PASSMATE TUTORIALS
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE FRAMEWORK IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, SMS, WhatsApp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, Question 1: Digital Technology Tools Adopted by Banco Pichincha in Building
a Digital Business
1.1 Introduction
Organisations operating in rapidly changing technological environments must
continuously adapt if they are to remain competitive (Hayes, 2022). Banco Pichincha,
Ecuador’s largest private bank and a 118-year-old institution, faced declining market
share, operational inefficiency and the exclusion of large segments of the unbanked
population. In response, the bank embarked on a bold digital transformation
programme that culminated in the creation of Deuna!, a separate digital bank and
payment ecosystem. The underlying discussion identifies and discusses the principal
digital technology tools adopted and deployed by Banco Pichincha. The discussion is
grounded in theoretical frameworks on the digital revolution and organisational
change, drawing on Hayes (2022) as the primary theoretical foundation and
supplemented by peer-reviewed literature on dynamic capabilities and digital banking
transformation.
1.2 Theoretical Framework: The Digital Revolution and Organisational Change
Hayes (2022) conceptualises organisational change as a purposeful process that
involves recognising the need for change, diagnosing the current state, selecting
appropriate interventions and managing the people issues that arise. In the context of
the digital revolution, technological discontinuities act as powerful external triggers that
force organisations to reconfigure their structures, processes and capabilities (Hayes,
2022). Digital transformation is not merely the adoption of new tools; it requires the
simultaneous development of sensing, seizing and transforming capabilities; the
dynamic capabilities that enable firms to integrate, build and reconfigure internal and
external competences (Teece, 2007; Pereira et al., 2024). In banking, these
capabilities are particularly critical because legacy systems, regulatory constraints and
cultural inertia often impede rapid technological adoption (Gaviyau & Godi, 2025).
From an open-systems perspective (Hayes, 2022), digital tools function as both inputs
(new technological resources) and transformation processes that alter the
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE FRAMEWORK IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A POSSIBLE
SOLUTION TO THE TASK CONSISTENT WITH THEORY. THIS ASSIGNMENT IS
INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH THEIR ASSIGNMENT,
AND IN NO CASE THIS DOCUMENT SHOULD BE USED FOR CHEATING. WE BELIEVE
THIS WILL BE A GOOD STARTING POINT AS IT WAS PREPARED BY OUR TEAM OF
PROFESSIONAL PRIVATE TUTORS WHO ARE EXPERTS IN THE FIELD, AND IT WAS
PREPARED USING VARIOUS SOURCES. ANY SIMILARITY WITH ANY EXISTING
THEORY OR DISCUSSION BY OTHER AUTHORS IS EXCUSED. THE AUTHORS
HOWEVER DO NOT CLAIM MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF
THE ANSWERS CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER GUIDELINE
ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE IN GENERAL,
CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI, MNMs,
MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION PREPARATION,
RESEARCH AND RESEARCH PROPOSALS, DISSERTATION EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ, UP etc
For any enquiries the following numbers can be used for calling, SMS, WhatsApp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144
, Question 1: Digital Technology Tools Adopted by Banco Pichincha in Building
a Digital Business
1.1 Introduction
Organisations operating in rapidly changing technological environments must
continuously adapt if they are to remain competitive (Hayes, 2022). Banco Pichincha,
Ecuador’s largest private bank and a 118-year-old institution, faced declining market
share, operational inefficiency and the exclusion of large segments of the unbanked
population. In response, the bank embarked on a bold digital transformation
programme that culminated in the creation of Deuna!, a separate digital bank and
payment ecosystem. The underlying discussion identifies and discusses the principal
digital technology tools adopted and deployed by Banco Pichincha. The discussion is
grounded in theoretical frameworks on the digital revolution and organisational
change, drawing on Hayes (2022) as the primary theoretical foundation and
supplemented by peer-reviewed literature on dynamic capabilities and digital banking
transformation.
1.2 Theoretical Framework: The Digital Revolution and Organisational Change
Hayes (2022) conceptualises organisational change as a purposeful process that
involves recognising the need for change, diagnosing the current state, selecting
appropriate interventions and managing the people issues that arise. In the context of
the digital revolution, technological discontinuities act as powerful external triggers that
force organisations to reconfigure their structures, processes and capabilities (Hayes,
2022). Digital transformation is not merely the adoption of new tools; it requires the
simultaneous development of sensing, seizing and transforming capabilities; the
dynamic capabilities that enable firms to integrate, build and reconfigure internal and
external competences (Teece, 2007; Pereira et al., 2024). In banking, these
capabilities are particularly critical because legacy systems, regulatory constraints and
cultural inertia often impede rapid technological adoption (Gaviyau & Godi, 2025).
From an open-systems perspective (Hayes, 2022), digital tools function as both inputs
(new technological resources) and transformation processes that alter the
