated,
passionate, loyal, and dedicated employees across Africa.
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Page 9 9B20C016
EXHIBIT 1: CULTURE SHIFTS
From To
Following competitors Winning in the market
Product-focused Customer-led
Compliant Risk-based decision-making
Reactive talent management Acquiring and retaining top talent
Internal-segment focused Externally competitive, and Old Mutual Limited focused
Planning and designing Executing and delivering
Activity-based Value- and impact-driven
Complicated processes Speed, simplicity, and cost effectiveness
Source: Celiwe Ross, “Radical Values,” Now (Old Mutual Employees magazine), March/April 2019. 12–13.
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Page 10 9B20C016
EXHIBIT 2: KARABO MORULE’S EXECUTIVE COMMITTEE
Note: MD = managing director.
Source: Created by the case authors based on company documents.
Karabo Morule
MD Personal
Finance (South
Africa)
Khanyisa
Ncemane
Customer
Solutions
Douglas
Clothier
Finance,
Governance,
and Execution
Marwan
Abrahams
Channel Head,
Broker
Distribution
Jay Naidoo
Channel Head,
Agency
Franchise
Distribution
Famida Singh
Channel Head,
Direct Life
Jaco Van Der
Merwe
Channel Head,
Personal
Financial
Advice
Xolani Ndlovu
Innovation and
Digital
Phindile Riba
Human
Resources
George Joseph
Strategy
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Page 11 9B20C016
EXHIBIT 3: THE POWER OF NOW CAMPAIGN
Now. This very moment.
Now is dynamic. Exciting. Happening. African.
It’s the pulse of Possibility. Potential. Power.
The power to start something great. The powerful now. Starts with you. So take that first step. That big leap.
Make your move. Be your best. Make now count. What are you waiting for? Your time. Our time. Africa’s
time. #TheTimeIsNow.
Source: “The Time is Now,” Old Mutual, accessed March 5, 2020, www.oldmutual.co.za/campaign/time-is-now/.
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2
ConsultingProposal
Consulting Proposal
Executive Summary.
Old mutual was first established in 1845 in Cape Town, South Africa. After many years of operation, the company made an expansion decision to go international. In 2016, it was separated into independent, stand-alone businesses, including African business, British wealth manager, U.S. asset manager, and Netbank. The main aim of separation was to ensure easy management of the various companies, due to their geographical distribution. The African business consisted of banking services, life insurance, and asset management services. In 2016, Morule was appointed the personal finance managing director to manage the African business segment (Ivey, 2020). Given that the African market comprises of people of diverse culture, Morule discovered the need to initiate a cultural change. The need was to create an ideal and robust organizational culture, necessary for keeping the organization sustainable and competitive in the market. Regarding this, the new cultural change requires the incorporation of customer-centered values to the previously existing values to achieve increased competitiveness, improved customer service, and increased performance, among other benefits.
Introduction
Organizational culture plays an essential role in facilitating the success of any organization. An organization culture is build based on various shared values that determine how people operate and relate to the organization. For instance, the critical founding values of Old Mutual were accountability, integrity, and respect (Ivey, 2020). However, the idea of introducing cultural change in the organization necessitated the creation of new values, including diversity and inclusion, championing the customer and agile innovation. Today, it is critical for companies to create customer-centered values to meet the specific needs of their customers and ensure their satisfaction. Therefore, Old mutual needs to create a new culture that puts much focus on the interest of their customers. Old Mutual key vision is to become a premier financial service provider in Africa, while ensuring strong relations and better understanding of the customer need and the entire consumer market. Also, the company aspires to develop a long-term competitive advantage (Oldmutual.com, 2020). As a result, introducing a new cultural change that focuses on customer-centered values will help Old mutual to achieve its mission and the various desired goals.
Client Problem and Goals.
Old mutual is faced with the core problem and dilemma of creating and implementing a new cultural change. Previously, the culture of the organization incorporated three significant values, including accountability, integrity, and respect. However, the company intends to incorporate a new culture that is heavily based on customer-centered values (Ivey, 2020). The new culture focuses on integrating the various company’s shared values to maximize customer experience and satisfaction. For instance, a new culture of diversity and inclusion will help to ensure that the interests of all customers from different cultures are put into consideration. Also, introducing a new culture of innovative technology will help in improving the quality of service to customers. Additionally, customer championing will help the company to understand its customers better, thus leading to the provision of better services and customer satisfaction.
The primary goals for the new cultural change include:
i. To achieve sustainability and increased competitiveness in the African market.
ii. Integrate a customer-led approach that mainly focuses on customer needs and interests, based on their diverse cultures.
iii. Acquiring and retaining top talented professionals to help in provision of better-quality services and enhance efficiency and effectiveness.
iv. Integrating innovation and modern technology to the company’s operations to ensure increased speed, simplicity of operations and cost effectiveness. Again, this will help to ensure improved performance and provision of better customer services.
Project Purpose and Scope
The core purpose of the project is to provide a comprehensive proposal that outlines how the new cultural change for Old Mutual can be achieved and implemented appropriately. The scope of the project mainly covers the various steps and the necessary actions that will help to ensure successful management and implementation of the desired new change to achieve the specific set goals. For instance, better communication, engagement, leadership, as well as employee training and motivations, are some of the essential aspects needed throughout the change management and implementation process. Regarding this, proper communication, engagement and leadership helps to ensure that the entire process is conducted perfectly well as required. Also, employee training and motivation is helpful, as it helps them to focus on achieving the desired goals.
Methodology and Process
The culture process will involve several steps and actions as discussed below:
1. Initiating Change
Initiating change
is an essential aspect in achieving the organizations desired goals and objectives. However, it is crucial to understand why the change is needed and determine its urgency. Regarding this, Old Mutual wants to initiate a customer-oriented culture that focuses on understanding what the customer needs and delivering the best services to customers (Oldmutual.com, 2020). In the business world, customer satisfaction is the key to winning the loyalty of your customers, hence resulting in success. Also, innovation and technology are an essential element to achieving improved performance, efficiency, and improved quality services. Again, Africa constitutes of people of different cultures; thus, Old Mutual must focus on diversity and inclusion of all customers from diverse cultures across the African continent. Therefore, this shows the need for Old mutual initiate a new culture that embraces the values of innovation, diversity, and inclusion as well as customer championing. Incorporating these values to the previous shared values of integrity, accountability, and respect will help the company to achieve its mission.
The initiation stage will involve defining clear values for the change, based on what the company desires to achieve. Again, the step will include creating awareness about the transition to all company leaders and employees. Regarding this, the change manager will develop an awareness creation program to communicate the need for change to all company employees. Creating and implementing any new change in an organization requires combined efforts of all employees. Therefore, it will be necessary to ensure that all employees are aware of the new change and support it.
2. Create an Organization Culture That Supports and Encourages the New Change.
In this stage, the change manager and the company top managers need to create a conducive environment, whereby all the company employees feel comfortable with the new change. Also, they must act as role models by supporting the changes to enable other employees to emulate. Again, the employees should be allowed to participate and generate their ideas concerning the new changes. Through this, employees will make employees feel honored as part of the change team, and also minimize any possible resistance from the employees.
Employee training and education should also be conducted during this stage. The employees are trained on their roles and how they can positively contribute towards ensuring effective implementation of the change plan. Also, they are educated on the new shared values and the various goals that the company indents to achieve. As a result, it helps employees to acquire a better knowledge of what the latest change entails, and the roles they can play to ensure that the change is implemented. Again, a change leadership team is selected to oversee the entire process of managing and implementing the desired change.
3. Implementing Change
Implementation of the culture change will involve a combined effort by both the company leadership and all the employees. First of all, to initiate a culture of diversity and inclusion, the company will engage in recruiting competent employees from diverse cultures. This will help the company to have an employee team of people from different cultures, resulting in employee diversity and inclusivity. Again, the company will focus on acknowledging and respecting the diverse culture of its customers from different regions. To achieve this, the company leaders and employees can organize visits to their customers from different areas, interact with them and understand their culture better.
Given the importance of innovation in the modern business world, agile innovation is a core value that Old Mutual must incorporate in the new change. The company should create a culture that focuses heavily on innovation and the application of modern technology in its operations. To achieve this, the company will attract and maintain highly talented, creative and innovative employees who will bring a wide range of essential innovations to the company. Again, the company will invest in research and technological advancement to enhance the development of new and better innovations, hence resulting in improved performance and better-quality services. Additionally, the company will develop employee training and development programs to enable employees to acquire better skills and knowledge necessary for enhanced innovative culture.
Furthermore, customer championing is essential for the company to achieve loyalty from its customers, hence improving its competitiveness. Old Mutual can accomplish this by developing a culture of direct engagement and better communication with the customers. Therefore, the company will organize roadshows to interact with its existing and prospective customers from different regions. Visiting the customers at the grassroots level will enable the company to understand the customer needs, interests, and concerns. As a result, this will help the company to develop better strategies for enhancing customer satisfaction, based on their variety of needs. Also, the company will create appropriate communication platforms to facilitate better communication and continued engagement with the customers.
List of Responsibilities
Implementation of the desired culture change requires combined responsibility by both the Old Mutual managers, the project team, and other employees.
Managers
The managers have several key responsibilities in ensuring the effective management and implementation process of the new change. For instance, they are responsible for defining clear values and goals of the new change. Also, they are responsible for educating and creating awareness to all employees regarding the new change. They are also supposed to advocate for the change and act as role models so that other employees can emulate them and support the idea. The managers also engage in training employees and educating them about their roles in implementing the change. Also, they help in managing resistance from employees or other leaders to ensure that all company employees and leaders support the change. They also select the project team, necessary for designing and pushing the implementation process. Again, they engage in monitoring and supervising the entire implementation process to ensure that everything goes smoothly as expected (Prosci.com, 2020).
Project Team.
The project team engages in designing the actual change, including the steps that will be followed to ensure a successful implementation. Also, they ensure that the necessary resources required for the implementation of the change are available. They also engage and communicate with the entire change management team to ensure that they are all in unison. Again, they integrate change management plans into the project implementation plant to achieve the desired goals.
Other Employees
Employee involvement is the key to the success of any organizational change. For instance, employees are involved in direct communication and engagement with the customers, hence help to ensure the new transition is implemented. Also, the employees engage with the managers and the project team to ensure that the implementation process goes smoothly.
Anticipated Outcomes and Benefits
Successful implementation of the change will result in several important outcomes and benefits as follows. For instance, it will lead to sustainability and increased competitiveness of Old mutual in the market due to improved customer loyalty. Also, it will facilitate increased innovation and the use of better technology, thus leading to the provision of improved services and customer satisfaction. Innovation and technology will also help to reduce risks and enhance cost-effectiveness in the company’s operations. Again, it will help in the development of a diversified culture that acknowledges and respects the culture of others. Also, it will help in ensuring that customer needs and interests are given the priority, hence resulting in better relations and interaction with the customers. Additionally, it will help in attracting competent and innovative workforce from diverse cultures, thus leading to improved services, efficiency, and effectiveness in the company’s operations.
Project Deliverables.
The final project deliverables include:
i. Improved sustainability and market competitiveness.
ii. Improved diversity and inclusion of both the employees and customers.
iii. Increased innovation in the company operations.
iv. Improved customer satisfaction and loyalty.
v. Top talented and innovative employees.
vi. Improved speed, simplicity of operations, and cost-effectiveness.
Timelines and Milestones
The entire change project is anticipated to take a maximum duration of 6 years to become fully implemented and achieve the various desired goals. The first and second year will involve the initiation of the change and creation of a conducive environment that will allow successful implementation of the change. The other four years will include incorporation of the various values including, agile innovation, customer championing as well as diversity and inclusion into the change. That will be achieved following the various steps discussed in the methodologies and process section.
Figure 1.
Timeline |
Event |
||
Year 1 |
Initiating change | ||
Year 2 |
Creation of a conducive environment that allows and supports implementation of the change |
||
Year 3,4,5,6 |
Incorporation of the three key change values, including agile innovation, customer championing, and diversity and inclusion. |
Pricing and Terms and Conditions.
The total price to be paid by the client will be agreed upon through a mutual negotiation with the consulting firm. The client will then pay the amount of money to the consultant based on the agreed terms of payment. Both the client and the consultant will ensure a high level of confidentiality regarding critical information. The client will be required to provide the necessary information at all times when needed. Again, the consultant shall, at all times, ensure that the project runs as expected to achieve the desired goals. Also, the consultant shall ensure that the project is fully implemented within the set timeline. Additionally, any possible termination of the contract must be agreed upon by the two parties, after giving a prior termination notice in writing.
Any Other Issues
Organizational change is good, but achieving its successful implementation may be quite challenging. For instance, the project may be faced by several challenges such as employee resistance, communication issues, and difficulties in implementing new innovative technologies, among other issues. However, appropriate strategies and actions must be put in place to prevent or even solve such problems when they arise.
Consultant’s profile.
We are a top-ranked consultancy firm in providing organizational change services. For over six years, we have worked with many clients and proven our outstanding expertise in delivering services that exceed our client’s expectations. Our expertise and experience revolve around all types of organizational changes, including structural change, cultural changes, and strategic management changes, among others. We usually focus on providing a collaborative working environment and step-by-step communication to ensure that everything runs smoothly and in the right way. Again, our working atmosphere is professional, and our approach focuses on achieving the best results to achieve maximum client satisfaction. After the project has been fully implemented, we also engage in assessing the change outcomes and impact to ensure that the set goals have been achieved.
References
Ivey. (2020). Old Mutual Limited: Leading Culture Change. Retrieved 10 May 2020.
Oldmutual.com. (2020). Our Strategy. Retrieved 10 May 2020, from
https://www.oldmutual.com/about/our-strategy
.
Oldmutual.com. (2020). Our Values. Retrieved 10 May 2020, from
https://www.oldmutual.com/about/our-values
.
Prosci.com. (2020). Manager/Supervisor’s Role in Change Management. Retrieved 10 May 2020, from
https://www.prosci.com/resources/articles/manager-change-management-role
.
Appendices
Figure 1
Timeline
Event
Year 1
Initiating change
Year 2
Creation of a conducive environment that allows and supports implementation of the change
Year 3,4,5,6
Incorporation of the three key change values, including agile innovation, customer championing, and diversity and inclusion.