BSBTEC404

Use digital technologies to

collaborate in a work
environment
Learner Guide
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Table of Contents

Unit of Competency.............................................................................................................................3
Application..........................................................................................................................................3
Performance Criteria...........................................................................................................................4
Foundation Skills.................................................................................................................................5
Assessment Requirements..................................................................................................................6
1. Review existing digital technology use in the business.....................................................................8
1.1 – Identify current collaborative ways of working..............................................................................9
1.2 – Assess performance of current collaborative ways of working against organisational strategies
and objectives.........................................................................................................................................9
Collaborative ways of working............................................................................................................9
The digital workplace........................................................................................................................11
Digital technology in the workplace..................................................................................................15
Assess performance against organisational strategies and goals......................................................16
Activity 1A.........................................................................................................................................18
1.3 – Collate information collected through review and provide to relevant personnel as required....19
Reviewing and collating information.................................................................................................19
Providing information to relevant personnel....................................................................................20
Activity 1B.........................................................................................................................................21
2. Identify opportunities to implement digital technologies for workplace collaboration...................22
2.1 – Identify available digital technologies by accessing relevant sources of information..................23
Identify available digital technologies...............................................................................................23
Using sources of information............................................................................................................24
Analysing competitors.......................................................................................................................25
Activity 2A.........................................................................................................................................27
2.2 – Seek assistance from specialist advisors, where required............................................................28
Identify specialist advisors................................................................................................................28
Seeking assistance.............................................................................................................................28
Activity 2B.........................................................................................................................................30
2.3 – Assess existing collaborative work against available and existing digital technologies................31
2.4 – Identify opportunities and priorities for digital technology in collaborative work.......................31
Assess existing collaborative work....................................................................................................31
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The digital workplace framework......................................................................................................32

Identify opportunities and priorities.................................................................................................33
Opportunities and challenges...........................................................................................................34
Activity 2C.........................................................................................................................................37
2.5 – Prepare a business case for implementing new digital solutions to support collaboration and
seek approval, where required.............................................................................................................38
Prepare a business case....................................................................................................................38
Supporting collaboration...................................................................................................................40
Obtaining budget approval for new technologies.............................................................................41
Commercial strategy.........................................................................................................................41
Activity 2D.........................................................................................................................................43
3. Implement and use digital technologies to collaborate in the workplace........................................44
3.1 – Assess business goals and objectives and develop a plan to introduce new collaborative
technologies..........................................................................................................................................45
Develop an implementation plan......................................................................................................45
Writing the plan................................................................................................................................46
Identify costs, benefits and return on investment............................................................................48
Activity 3A.........................................................................................................................................50
3.2 – Communicate and promote key features of the plan to relevant stakeholders...........................51
Communicate to relevant stakeholders............................................................................................51
Activity 3B.........................................................................................................................................53
3.3 – Implement digital technologies according to plan and organisational requirements, policies and
procedures............................................................................................................................................54
Implement digital technologies.........................................................................................................54
Identify actions, timeframes, people and resources.........................................................................55
Activity 3C.........................................................................................................................................58
3.4 – Organise training in digital technologies for collaboration for relevant stakeholders..................59
Organise training in digital technologies...........................................................................................59
Activity 3D.........................................................................................................................................61
Summative Assessments.......................................................................................................................62
References............................................................................................................................................63
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Unit of Competency
Application
This unit describes the skills and knowledge required to understand the fundamentals of using digital
technologies to collaborate in a workplace context, including working as part of a remote team. It
involves undertaking a basic review of organisational processes to identify opportunities for using digital
technologies to complete work tasks more efficiently and effectively.

The unit applies to those who use problem-solving skills and take responsibility for adopting and
promoting approaches to improve organisational operations, particularly relating to the use of digital
technologies.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Mapping Information

Supersedes and is equivalent to BSBITU422 Use digital technologies to collaborate in the workplace.

Supersedes but is not equivalent to BSBITB511 Establish and maintain a network of digital devices.

Pre-requisite Unit

Not applicable.

Unit Sector

Digital Competence - Technology Use

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Review existing digital 1.1 Identify current collaborative ways of working

technology use in the 1.2 Assess performance of current collaborative ways of working
business against organisational strategies and objectives
1.3 Collate information collected through review and provide to
relevant personnel as required

2. Identify opportunities 2.1 Identify available digital technologies by accessing relevant

to implement digital sources of information
technologies for 2.2 Seek assistance from specialist advisors, where required
workplace 2.3 Assess existing collaborative work against available and
collaboration existing digital technologies
2.4 Identify opportunities and priorities for digital technology in
collaborative work
2.5 Prepare a business case for implementing new digital
solutions to support collaboration and seek approval, where
required

3. Implement and use 3.1 Assess business goals and objectives and develop a plan to
digital technologies to introduce new collaborative technologies
collaborate in the 3.2 Communicate and promote key features of the plan to
workplace relevant stakeholders
3.3 Implement digital technologies according to plan and
organisational requirements, policies and procedures
3.4 Organise training in digital technologies for collaboration for
relevant stakeholders
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.

Learning:

 Actively reinforces workplace learning by encouraging personnel to expand their digital literacy.

Reading:

 Organises, evaluates and critiques information from a wide variety of textual material.

Writing:

 Develops material for a specific audience using clear language and workplace conventions to
convey explicit information, requirements and recommendations.

Oral communication:

 Uses appropriate, detailed and clear language to address key personnel and disseminate
information

 Uses listening and questioning skills to confirm understanding of requirements.

Teamwork:

 Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective
group interaction, influencing direction and taking a leadership role on occasion.

Problem solving:

 Applies problem-solving processes when tackling an unfamiliar problem, breaking complex

issues into manageable parts and identifying and evaluating several options for action.
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Assessment Requirements
Performance Evidence

The candidate must demonstrate the ability to complete the tasks outlined in the elements,
performance criteria and foundation skills of this unit, including evidence of the ability to:

 Plan and implement use of digital technology to collaborate in a work environment at least
once.

In the course of the above, the candidate must:

 Review business use of technology for collaboration and identify opportunities, priorities and
risks associated with adopting new technologies according to organisational strategies

 Collect, analyse and present relevant information about digital applications

 Create and present a business case to relevant stakeholders for adopting new collaborative
digital technologies

 Develop and communicate a plan to implement new ways of working collaboratively using
digital technologies.

Knowledge Evidence

The candidate must be able to demonstrate knowledge to complete the tasks outlined in the elements,
performance criteria and foundation skills of this unit, including knowledge of:

 Fundamentals of common digital applications, including key terms, concepts and user features

 Organisational requirements, policies and procedures

 Collaborative technologies and their use in a business context

 Format and content of a business case in the organisation

 Strategies for training and coaching in digital technologies

 Organisational commercial strategy relevant to digital technologies

 Key sources of information about digital applications, and options specific to the business.
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Assessment Conditions

Skills in this unit must be demonstrated in a workplace or simulated environment where the conditions
are typical of those in a working environment in this industry.

This includes access to:

 Workplace equipment and resources relevant to performance evidence

 Relevant legislation, regulations, standards and codes

 Relevant organisational policies and procedures.

Assessors of this unit must satisfy the requirements for assessors in applicable vocational education and
training legislation, frameworks and/or standards.

Links

Companion Volume Implementation Guide is found on VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10
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1. Review existing digital technology use in the business

1.1. Identify current collaborative ways of working

1.2. Assess performance of current collaborative ways of working against organisational strategies
and objectives

1.3. Collate information collected through review and provide to relevant personnel as required
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1.1 – Identify current collaborative ways of working

1.2 – Assess performance of current collaborative ways of working against
organisational strategies and objectives
By the end of this chapter, the learner should be able to:
 Identify current collaborative ways of working in their organisation

 Identify digital and collaboration technologies

 Identify organisational strategies and objectives

 Assess the performance of collaboration and digital technology in the workplace.

Collaborative ways of working

The evolving and ever-changing modern workforce and workplace requires a flexible working
environment. The factors driving this change include tech-literate millennial workers, the rise of work-
life balance and the rapid increase in collaborative technology. We have shifted from the days of a fixed
workplace location occupied during regular office hours, to an always-connected and instant
environment that allows remote working and communication from anywhere in the world. With this
change comes the challenge of collaborating and communicating with colleagues without your team
present in the same location. Thankfully, using digital technology has made this easier than ever to do.
The important part is identifying and assessing the right technology for your business.

Collaborative technology
Collaborative technology refers to tools and systems designed specifically for group work, whether it is
office-based or remote from anywhere in the world. Collaboration technology, also referred to as
groupware, can reduce the costs and time involved in organising and facilitating group work. This allows
for more coordination and problem-solving group work across a team.

Collaborative technology can be defined by the following core features:

 A shared workspace platform, acting as a digital “home base” for employees

 Customizable user groups

 Customisable personal dashboards on shared platform

 File or document management

 Chat or discussion forums

 Third-party app integration

 Workflow routing

 Team member tagging capabilities.

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There are three types of collaborative software tools that focus on simplifying a particular aspect of
group work, such as calendar sharing, conferencing and updating documents.

The three types of collaborative software tools include:

1. Communication technology – communication software allows for messages, chat groups and
conversations between individuals and parties via the internet, whether in the office together or
in different parts of the world. Communication technology is usually unstructured and does not
require scheduling or calendar sharing.

Examples of communicating technology could include:

 Email

 Instant messaging apps

 Team, department, or business-wide chat

forums

 Digital voicemail applications

 Voice-over-Internet Protocol (VoIP) calls.

2. Conferencing technology – conferencing software allows two or more

individuals to communicate with each other in real time, using internet or cloud-based
platforms. It also allows the same group of people in a meeting to view to unified screen.
Depending on the software used, conferencing technology allows for everyone to access, make
changes and work on the unified screen at the same time, or for one person to control screen
movements and functions, such as during a presentation.

Types of conferencing tools for the workplace include:

 Video conferencing with shared screen capabilities

 Document-sharing software

 Shared digital whiteboards, allows users to review and edit information digitally at the
same time during a remote conference video call. For example, it allows colleagues to
take turns drawing graphics, charts, mapping and jotting notes on a shared screen, then
save or erase the images for the next person to use it

 Shared applications, where users can access certain apps in real time to check
information, all at the same time as others in the organisation.

3. Coordination technology – this is the most holistic of collaborative tools as it is designed to

integrate both teamwork and taskwork functions. It allows individuals and groups to connect
interpersonally as well as coordinate work tasks and activities. This makes the workflow
management process simpler and more efficient.

Examples of coordination tools could include:

 E-calendars
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 Employee time trackers or scheduling systems

 Project management systems, on-premise or Software as a Service (SaaS), web or

cloud-hosted

 Enterprise resource planning software

 Portals for internal employees and clients.

Proprietary or premise-based software

Premise-based collaborative software is installed onto individual
desktops on a company’s network and managed in-house. This expands
the shared project management functions and capabilities of teams, and
allows members to track and organise project tasks, locate important
network files, make informational updates, and message anyone who has
access to the software on-site. On-premise software is usually only
accessible while on hardware within the office building.

Software-as-a-Service
Software-as-a-Service (SaaS) is another form of on-premise software. However, this is when an
organisation purchases a software subscription, which allows anyone to use the software regardless of
location as long as they are granted permission via a virtual private server (VPN). This collaboration
software combines the communications of traditional proximity and two-way voice, video and data
collaboration tools with the project management features of proprietary software.

Synchronous and Asynchronous software

Synchronous collaboration programs work in real-time, allowing for two or more people to
communicate, review and collaborate on the same platform at once, regardless of their location.
Examples of this type of software include instant messaging, chat forums, VoIP calling, and digital
whiteboard applications.

Asynchronous software is not designed for immediate communication, tasks or activities, it is designed
for brief waiting periods between interactions. Examples of this type of collaborative software include
email, group calendars, document sharing and enterprise resource management systems. The most
appropriate type of software used will depend on the needs of the collaborators and what type of
interaction and response they are looking for.

Source: Consolidated Technologies, Types of collaboration technology:

https://consoltech.com/blog/types-of-collaboration-technology/.

The digital workplace

The new digital workplace, which exists in almost every organisation and industry today, encourages
employees to communicate and collaborate in unprecedented ways. Businesses are trying to keep up
with the changes by implementing digital strategies in the workplace to open up communication and
demonstrate innovation. Digital strategies include integrating various technologies in the business such
as email, instant messaging, social media and virtual messaging tools. Because of these technologies,
more businesses are offering employees flexible and remote working.
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Your organisation will have already implemented some of the above collaborative ways of working, but
there may be opportunities to introduce more. You will need to assess the performance of current
digital technology against your organisational strategies and objectives and identify ways collaboration
could be improved.

Digital technologies and processes may relate to:

Automation
Before digital technology, every action had to be done by hand. Every bill, transaction or message
needed someone to complete it; now these can be programmed to happen automatically. (If you have
ever received an email confirming your purchase of something you have bought online, you have
experienced this.) Automation reduces errors and the time employees have to spend on repetitive
tasks.

Customer experience
Digital technology can help to improve customer experience. By offering more convenient and faster
ways to interact, businesses can improve the outcomes and likelihood that the customer is satisfied. For
example, customers may bypass phone calls and use social media to complain to a customer; this can be
responded to within minutes.

Customer relationship management (CRM) software can be used to track engagement with customers
over different platforms, including social media, email, phone and in person.

New business models

Digital technology allows organisations to use new business
models which can disrupt the existing ones. Many of the
businesses that have dramatically changed the way we live over
the last twenty years have taken advantage of these. (Some of
these business models pre-date digital technology, but have
become more popular recently).

Digital business models include:

 Subscription model: Customers pay regular fees
to gain access to the organisation’s service.
Examples include Netflix and Apple Music

 Freemium model: Basic services are free, but

customers can pay more to access upgraded or
improved services. Examples include Dropbox, Spotify and LinkedIn

 Free model: All services are free, and the organisation makes money from selling
advertising, particularly if they have high traffic. Examples include Google and Facebook

 Marketplace model: Brings buyers and sellers together, cutting out any middlemen,
and charges a small transaction or placement fee. Examples include eBay, app stores,
Uber and Airbnb
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 Access-over-ownership model: Allows users to lend items that previously only used to
be sold, such as houses or cars, taking a commission from this. Examples include Airbnb
and Zipcar

 Hypermarket model: Relies on universal brand recognition to attract customers, which

enables them to sell below market price. Examples include Amazon and Apple

 Experience model: Focuses on providing the best possible customer experience, which
allows them to charge above the market price where required. Examples include Apple
and Tesla

 On-demand model: Services are available immediately, whenever the customer

requires them. This speed and immediacy allows them to charge more. Examples
include Uber and TaskRabbit

 Ecosystem model: Makes all their products and services compatible and
interconnected, so customers become reliant on the company for all of their needs.
Examples include Apple and Google.

Online inventory
Organisations can keep electronic stock records and don’t need
huge amounts of stock to be stored in each branch. Customers can
see whether their item is in stock and possibly when it will be back
in stock. The customer could also find out whether their local store
has the item available for pickup.

Automated marketing
Automated marketing is a relatively cheap and low man-hour way of
advertising, such as mass email or online advertising on other
websites. Customers can be alerted to the availability and existence
of the e-business, including promotion, special offers and new lines.

Global reach
The internet has broken down many barriers in our modern world; a customer in Norway can easily buy
a product from a customer in Australia and expect to have it within a week or so. This offers
opportunities to increase revenue and access brand new markets.

Mobile-based solutions
Technology is with us all the time now, even on the go. People are able to interact with customers using
smartphones and tablets, which increases opportunities for organisations. Customers can now access
the internet almost anywhere and use specific applications designed by companies.

Cloud computing
Cloud computing is the ability to use digital services over the internet. For example, rather than saving a
document to your personal computer, you could save it to a cloud server so you can access it from any
computer, thus saving you time.
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Cloud computing can also be used to:

 Create new apps and services

 Store, back up and recover data

 Host websites

 Stream audio and video on demand

 Analyse data for patterns and make

predictions.

Online presence
Customers rely less on word-of-mouth and walking down high streets to find retailers they are
interested in. Using online search engines is much quicker and more efficient. Therefore, it is important
to keep up with others in the market and maintain an online presence which is updates and sells your
business effectively. Social media is an important part of this – customers will expect a Facebook page
for most businesses, and may look less favourably on a business that doesn’t. An online presence will
also enable businesses to inform customers about the latest news and deals.

Digital marketing
Any promotion of a company using digital channels is considered digital marketing. This is becoming
more essential as digital channels evolve and become integral to our lives.

Digital marketing includes:

 Content marketing: Stories, videos or articles that can entertain and inform whilst also
promoting the company’s products

 Paid search: Paid adverts that appear at the top of search engine results. Also known as
pay-per-click (PPC) as owners only pay for the amount of times the advert is clicked on

 Social media marketing: Content on social media sites which customers can engage
with and share, such as statuses, videos and images

 Email marketing: Adverts sent straight to the customer’s inbox. They need to be
professional, engaging and trustworthy, so they aren’t dismissed as spam

 Mobile marketing: Contacting the customer’s mobile, whether through text messages
or apps that have been downloaded.

Customer interaction
Customers interact with business in many ways thanks to digital technology, including:
 Reading content on websites

 Comments, forums and discussions

 Emails and e-shots (marketing emails)

 Social media posts and messages

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 Videos

 Texts and calls

 Apps.

Online security
There are threats to online businesses just like physical shops; customers may not actually come into a
shop and attempt to steal, but you still need to be aware of how to operate safely online.

To maintain online security, you should:

 Use virus protection to keep your computers
free of malware that could steal information

 Use strong passwords and vary them between

websites. Avoid obvious ones like ‘12345678’
or birthdays; use a mix of punctuation, capital
letters and numbers

 Be careful who you give passwords and

administrative privileges to; the more people
on a system, the more risk of a breach

 Be careful of sending confidential information

over public wi-fi

 Check a site’s security; don’t download files from ones you don’t trust.

Supplier interaction
As mentioned in the communication section, there are more ways than ever for us to communicate
quickly and effectively. This applies not just to customers but suppliers to. Digital technology means you
can reach them almost anywhere at short notice, whether using phones, texts, IM, Skype, email or
others. It helps to build professional relationships between people who are far apart and resolve issues.

Digital technology in the workplace

When implementing digital technology, it is important to have a workforce that is equipped with the
knowledge and skills to use it, and the willingness to learn. This could mean learning how to use
computers, tablets, phones, software and switchboards etc. to perform a range of tasks in the
workplace such as sending emails, setting up conference calls, operating software and using social
media to communicate. Luckily, many people use digital technology at home so are likely to have prior
knowledge and experience of it. Reviewing existing digital technology use in the business and its
benefits will allow you to identify ways to complete work tasks more efficiently and effectively. It will
also help you to assess how collaboration and connections could be improved among employees, which
is especially important if they are remote workers.
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Types of digital technology used in the workplace can be divided into two sections:
 Software

 Hardware.

Software refers to the programs which allow a computer to

function. It is a general term but is mostly used when referring to
applications and programs which run on a device. Hardware refers
to the physical components or devices of a system. For example,
computer hardware would include the monitor, the keyboard,
the mouse, etc. Hardware can also cover external components
such as a USB stick or a CD.

The benefits of digital technology

The opportunities and benefits delivered by digital technologies apply to all parts of the economy, not
just tech-related companies. Whilst technology has no doubt improved work processes in many
different ways, having an abundance of options available can make it difficult to select the most
appropriate for your business. You will need to refer back to your organisational objectives and goals
and consider which technologies will best help you to reach these. Collaborative technologies and
flexible working arrangements give businesses an edge in the market and provide opportunities for
promoting products and services. They also help with employee satisfaction and retention.

Assess performance against organisational strategies and goals

It will be beneficial to assess the performance of your current collaborative ways of working to see if
they are effective and aligned with your organisational objectives and goals. Assessment, in this case,
will refer to identifying the effectiveness of different technologies in relation to your current needs. Are
they the most effective choices to complete processes? Are there other suitable options available?
Generally speaking, what you are looking to find is how compatible existing and new technologies are
with the requirements of your organisation.

When carrying out assessments, you might ask yourself:

 What similarities and differences existing and new technologies have – sometimes
when new technology arises on the market, it is created with essentially the same
features as that which already exists but with slight improvements. You will need to
determine whether new technology will be beneficial to your business in terms of both
development and cost to see if it is worth the investment. For example, this could refer
to new computer software or laptops/tablets etc.

 How current technology is being used – identifying how technology is currently having
an impact on the day-to-day role of an organisation will allow you to identify what kind
of needs it has and how these can be better addressed. If the current technology is not
working effectively then it may be time to invest in something new

 The cost of existing technology – cheaper isn’t always less effective, but if your
organisation is using outdated technology, it could end up costing more in the long run
for upkeep.
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Documenting options as they arise will help you keep track of different technologies. It is a fast-paced
domain and noting the advantages, disadvantages and potential risks will help you identify the most
suitable choices for your workplace. Documentation will also aid in linking business goals and strategies
directly to possible technologies.

As indicated above, carrying out assessments will allow you to identify whether there is a necessity to
replace your current technology with new. As well as the technology available on the market, whether
there is a necessity to make changes will also depend on the goals and aims of your organisation.

For example, goals and objectives might include:

 Purchasing new software or software updates

 Customising current software to better meet

the organisation’s needs

 Replacing or customising a database

 Networking office computers

 Improving online marketing

 Designing a new website, or redesigning an

existing site

 Developing policies and procedures for using

computers

 Implementing backup systems and other security measures

 Replacing obsolete hardware.

As you can see, some of the listed aims indicate a clear intention to change or replace current
technologies, whereas others do not. In this case, they should only be changed if it is necessary to
improve productivity or collaboration, for example.

Technology planning
A good way to identify whether there is a need for change is to practice technology planning.
Technology planning refers to looking at how an organisation can use technology to reach its goals. This
not only involves assessing the existing resources but also defining the needs of the organisation and
exploring ways to grow and develop towards these needs. Technology planning will also consider how
to budget for technology and ensure that purchases are cost-effective.

As mentioned previously, technology is forever changing, and it’s not going to be beneficial to purchase
every updated version of technology whenever it appears on the market. Replacements and changes
can be expensive, so if it is not in line with organisational goals or needs, it may not be worth looking
into just yet. That being said, you should always ensure that your knowledge of new technologies is
maintained so that you can guide your organisation to an effective decision.
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Activity 1A
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1.3 – Collate information collected through review and provide to relevant

personnel as required
By the end of this chapter, the learner should be able to:
 Collate information collected through review of digital technologies

 Identify relevant personnel in their organisation

 Provide information to relevant personnel as required.

Reviewing and collating information

After reviewing the performance of existing digital technologies in your business, you may need to
collate this information and provide to relevant personnel. This will allow you to inform them of any
changes needed to business processes, and let them know if you are thinking of implementing new
digital technology. It will also allow you to gather input and feedback from them on certain technologies
and find out if they have any suggestions for changes/improvements. Relevant personnel refers to all
relevant staff, sub-contractors, suppliers, servants, employees or agents involved directly in the delivery
and administration of the business/service. Not all digital technologies will be suitable for a business, so
you will need to review the capacity and capability of your organisation first.

Reviewing the capacity and capability may include looking at:

 Skills and knowledge: Are the current employees
able to implement and manage digital
opportunities? Do they understand how they
work, and have the technical skills to
implement them? If not, what would be the
cost of bringing in those that do?

 Funding: Are you able to invest in digital

technologies and opportunities? What sources of
funding are available to you?

 Business model: How do you make money? What do you need customers to do to
develop the business?

 Target market: Which digital channels do they use? Can your organisation access
these?

 Current non-digital advertising: Can this be updated to incorporate digital methods

and still reach the targets you desire?

Digital opportunities should serve your organisation’s established business goals. For example, if you are
aiming to become the largest retailer in your sector, look at which opportunities can help you to do
that. Opportunities which don’t help to meet your goals will ultimately waste time and money.
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You will need to evaluate the available opportunities to determine how well they fit your organisation’s
budget and available personnel capabilities. What works for one organisation will not necessarily be
suitable for another one.

You may evaluate opportunities for:

 Potential for growth

 Potential for profits

 Overall cost

 Alignment with the business vision and plan

 Skills and experience of existing personnel

 Available training and consequential costs.

Providing information to relevant personnel

You will need to decide which personnel to provide the information to and the best way to do this. For
example, it may be a team or individual meeting, or it may be provided through written communication
such as an email, blog or letter. You should check that all personnel have received the information and
confirm their understanding of it. You may also want to allow personnel to offer their views and opinion
on the information provided, which could help in your decision making.

When implementing digital technologies, personnel capabilities will vary in importance according to the
technologies you select. You should research available members of staff and gather information to best
understand the situation. You may need to hire new personnel or offer training to existing members if
the technology is new or rare. There may be different levels of expertise within the workplace so make
use of in-house training before seeking external sources.

Resistance to change
Taking advantage of digital opportunities can require significant changes. To overcome resistance, you
need to get people on board with the change. This means listening to their concerns, explaining the
benefits, convincing people that the change will be positive, and proceeding at a pace they are happy
with. Consultations are important in managing this process as they show that you are listening to
employees and care about what they have to say.
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Activity 1B
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2. Identify opportunities to implement digital technologies for

workplace collaboration
2.1. Identify available digital technologies by accessing relevant sources of information.

2.2. Seek assistance from specialist advisors, where required.

2.3. Assess existing collaborative work against available and existing digital technologies.

2.4. Identify opportunities and priorities for digital technology in collaborative work.

2.5. Prepare a business case for implementing new digital solutions to support collaboration and
seek approval, where required.
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2.1 – Identify available digital technologies by accessing relevant sources of

information
By the end of this chapter, the learner should be able to:
 Identify and list relevant sources of information for digital technologies

 Identify available digital technologies for their workplace.

Identify available digital technologies

Identifying available digital technologies is going to be key in your research to ascertain the best choices
for your organisation and business processes. It may help to look at other similar businesses in your
industry to get an idea of what technologies are out there, but remember what works for another
organisation might not work for yours. There is a range of relevant resources that you can access to
gather information to make an informed decision. You will also need to consider your organisational
requirements and goals to make sure you are meeting these.

For example, sources of information might include:

 Developers interviews

 Colleagues

 Magazines/journals

 Online articles

 Competitors

 Web pages.

There will be other relevant sources of information according to your specific

organisation, and you may have access to specialised material. There are some additional steps which
you can take to identify the most appropriate technologies.

For example, you could:

 Ask managers or supervisors which are the most appropriate digital technologies to use

 Ask colleagues for their recommendations, advice and tips

 Consult individuals external to your organisation

 Research digital technologies online

 Try different digital technologies to see what works for you.

Arguably the most effective method of identifying appropriate digital technologies for a task is simple
trial and error. Remember that what works for your colleagues might not work for you, while some
previously appropriate technologies may fail to move with the times and eventually turn out to be
inappropriate for the task you need to complete.
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Consider the following examples:

Task Digital technology suggestions Advantages of using digital

technology

Communicating with colleagues Instant messaging It is instant, it saves time, you

or supervisor can receive/respond
immediately, you don’t have to
meet in person

Conducting a conference or Video conference It is conducted in real-time, the

meeting video and audio reproduces a
face-to-face meeting but
without the need for physical
attendance

Contacting a client Email It is delivered immediately, you

can access contacts from your
computerised address book, it
saves cost – paper, printing,
postage, etc.

Taking meeting minutes Dictaphone, foot pedal, It allows the transcript of the
computer and keyboard meeting to be produced at a
later time, and the audio
recording can be listened to
repeatedly as required to
produce accurate notes

You can create a table like the one demonstrated above to make a list of your tasks/requirements,
suggested digital technologies for those tasks, and the advantages of using those technologies. This will
help you to decide what technologies might be best.

Using sources of information

When using information sources, your main aim is to ensure that your organisation doesn’t fall behind
in its practices. Technology is fast-changing and can change on what feels like a daily basis, so you
should be using sources of information to positively influence your knowledge. When utilising different
sources of information, bear in mind that not everything will be 100% reliable; part of your role will be
sifting through information to find what is beneficial to you and your specific purpose. This means
narrowing down what you are looking for and directing your search towards this.

For example, you might be looking for:

 Alternative software applications

 Licencing options

 New back-up procedures

 Security procedures being used across the field

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 Alternative virus program.

Narrowing down your search will not only allow you to focus on potential sources more clearly but also
consider what you already know about the specific field you are looking at.

Analysing competitors
The way that your competitors are using digital technologies can also be a key indicator of available
technologies and can provide a good insight into whether they are effective. Not all of your competitors’
use of technology will be public, some information will only be available to employees. However, you
can see all the information that customers would see. Try browsing their website. Look at the use of
images, animation, video and music. What impact does it have on you, and how does it make you feel
about the organisation? (E.g., Is it sleek, modern, clunky, ugly, simple or overwhelming? Does it make
you want to explore more or to click away?)

You can also examine the organisations’ use of social media. Firstly, look at which platforms they are
using, as these can appeal to different users. Facebook is the most widely used social media network.
However, Twitter, LinkedIn, Google Plus and Instagram can all be used to target different audiences.

Next, look at how social media is used, including:

 How often, and what times of day

 What content is posted

 How the organisation interacts with customers (if at all)

 What the tone of voice is (e.g., helpful, professional,

friendly, authoritative, funny)

 Speed of response to customers

 Any of the policies they use (e.g., signing the writer’s

initials to make it seem more personal).

You should be analysing how effective the use of technology is and trying to
determine whether it would be right for your organisation; just because a competitor does something,
doesn’t mean you need to do the same. For example, they may make the choice not to reply to
customers often on social media, whereas you feel it would be better to do so. Remember you are also
different companies, with different products, target markets and brands, which will subtly affect how
you use it.

One method of analysing the effectiveness of their strategy is to look at their reach, including:
 Followers

 Times people interact with them (e.g., likes, comments)

 How much their content is shared.

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This can indicate how successful their strategy has been. All of this information is public knowledge you
can access just from browsing their social media pages.

Competitor analysis tools

There are various tools available which will rank competitors’ websites based on a range of information.
Note that a lot of these results will be estimates, but they are still more accurate than your guesses.
Most of them are available free or for a free trial in a limited version.

For example, you can look at:

 Rankings in search engines and their most successful keywords

 Pay per click and digital advertising, including their most common phrases

 Authority (how much people trust them) and link popularity

 Social media, as discussed above

 Traffic and visitor engagement

 The technology used to build their website and their tracking tools.

Popular competitor analysis tools include:

 SEMrush

 Ahrefs

 Alexa

 BuiltWith.

A full list of the competitor analysis tools is available online here:

https://www.orbitmedia.com/blog/website-competitive-analysis-tools/

Source: OrbitMedia, Competitor Analysis Tools: 15 Quick Ways to Compare Websites:

https://www.orbitmedia.com/blog/website-competitive-analysis-tools/
 P a g e | 27

Activity 2A
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2.2 – Seek assistance from specialist advisors, where required

By the end of this chapter, the learner should be able to:
 Identify specialist advisors for their organisation

 Seek assistance and feedback from specialist advisors.

Identify specialist advisors

There is a range of specialist advisors that may be available to help with the process of researching and
implementing digital technologies. They may include those who have specialist skills, knowledge or
experience in a particular area or industry. Seeking assistance is useful to make your business case
stronger and better informed, and to make the implementing process easier. Seeking advice and
assistance from others allows you to utilise their knowledge and skills, and gather advice and guidance
on business processes. For example, someone who is knowledgeable about your business may be able
to advise you whether you should implement certain technologies and the best way to do this. It may be
helpful to identify relevant sources of assistance before implementing technologies, therefore, when
you encounter issues you know who can assist you.

Assistance may be available from:

 Colleagues

 Supervisors

 Industry experts

 Current or former partners

 Industry bodies.

You can research the specialists available by using the internet or

your local business networks. Try to get recommendations of
people that others have successfully used before.

If they are outside of your organisation, there are likely to be costs for their advice. You should research
this and the services they offer to determine whether it is cost-effective for your organisation.

Seeking assistance
When communicating with people who can offer assistance, you will need to use appropriate verbal and
non-verbal communication skills to ensure it is effective.

Skills for verbal communication include:

 Demonstrating confidence, without being arrogant

 Knowing what you are going to say before you speak

 Being warm and friendly to people

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 Being direct and ensuring your meaning is clear

 Taking turns during a conversation and letting other people speak

 Being concise while still being respectful

 Listening closely to what others say, looking for implicit meanings or emotions

 Avoiding offending others based on religion, culture or other differences

 Using your voice to convey you are interested and engaged.

Non-verbal communication
Our non-verbal communication (also known as body language) often shows how we feel better than our
words; while somebody can tell you they are interested, their body language may say the opposite.

You should pay attention to:

 Eye-contact: Looking at someone demonstrates
respect and confidence, but too much eye
contact can be off-putting

 Facial expressions: We all know smiling shows

happiness and frowning shows sadness, but make
sure your subtler expressions are also suitable and
match your words

 Personal space: Don’t stand too close to the person

you are speaking to, as this is rude and can convey
aggression or lack of respect

 Posture: Don’t slouch or fidget, as this conveys lack of

interest; standing or sitting straight shows attention and confidence.

Source: Techniques for Improving Your Nonverbal Communication Skills in the Workplace, Small
Business: http://smallbusiness.chron.com/techniques-improving-nonverbal-communication-skills-
workplace-21411.html
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Activity 2B
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2.3 – Assess existing collaborative work against available and existing digital
technologies
2.4 – Identify opportunities and priorities for digital technology in collaborative
work
By the end of this chapter, the learner should be able to:
 Identify ways to assess existing collaborative work against available technologies

 Use metrics to assess performance and existing collaborative work

 Identify opportunities and priorities for digital technology in collaborative work

 Complete the digital workplace framework in line with organisational needs.

Assess existing collaborative work

You will need to assess existing collaborative work against your available/existing digital technologies to
identify what needs to be changed or improved. This will also allow you to identify opportunities to
implement new digital technologies to improve collaboration. When assessing existing technologies and
implementing new ones, you will need to consider your organisation’s objectives and priorities and how
the technologies might fulfil these. This will help you decide what should be implemented. A good way
to assess is to measure the performance of something using metrics.

The ways that you measure whether something is achieving its outcome are known as metrics;
traditional metrics include cash flow and income. For example, a shop will need to bring in a certain
amount of money per month to be successful. The same applies to digital initiatives, although there is a
wide range of potential metrics which reflect the different ways initiatives are used.

To choose suitable metrics, you need to ask what your digital initiatives are trying to accomplish. For
example, are you trying to bring people to your website? To encourage them to sign up for your
newsletter? To boost sales? To put salespeople in contact with prospects?

Metrics for assessing performance of digital technology may include:

 Traffic (including the number of visitors, where traffic comes
from, new vs returning visitors)

 Interactions with the business (e.g., queries, downloads,

purchases)

 Feedback

 Time spent by customers

 Cost per visitor (CPV) and revenue per visitor (RPV)

 Conversions (engagement that leads to sales) and

cost per conversion (CPC)
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 Return on investment (both actual and predicted)

 Productivity.

You should only choose one or two metrics, and make sure they accurately reflect the initiative’s
purpose. Also, ensure you can collect the data needed to measure the metric. If your organisation wants
to improve productivity, what does this mean?

You may choose to establish targets for the metrics that they need to meet. Otherwise, you could
monitor the metrics month-on-month and see if they improve or decline.

For example, metrics for a social media site could look like:

January February March April

Visitors 134 271 356 348

Clicks to website 6 18 31 38

Sources: Digital Businesses: The Metrics That Really Matter, Knowledge:

https://knowledge.insead.edu/blog/insead-blog/digital-businesses-the-metrics-that-really-matter-6731.
18 Essential Metrics to Measure your Digital Marketing, BuildFire: https://buildfire.com/essential-
metrics-measure-digital-marketing/.

The digital workplace framework

Creating a digital workplace framework provides organisations with a tool to understand their current
digital workplace and identify areas of opportunity. This will help you to think holistically about the
digital tools you are using in the workplace, and support a new and better way of doing business. Use
the framework below to assess your organisation under each component.

The digital workplace framework includes four layers which cover the following components:
 Use: collaborate, communicate, connect – the digital workplace is focused on the
employees’ ability to do their job efficiently by collaborating, communicating and
connecting with others. The goal of this is to create productive business relationships
and enable knowledge sharing across the organisation

 Technology: the digital toolbox – technology enables the digital workplace. Each
organisation has a digital workplace toolbox. The tools needed will depend on your
industry and business needs. You will need to adopt the right tools for employees to do
their jobs effectively

 Control: governance, risk and compliance – the digital workplace must be supported
with appropriate controls such as governance structures and management processes.
Information flow and use must also comply with organisational policies and industry
regulations
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 Business drivers: measurable business value – it is essential for business needs to drive
and shape the digital workplace. To reap the benefits, the digital workplace should
follow the same direction as your organisation.

Source: Deloitte, The digital workplace:

https://www2.deloitte.com/content/dam/Deloitte/mx/Documents/human-capital/
The_digital_workplace.pdf.

Identify opportunities and priorities

As indicated above, carrying out assessments will allow you to identify whether there is a necessity to
replace your existing technology with new. As well as the technology available on the market, whether
there is a necessity to make changes will also depend on the goals and aims of your organisation. When
assessments indicate that there is a requirement for changes, replacements or upgrades, you will need
to identify and select new technologies which are suitable for the purpose. Based on your assessments,
you should already have a clear idea of what type of technologies you are looking for.

New technologies, for example, might be related to any of the following:

 Operating systems

 Disk drives

 Back-up procedures

 Software applications

 Security procedures

 Virus programs.

Examples of modern technologies that could be implemented include:

 Voice-activated searches

 Collaboration platforms

 Virtual reality.

Browsing the market

Determining the type of technology is one step, but identifying the specific product is another. The
technology market is vast, and there are many brands which offer similar products for various prices.
Having experience in the field is going to give you a huge advantage when specifying exactly what
technology is required, so use this wherever you can.

For the most part, the best way to identify specific products is to simply spend some time browsing the
market; keep the exact requirements in mind and search until you have found the best option. You may
then also go on to look at customer reviews, feedback, etc. This will give you a broader picture of how
the product works in practice, and whether this will be beneficial to your organisation.
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Emerging technologies
Emerging technologies are capable of changing the status quo. Generally, they are new technologies but
can also make use of older that have not been developed fully yet.
Known as novel, uncertain, ambiguous, and with relatively fast growth, they are just starting to be
utilised in the workplace and need careful consideration. There is a range of new digital technologies as
they span across a range of domains but below is a list of examples that can be seen in IT and
communications.
Emerging technologies may include:
 5G communications

 Artificial general intelligence

 Augmented reality

 Gesture recognition

 Machine translation

 Mobile collaboration and e-learning

 Optical computing.

Opportunities and challenges

There will be a range of both opportunities and challenges associated with each type of digital
technology. You should aim to identify these early to determine how feasible the use of it is.

Opportunities may include:

 Entering a new market

 Reaching a target market easier

 Improving efficiency and streamlining existing processes

 Quicker and easier communication over greater distances, including other countries

 Portability

 Ability to edit information easier.

Challenges associated with the use of digital technologies may include:

 Organisational restructuring challenges

 Resistance to change in an organisation

 Lack of required digital skills

 Regulatory constraints

 Funding.
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Note: some challenges can be overcome with the right expertise, while others are insurmountable.

Organisational restructuring challenges

Taking advantage of digital opportunities may require the organisations themselves to change. This
includes how teams are formed, who reports to who and what everyone’s duties are. Hierarchical charts
can be used to track these changes.

Resistance to change in an organisation

Taking advantage of digital opportunities can require significant changes. People often feel threatened
by change, worrying it will affect their job, their happiness or the company as a whole. This can lead to
them resisting change either overtly (e.g. complaining to managers, refusing to carry out actions) or
covertly (e.g. dragging feet, complaining to colleagues, not working to the best of their abilities).
Resistance will damage the effectiveness of the overall change.

To overcome resistance, you need to get people on board with the change. This means listening to their
concerns, explaining the benefits, convincing people that the change will be positive, and proceeding at
a pace they are happy with. Consultations are important in managing this process as they show that you
are listening to employees and care about what they have to say.

Lack of required digital skills

If your organisation goes from using very little digital technology to using it extensively, it is likely
employees won’t have the specialist skills or knowledge needed to use them. This can be overcome by
either training current employees or hiring new ones to fill the skills gap. Consider the costs of each, and
how much training would be required.

Funding
Digital technology isn’t free, and the lack of funding is one of the main constraints to integrating it into
the workplace. The cost will depend on the scale of the digital opportunity.

For example, the organisation may need to spend the funding on:
 Equipment (e.g., computers, printers)

 Software

 Domain names

 New employees

 Training courses

 Services of third parties (e.g., designers, marketers).

You will need to look at the organisation’s budget to determine whether these
costs are affordable. Remember that digital opportunities are investments with the chance to raise
revenue in the long-term; however, this isn’t certain and may not occur for a while. Other sources of
funding you may be able to access includes the organisation owners, third-party investors and
State/Federal government bodies.
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Source: The rising opportunity of digital transformation: What businesses need to know, Clickz.com:
https://www.clickz.com/the-rising-opportunity-of-digital-transformation-what-businesses-need-to-
know/110987/.
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Activity 2C
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2.5 – Prepare a business case for implementing new digital solutions to support
collaboration and seek approval, where required
By the end of this chapter, the learner should be able to:
 Prepare a business case for implementing new digital solutions

 Identify ways to support collaboration

 Seek approval from stakeholders on the business case.

Prepare a business case

Once you have determined what digital solutions to implement, you will need to
work out exactly how this will be completed. Firstly, it is important to get the
organisation on your side and gain approval and investment from the key
stakeholders who will be needed to authorise budgets and support the project. To
do this, you will need to create a business case, which is usually a written document
that explains what you are going to implement and how it will benefit the business
etc. Writing a business case for digital solutions is a good opportunity to think about
all the details surrounding the project and plan everything out properly before
starting the implementation process. The more detailed the preparation is, the
more successful it is likely to be. There are some key factors you will need to
consider when writing a business case, which will help you sell it to your
organisation and achieve success.

The key factors to consider are:

 Know your business objectives – it is important to get to know the

objectives and goals of your business. When presenting your case, it should
demonstrate that your plans are closely aligned with the overall objectives of the
business. The closer aligned it is, the better chance you will have of gaining support
from the key stakeholders. For example, in this case, your business is looking to
improve and support collaboration. Therefore, the business case should be written with
this in mind to achieve that goal

 Do your research – when planning a project, it is important to be prepared and

whether you are or not, this will show through your case/presentation. You will need to
gain the confidence and support from a group of stakeholders, so you should ensure
that everything is covered, no mistakes are made, and nothing important is omitted

 Adapt for your audience – consider who will be reading the business case or who you
will be speaking to and whether the information will be relevant to them. For example,
there won’t be many benefits talking to a business owner about employee/customer
satisfaction and productivity as they are not directly impacted by it. The person you are
trying to persuade will need to assess the return on investment before they can
confidently buy into or support anything. You will need to get to know them, their
interests and their objectives first
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 Manage changes in the workplace – once you have achieved management support,
you will need to consider how you plan to manage the human element of the
implementation. For example, how will you ensure that people adopt the new
technology, and what training will be involved in this? Implementing technology is a big
change to business processes, so you will need to acknowledge how it might impact the
workforce and the workplace, and how to mitigate any negative impact

 Seek advice/assistance – you should speak to someone in your organisation or industry

who is knowledgeable in this area and has experience or creating or reading businesses
cases. They may be able to provide you with examples of case studies or advice to help
you structure the business case and make it a success.

Business case template

Your organisation may have a defined template for business cases, or you may need to create your own.
Alternatively, you may decide to do a presentation instead. You should check your organisational
policies and procedures to make sure you are following these. There are often many competing
priorities for investment in businesses, so you must produce a business case that is solid, persuasive and
well-presented. If there is no template to follow, then it is advisable to create a written document that
is split up into different sections to make it easier to read through and to ensure everything important is
covered.

For example, a business case could be split into the following sections:
 Purpose

 Context

 Goals and objectives

 Approaches

 Strategic fit

 Project costs

 Business benefits plan

 Results

 Project approach

 Dependencies

 Risks

 Assumptions

 Business case sign-offs.

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Depending on your business type and industry, some of the key factors and sections will be more
relevant to you than others, so you will need to tailor your case to suit the business in mind. It is
important to remain competitive by researching other similar businesses in your industry to find out
how they use digital technologies and to stay in touch with what they are currently doing.

Sources: Netsupportuk, Building a digital transformation business case:

https://www.nsuk.com/resources/views/digital-transformation-business-case/. LiveArea, Top tips:
building a business case for digital transformation: https://uk.liveareacx.com/blog/digital-
transformation-business-case/. Smart Insights, Guides and templates:
https://www.smartinsights.com/guides/business-case-template/. Business Queensland, Key
components of a digital strategy: https://www.business.qld.gov.au/running-business/it/digital-
strategy/key-components.

Supporting collaboration
Social networking and messaging apps have contributed to workplace
collaboration, and with technology constantly evolving there are always new
ways to collaborate and improve communication. Most business leaders and
senior managers believe there is a need for technology that supports
teamwork, with a recent survey finding that ’77 per cent of decision-makers
are using such technologies, and 82 per cent of businesses that use
collaboration tools want to use even more in the future.’ Companies are
noticing the direct link between collaboration and success; when teams are
collaborating more effectively, this has a significant impact on productivity
and profitability in the business.

Collaboration options can range from off-the-shelf messaging platforms to

custom-built systems. New technology is effective when it is implemented to change and improve how
individuals and teams work. For example, underwriters can process cases faster if they have access to a
collaborative platform for knowledge sharing and best practice. This is more effective as they can
discuss and solve problems between themselves instantly, ask questions, and contribute to the
companies’ knowledge-base. This makes the process quicker as there would be no waiting around for
information/answers.

To encourage collaboration in an organisation, you will need to look at how teams operate and work
together, and investigate the following:
 ‘Are there workflows where colleagues often need to ask for help from managers and
each other?’

 ‘How can this process be improved, and are there systems in place to support
enhanced collaboration?’

 ‘Have you already tried to deploy collaborative tools and processes? If yes, why aren’t
people using them?’

When it comes to collaborative working, it is best to find ways to support existing processes. This will
allow you to use technology to improve them, generate new workflows, new efficiencies and processes.
 P a g e | 41

For example, implementing a custom-built social sharing platform will provide teams with the
opportunity to communicate and share information instead of using a general public social media
platform and trying to adapt it to meet your organisational needs. It is more professional and allows
business information and knowledge to be shared safely and privately.

Source: Business 2 Community, How digital technology can support teamwork and collaboration:
https://www.business2community.com/strategy/how-digital-technology-can-support-teamwork-and-
collaboration-02206945

Obtaining budget approval for new technologies

As well as obtaining management for new technologies, you will also need to obtain budget approval.
This refers to gaining guarantee that your organisation has set aside a specific amount of money for the
implementation and upkeep of new selected technologies. Who you gain budget approval from will
differ depending on the procedures of your organisation. For example, you may meet with personnel
such as financial or technology managers to do this.

Ideally, before you begin the process of obtaining budget approval, you should
gain some information regarding the potential cost of selected new
technologies. This will allow you to provide some valid information to the
relevant personnel regarding how much money is realistically required to make
implementation a success.

For example, you might seek information such as:

 Cost of purchase

 Running costs

 Potential breakdown costs.

Ensuring that your organisation is fully prepared for the implementation of new
technologies will make your job much easier, so it will be beneficial to seek as much information as
possible.

Commercial strategy
While looking at your budget for implementation, it will also be important to fully understand your
organisation's overall commercial strategy. This will be specific to the type of business and everyday
transactions it performs. We can also look at four digital strategy services that are provided to help us
ask questions about performance and end results.

Digital service strategies may include:

 Digital Diagnostic – More than financial metrics to check the health of your digital
strategy
How effective am I today? Am I doing better than my competition? Am I benchmarking
my progress to the right peer group? Where should I focus and what is the value?
Where can I improve? What should I do next?


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 Digital Operating Model – Introducing your new digital business

How do I organize for digital? What are the capabilities I need to build? What are the
skills my workforce needs? What are the ecosystems I need to create or become part
of? How do I enable a culture of rapid experimentation? What are the governance
processes we need to put in place? How do we manage risk and reward trade-offs?
How do we measure success?

 Digital Transformation Mapping – Transform your organization to take advantage of

the digital opportunity
What should our digital strategy be, and what is the business case for change? How do
we reinvent our business to stay relevant? What is the value of pursuing different
digital strategies and techniques? What are our key milestones and the roadmap
ahead?

 Innovation-as-a-Service – Connecting you to the start-ups that matter

Who do we need to partner with or acquire? Who are the new entrants and start-ups
that I should be thinking about? How do I ensure that the start-ups we get involved
with are successful? How do I integrate new products, services and partnerships?

Source: Accenture, Digital business strategy : https://www.accenture.com/gb-en/service-digital-

business-strategy
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Activity 2D
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3. Implement and use digital technologies to collaborate in

the workplace
3.1. Assess business goals and objectives and develop a plan to introduce new collaborative
technologies

3.2. Communicate and promote key features of the plan to relevant stakeholders

3.3. Implement digital technologies according to plan and organisational requirements, policies and
procedures

3.4. Organise training in digital technologies for collaboration for relevant stakeholders
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3.1 – Assess business goals and objectives and develop a plan to introduce new
collaborative technologies
By the end of this chapter, the learner should be able to:
 Identify and assess business goals and objectives

 Write an implementation plan to introduce new collaborative technologies

 Identify the costs, benefits and return on investment.

Develop an implementation plan

After creating a business case and obtaining approval, it will now be time
to develop a plan to introduce new collaborative technologies. An
implementation plan is a plan to successfully move your technology
plan into action. This document should identify your goals and
objectives (short and long-term), list the project tasks, define roles and
responsibilities, outline the budget and necessary resources, and list any
assumptions. The plan can also include a schedule and timeline for
implementing the technology. As always, you will need to develop this
customised plan in line with the business goals and objectives to
make sure it is realistic and achievable.

The following are key components of a successful implementation plan:

 Define goals and objectives – consider what you want to accomplish with this plan

 Schedule milestones – outline your implementation schedule; this can include task
deadlines and project timelines. These can be provisional and amended later if needed

 Allocate resources – the main purpose of putting together an implementation plan is to

ensure you have the adequate resources to put it into action, such as time, money and
personnel. You will need to gather the data and information you need to determine
whether or not you have sufficient resources. If something is missing, decide how you
will obtain it

 Designate team member responsibilities – assign roles to members of the team. It does
not have to be decided who will execute each task, but you should create a general
plan for the team with overall roles and responsibilities for each member

 Define metrics for success – you will need to define how you will determine whether or
not this implementation is successful. What data will you use to measure the results?
(quantitative or qualitative) and how will you gather the necessary data?
 P a g e | 46

 Define how you will adapt – consider and plan for how you will adapt to the changes in
your plan. Think about factors outside of your control that could impact the schedule
or success of the project, and create emergent strategies in preparation of this so the
plan does not get derailed. This will help the business to be prepared, flexible and fast-
acting if anything does affect the implementation

 Decide when to evaluate success – decide at what stages and how often you will
evaluate your progress to determine success, for example, will it be monthly or
quarterly reviews? You will need to consider your business resources when deciding
this to make sure it is realistic.

Writing the plan

The implementation plan is usually a low-tech written document. When
writing your plan, you can use a template or create your own simply on a
word document. If you prefer using a template, this could be a customised
template from your business (if available) or you could search online for a
suitable one. It is best to break your plan into clear sections which should be
detailed and contain the necessary research and data that makes your
objectives actionable. The following is a list and brief description of the
information that could be included in each section of an implementation plan.
It is important to tailor your plan to the specific business and only include
sections/information that will be relevant.

The key sections of an implementation plan could include:

 Introduction – this explains the purpose, vision, and mission statement of your project.
You should identify any high-level risk areas and assumptions in this area. For example,
you could say you are introducing new collaborative technologies to improve
collaboration and communication for remote working etc.

 Management overview – describe how implementation will be managed, for example,

who is managing it, the roles and responsibilities involved, and key persons to contact.
You should also identify the strategy director, i.e. the person who develops and drives
the strategy

 Major tasks – list and describe the specific tasks, actions, and targets in
implementation, and the status of any tasks currently in progress

 Implementation schedule – list the order of tasks and predicted durations of each
phase to roughly outline the schedule

 Security and privacy – explain the privacy features and considerations of the software
tools, processes, or information that may be used during implementation. You should
address any security issues and explain how sensitive information will be handled (i.e.
personal data, financials etc.)
 P a g e | 47

 Implementation support/ resources list – identify the various tools, activities, and
departments that will be required to support implementation. For example, this could
include hardware or software tools, facilities, and external human resources

 Documentation – attach any documentation that supports your implementation plan.

For example, this could include strategic plan, confirmation of material/resources,
history of past successful projects, and business case

 Monitoring performance – define the metrics that you will use to measure success, and
say when you will review your progress

 Glossary – define any key terms or jargon you have used in the implementation plan

 References – indicate where information in the plan has come from, or list people who
are supporting it

 Project approval – if management approval is needed before executing the project,

then leave space in this section for the official signoff.

Source: Smart Sheet, Implementation plan: https://www.smartsheet.com/implementation-plan.

The implementation/action plan should be documented so it can be referred back to later. You should
check your organisation’s procedures relating to this as there may be a certain way that plans should be
produced, such as a specific template.

When documenting the plan, you should think about:

 Language: How formal or informal should it be? Consult your
organisation’s guidelines if available

 Terminology: Make sure the plan is easily understandable

by the people it is intended for in terms of industry
jargon

 Detail: Is there enough information to convey the

instructions clearly to the relevant people, while still
leaving room for innovation?

 Format: Should it be a Word document, a printed

document, a PowerPoint presentation, Excel spreadsheet or other?

 Length: How long should it be? This will also affect the level of detail that you will need
to include

 Availability: Who needs to see the plan, and what would be the best format for them?

 Accuracy: It is very important that details such as names and dates are correct, so
double-check these to ensure no mistakes are made.
 P a g e | 48

When you have completed the first draft of the plan, show it to others within the workplace who have
knowledge of the implementation and ask for their feedback. Read the document carefully and try to
improve it for a second draft. Action plans can be altered in the future if circumstances change.

For example, if there is a long delay that is out of your organisation’s control, you may need to change
the timeframes. On the other hand, duties and responsibilities in the plan could change, so you would
change the document to reflect the new work structure.

Identify costs, benefits and return on investment

Costs
Each digital tool and platform will have its own costs. You will need to predict these before deciding
whether to use it. Costs may be long-term or short-term, depending on the way you plan to use it. They
may be paid to the platform or incurred by the company as a result of being on the platform.

These may include:

 Costs of entering the platform

 Subscription

 Advertising

 Maintenance

 Producing content

 Training.

Benefits
Benefits may include:
 Customer satisfaction ratings: Is the digital technology likely to significantly improve
customer satisfaction?

 Growth: Could the digital technology contribute to the growth of the company? Think
in terms of scale, profit margins, visibility, market share and quality

 Market share: Can this contribute to growing the market share of the business? Are
you offering something new, or a competitive service?

 Profitability: Is this likely to increase profitability? Think in terms of stock storage costs,
cost of delivery, provision and profit margins

 Return on investment: The e-business may be successful, but will it provide an

adequate return on investment? Think in terms of the costs of setting up the
technology, advertising, maintenance and running costs

 Sales: Will these increase sales? Think in terms of 24-hour orders and product details
available to customers

 Staff morale: Will this make the staff’s job easier? Or will it be a fiddly hindrance?
 P a g e | 49

 Staff productivity and professional development: What opportunities will this

provide? Think in terms of new positions and opportunities available.

Return on investment
Calculating the return on investment (ROI) is a method of working out whether the benefits outweigh
the costs; it essentially asks what the organisation gets from its investment. This will be one of the main
determining factors in whether a proposed digital strategy is implemented.

For example, if an organisation spends $500 on new technology and their profits increase by $800 as a
result, this is an ROI of $300. However, if they spent $1000 and only made $700 back, this is a negative
ROI of -$300.
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Activity 3A
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3.2 – Communicate and promote key features of the plan to relevant

stakeholders
By the end of this chapter, the learner should be able to:
 Identify relevant stakeholders in their organisation

 Identify ways to communicate and promote the key features of the plan.

Communicate to relevant stakeholders

Communication is important across every step of the implementation
process, and the importance of effective communication with a project’s
stakeholders is something that should not be overlooked. You should keep
stakeholders informed at each stage of the process and listen to their
thoughts and feedback. Stakeholders are the people who will be impacted by
any changes and they have interests in the business, so you will need their
full support and collaboration along the way. The primary stakeholders in a
typical business are usually its investors, employees, customers, and
suppliers, and they will need prioritising in terms of communication. You
will need to find the best way to communicate your plan to the relevant
people to gather their input and feedback, this will help you to see if it needs
any tweaking and gauge whether it will be a success.

Stakeholders in a business are categorised in three ways:

 Internal or external – internal stakeholders are those that exist inside a business, they
are directly affected by a project, such as employees. External stakeholders are those
who have an interest in the success of a business but are not directly linked with the
projects, such as suppliers

 Primary or secondary – primary stakeholders have the highest level of interest in the
outcome of a project as they are directly affected by the outcome and actively
contribute to it. This includes customers and team leaders. Secondary stakeholders
help to complete the project, but on a lower level. They usually help with
administrative processes, including financial and legal matters

 Direct or indirect – direct stakeholders are involved in the day-to-day activities of a

project. Employees are direct stakeholders as their daily responsibilities revolve around
the projects at a business. Indirect stakeholders are affected by the finished project
outcome instead of the process of completing it. They are usually concerned with areas
such as pricing, packaging, and availability. Customers are indirect stakeholders as they
are the ones interacting with the finished product/service.

It is important to be clear and transparent with communication throughout the planning and
implementing process. Digital projects can change all the time and can run into unexpected roadblocks.
All stakeholders should be updated regularly and proactively to make sure they are up to date with the
developments at every stage and are involved in the journey of implementation.
 P a g e | 52

When communicating with stakeholders, you should consider the following:

 Who is going to be impacted by your project/implementation?

 What are their interests in the plan?

 Are there direct and indirect stakeholders?

 Who are the most important stakeholders? Prioritise stakeholders in

terms of their influence, interest and attitude towards the plan. High-
interest stakeholders should have significant face to face
communication, whilst low-interest stakeholders could be
communicated via email or company intranet

 Create a system to obtain their feedback – come up with steps as part

of the action plan to capture, measure and respond to feedback. You
should seek multiple levels of communication from the
organisation, for example, communicate to staff and board etc.
Evaluation techniques could be used, such as surveys, online
discussion groups and face-to-face feedback sessions. This will help
you to assess how the plan is perceived and if any changes need to be
made

 Incorporate their feedback into the strategic planning process – use their feedback and
concerns to create your strategic priorities and make adjustments where needed

 Report back to stakeholders – contact stakeholders after receiving and implementing

their feedback and show them what you came up with. This will let them know you
have listened and value their opinion and input

 Be transparent with the information provided to stakeholders as they can help you to
achieve your goals/objectives for the business

 Establish the amount of information different stakeholders need and how often you
will need to communicate with them.

Sources: Active Campaign, The 10 types of stakeholders that you meet in business:
https://www.activecampaign.com/blog/types-of-stakeholders. SME Strategy, 5 steps to stakeholder
engagement in your strategic plan: https://www.smestrategy.net/blog/stakeholder-engagement-in-
your-strategic-plan-pt-1. Axelos, How to communicate effectively with stakeholders in project
management: https://www.axelos.com/news/blogs/june-2018/communicate-with-stakeholders-
project-management.
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Activity 3B
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3.3 – Implement digital technologies according to plan and organisational

requirements, policies and procedures
By the end of this chapter, the learner should be able to:
 Implement digital technologies according to plan

 Identify ways to support a team through organisational changes

 Identify and follow organisational requirements, policies, and procedures.

Implement digital technologies

Once the new digital technologies have been selected, you will need to begin the
process of implementing them according to the plan, as well as following
organisational requirements, policies and procedures. The two key things to
consider when implementing will be management and budget approval.
Obtaining these two things will help to ensure that technology can be
implemented and maintained successfully.

Generally speaking, the best way to determine who will manage new
technologies will be to select those who possess existing knowledge or
experience in a specific area. This will help to ensure that the rest of the
team is provided with guidance concerning the new technologies
wherever necessary.

Change management
Change management refers to the process of preparing for and supporting a team through
organisational change. Whilst change is often positive and means that an organisation is growing and
developing, it can be disruptive to a team who have become accustomed to their current way of
working; particularly if their work is centred on the area of change.

To prepare and support a team through change, an organisation may:

 Arrange extra training – if there is a significant difference in the new technology then
your organisation may need to provide staff members with additional training to
ensure that they can use the technology effectively

 Ask the team for input and listen to their concerns – it’s likely that a team will have a
lot of questions during change and it will be beneficial to productivity to allow them to
air their concerns and receive reassurance or clarification wherever necessary

 Offer constant support – having an open-door policy during the initiation of change will
provide staff with a safety net should they come into any difficulty

 Introduce changes slowly– if you are planning on many technological changes, it may
be a good idea to introduce one at a time as opposed to initiating several changes at
the same time. This will allow the team to adapt to changes over some time, rather
than become overwhelmed by a complete turnaround.
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Feedback
You should solicit feedback from employees regarding how you plan to integrate the new technology.
As the people who will be using it, they may identify flaws or issues that you have not noticed or
considered. It is also important that they feel comfortable with the plan and feel they have been
listened to during the planning and implementation process.

For example, imagine you work in a call centre environment, and you are considering implementing the
use of social media to replace phone calls, employees may point out that many of their customer
service calls are from elderly people who don’t use social media. Therefore, it will likely cause issues
trying to transfer over to the new method, and it may cause the business to lose customers. In this
scenario, staff should continue to maintain the phone service, and social media could be offered as an
alternative for those who prefer to use it.

Identify actions, timeframes, people and resources

Once you have determined what the organisation will try to implement, you need to work out exactly
how this will be done. You should use your implementation plan as a guide for this.

Actions
Actions are the actual work that needs to be carried out. It may include
planning, purchasing, informing, training, installing and maintaining.

For example, actions to implement a social media page may include:

 Planning what content will be on it and who will have
responsibility

 Budgeting for paid adverts, if necessary

 Training responsible people on how to manage it

 Creating the page and uploading content

 Maintaining it daily.

You will need to break the initiative down into all of its component steps. Don’t leave any out, no matter
how small, as they may be overlooked and the required resources could be forgotten. The actions could
be further broken down into sub-goals; for example, what will training include? Will it be in-person or
virtual? Will it be provided in-house or by a third party? If these aren’t clear, they could be left
undefined in the early planning stages; however, they will need to be filled in later.

Timeframes
Each task will need timeframes in which it must be completed. Even if there are delays, you should have
an expected date and can check work is on track. If there is no due date, you have no way of knowing
when it will be finished and will likely worry if your money is being wasted. The same applies to all
workplace tasks. Make sure the timeframes are reasonable and build in time for possible delays (known
as contingency time.) Also, if a task changes so that it will take significantly more or less time than
predicted, adapt the timeframe accordingly.
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People
You should identify any people necessary to implement digital technologies. Without people with the
right skills, knowledge, authority or work duties, it will be impossible to complete it properly.

People may be either internal or external to your organisation, such as:

 Colleagues

 Supervisors

 Consultants

 Digital technology suppliers

 Trainers and development managers.

As mentioned previously, leaders are important in pushing forward digital initiatives. All people involved
should be aware of who has been designated the leader and defer any related matters/issues to them.

Resources
Each task will require different resources to complete it. You should ensure that these are identified and
allocated.

Resources may include:

 Budgets

 Equipment (e.g., computers, projectors)

 Digital assets (e.g., images, videos, audio files, software, data, etc.)

 Areas (e.g., rooms, desks).

An example of an implementation of a digital initiative:

Digital initiative: Implement a social media page for the business

Action Timeframe People Resources

Planning what content 10th February 2019 Marketing team Conference room
will be on it and who
will have responsibility

Training responsible 17-19th February 2019 Social Media Officer, Computer, practice
people on how to Marketing Manager social media page
manage it

Creating the page and 25th February 2019 Social Media Officer Computer, written
uploading content content

Maintaining it daily Ongoing Social Media Officer Digital camera,

computer
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As stated in criteria 2.5, you will need to obtain budget approval. This refers to gaining guarantee that
your organisation has set aside a specific amount of money for the implementation and upkeep of new
selected technologies.

Who you gain budget approval from will differ depending on the procedures of your organisation. For
example, you may meet with personnel such as financial or technology managers to do this. Ideally,
before you begin the process of obtaining budget approval, you should gain some information regarding
the potential cost of selected new technologies. This will allow you to provide some valid information to
the relevant personnel regarding how much money is realistically required to make implementation a
success.

For example, you might seek information such as:

 Cost of purchase

 Running costs

 Potential breakdown costs.

Ensuring that your organisation is fully prepared for the implementation

of new technologies will make your job much easier, so it will be
beneficial to seek as much information as possible.
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Activity 3C
 P a g e | 59

3.4 – Organise training in digital technologies for collaboration for relevant

stakeholders
By the end of this chapter, the learner should be able to:
 Identify and organise training in digital technologies

 Identify relevant stakeholders to take part in the training.

Organise training in digital technologies

It is of the utmost importance to train employees in the new
technologies you are integrating and implementing. Otherwise,
you won’t get the full benefits from them. Don’t assume that
anyone in your workplace can’t be trained to use new
technology. No matter their age or current skill level, each
employee should be allowed to develop themselves. Consider how
much knowledge they already have regarding the technology.

For example, if you are creating a social media page for employees
to manage, are they familiar with social media already and the internet? Are they experienced in using
computers? Once you know where they are starting from, you can plan individual training programs to
get them up to speed. You should try to let each person learn and adapt at their own pace and find out
about any individual requirements they have to make sure these are followed. Training delivery
methods have evolved with advancements in technology and there are various methods that could be
used. The right training method will depend on your organisational/stakeholders needs.

You may conduct training in the following ways:

 Instructor-led or classroom training – good for providing a large group of learners with
overall understanding/learning in a short period. The advantage is the interactivity,
allowing learners to ask questions and receive instant responses

 One-to-one training – good for training people with specific needs/requirements, for
example, those who are not confident with using technology and need extra training
than others

 Virtual classroom training – enables organisations to deliver training in various formats

of text, video and documents in real-time with a virtual trainer. Training can be
delivered and received from anywhere in the world

 E-learning – one of the most popular and convenient forms of training available today.
These online learning programs use a mix of text, audio and video. They also have
discussion forums, games and interactive assessments/quizzes to test knowledge and
skills. This is a good option for organisations that want to offer flexible learning
opportunities in a short timeframe to a large audience

 Mobile learning – a relatively new training delivery method that is used by

organisations to deliver training anytime, anywhere, and on any device. Users can
 P a g e | 60

download apps on their phone for learning and productivity. Training could include
microlearning (bite-sized content), short how-to videos, and social learning (social
media or social learning platforms), etc.

 Blended learning – organisations can use a combination of methods/approaches to

deliver training. This is perfect for organisations with diverse training requirements and
complex learning objectives.

Explain, train and clarify

You should make sure everything is explained with clarity to stakeholders, i.e. what the changes are,
why they are necessary, how they will be implemented, and how they will benefit everyone. Ensuring
that your employees (and other relevant stakeholders) have access to reliable information and training
in a safe environment will help them to adapt to technology in the workplace and engage more with the
changes being implemented. Some employees will be quick to adapt to changes, while others may be
hesitant or uncertain about technology, so it is important to give everyone the time and space needed
to become more confident with the new implementation.

Encourage feedback
When managing changes in the workplace, it is important to have robust feedback mechanisms in place
for stakeholders to share their views. The simple fact knowing that their ideas and suggestions will be
listened to can boost engagement in the organisation. You should be prepared for both positive and
negative feedback from this. New technology will inevitably come with some issues and problems, and
it may also conflict with existing systems and practices. It is vital to listen to views and appraise them
accordingly to make sure people know they are valued. You should also demonstrate how the new
technology will improve their work systems and workflows, to encourage enthusiasm and confidence in
the changes.

Encourage innovation
A good way to get employees to engage with and adopt new
technology is to encourage them to test it out themselves. Let
them work out how they would like to use the technology and
how it works best for them. This may result in employees
using technology in different, unexpected ways that may
benefit the organisation. Making the training process fun and
engaging for stakeholders can encourage technologies to be
adopted more smoothly and quickly in the organisation.

Sources: Efront, The shock of the new: helping employees

adapt to new technologies: https://www.efrontlearning.com/blog/2017/02/adapting-technology-
workplace.html. Training industry, 5 training delivery methods to use in your l&d programs:
https://trainingindustry.com/articles/content-development/5-training-delivery-methods-to-use-in-your-
ld-programs/.

Activity 3D
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Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.

This includes:

 Skills Activity

 Knowledge Activity

 Performance Activity.

This holistically assesses your understanding and application of the skills, knowledge and performance
requirements for this unit. Once this is completed, you will have finished this unit and be ready to move
onto the next one – well done!
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References

These suggested references are for further reading and do not necessarily represent the contents of
this unit.

Websites

Active Campaign, The 10 types of stakeholders that you meet in business:

https://www.activecampaign.com/blog/types-of-stakeholders

Axelos, How to communicate effectively with stakeholders in project management:

https://www.axelos.com/news/blogs/june-2018/communicate-with-stakeholders-project-management

Business Queensland, Key components of a digital strategy: https://www.business.qld.gov.au/running-

business/it/digital-strategy/key-components

Business 2 Community, How digital technology can support teamwork and collaboration:
https://www.business2community.com/strategy/how-digital-technology-can-support-teamwork-and-
collaboration-02206945

Cisco, Workplace collaboration in Australia and Zealand

https://www.cisco.com/c/dam/global/en_au/assets/pdfs/workplace-collaboration-in-AU-and-NZ-
2018.pdf?CAMPAIGN=SMB-
02&REFERRING_SITE=LI&POSITION=social+organic&COUNTRY_SITE=anz&CREATIVE=Workplacereport&
CCID=cc000260&DTID=osolin000021&OID=pstco011145

Consolidated Technologies, Types of collaboration technology: https://consoltech.com/blog/types-of-

collaboration-technology/

Deloitte, The Digital Workplace:

https://www2.deloitte.com/content/dam/Deloitte/mx/Documents/human-capital/
The_digital_workplace.pdf

Digital Businesses: The Metrics That Really Matter, Knowledge:

https://knowledge.insead.edu/blog/insead-blog/digital-businesses-the-metrics-that-really-matter-6731

Efront, The shock of the new: helping employees adapt to new technologies:
https://www.efrontlearning.com/blog/2017/02/adapting-technology-workplace.html

Learning Pool, How collaborative working and technology go hand-in-hand:

https://learningpool.com/collaborative-working-technology-trends/

LiveArea, Top tips: building a business case for digital transformation:

https://uk.liveareacx.com/blog/digital-transformation-business-case/

Netsupportuk, Building a digital transformation business case:

https://www.nsuk.com/resources/views/digital-transformation-business-case/
 P a g e | 63

OrbitMedia, Competitor Analysis Tools: 15 Quick Ways to Compare Websites:

https://www.orbitmedia.com/blog/website-competitive-analysis-tools/

Smart Insights, Guides and templates: https://www.smartinsights.com/guides/business-case-template/

Smart Sheet, Implementation plan: https://www.smartsheet.com/implementation-planThe rising

opportunity of digital transformation: What businesses need to know, Clickz.com:
https://www.clickz.com/the-rising-opportunity-of-digital-transformation-what-businesses-need-to-
know/110987/.

SME Strategy, 5 steps to stakeholder engagement in your strategic plan:

https://www.smestrategy.net/blog/stakeholder-engagement-in-your-strategic-plan-pt-1

Techniques for Improving Your Nonverbal Communication Skills in the Workplace, Small Business:
http://smallbusiness.chron.com/techniques-improving-nonverbal-communication-skills-workplace-
21411.html

Training industry, 5 training delivery methods to use in your l&d programs:

https://trainingindustry.com/articles/content-development/5-training-delivery-methods-to-use-in-your-
ld-programs/

18 Essential Metrics to Measure your Digital Marketing, BuildFire: https://buildfire.com/essential-

metrics-measure-digital-marketing/

All references accessed on and correct as of 07/12/2020, unless otherwise stated.