,IOP3705 Assignment 2 (COMPLETE ANSWERS) Semester
1 2025 - DUE April 2025 ; 100% correct solutions and
explanations.
Case Study: Digital Solutions Group (DSG) Digital Solutions
Group (DSG) is a technology consulting firm founded in 2010
that provides digital transformation services for businesses
across various sectors. Over the years, DSG has built a
reputation for delivering innovative solutions and driving
digitalisation efforts for its clients. However, the company’s
rapid expansion over the last five years has led to internal
inefficiencies, employee dissatisfaction, and challenges in
maintaining high-quality client service. DSG’s leadership
initiated a comprehensive organisational development (OD)
process to address these issues and engaged Dr Samuel Collins,
an experienced OD consultant, to lead the change efforts.
COMPULSORY ESSAY ASSESSMENT 2 Semester 1: 2025
BASED ON LESSONS 1 TO 4 Assessment 02: Instructions The
following are specific requirements relating to the layout and
technical presentation of assignments: • Cover page: The first
page of your document should display information such as the
module code, assignment number, and your name and student
number. • Table of contents: Always include a table of contents
on the second page, listing the headings and subheadings of your
assignment. The titles and subheadings should describe the
content of the sections, should be numbered, and provide the
page numbers. • Introduction: There should be only one
introduction to the assignment, not one per question. •
Discussion: This is also called the body of the assignment. Use
the decimal classification system up to four decimals,
, alphabetical classification for the fifth level and small Roman
numerals for the sixth level, for example, 1, 1.2, 1.2.1, 1.2.1.2
and (a)(iii). • Conclusion: There should be a conclusion at the
end of your assignment. This section summarises the most
important aspects addressed in the assignment. There should be
only one conclusion and not one per question. • Reference List:
Provide full details in a list of references at the end of your
assignment. Use the APA referencing method. 2 Upon meeting
with key stakeholders at DSG, Dr Collins uncovered significant
discrepancies between the company’s ambitions and its internal
realities. While DSG marketed itself as a forward-thinking,
customer-centric organisation, its internal culture was
fragmented, and operations had become siloed. Communication
between departments was sporadic, and employees frequently
reported feeling undervalued and disconnected from company
goals. Concerns about high employee turnover were also
prevalent, negatively affecting client relationships and overall
service delivery. Through surveys, interviews, and focus group
discussions, Dr. Collins gathered valuable insights into the
underlying issues at DSG. Employees expressed frustration with
the lack of clear career development opportunities, ineffective
performance management systems, and an overburdened
leadership team that struggled to balance strategic decision-
making with day-to-day operational demands. Leadership's
resistance to open feedback further exacerbated these
challenges, with many middle managers feeling caught between
unrealistic executive expectations and the needs of their teams.
Despite some reluctance from leadership to fully embrace the
findings, Dr. Collins proceeded with the OD intervention. The
1 2025 - DUE April 2025 ; 100% correct solutions and
explanations.
Case Study: Digital Solutions Group (DSG) Digital Solutions
Group (DSG) is a technology consulting firm founded in 2010
that provides digital transformation services for businesses
across various sectors. Over the years, DSG has built a
reputation for delivering innovative solutions and driving
digitalisation efforts for its clients. However, the company’s
rapid expansion over the last five years has led to internal
inefficiencies, employee dissatisfaction, and challenges in
maintaining high-quality client service. DSG’s leadership
initiated a comprehensive organisational development (OD)
process to address these issues and engaged Dr Samuel Collins,
an experienced OD consultant, to lead the change efforts.
COMPULSORY ESSAY ASSESSMENT 2 Semester 1: 2025
BASED ON LESSONS 1 TO 4 Assessment 02: Instructions The
following are specific requirements relating to the layout and
technical presentation of assignments: • Cover page: The first
page of your document should display information such as the
module code, assignment number, and your name and student
number. • Table of contents: Always include a table of contents
on the second page, listing the headings and subheadings of your
assignment. The titles and subheadings should describe the
content of the sections, should be numbered, and provide the
page numbers. • Introduction: There should be only one
introduction to the assignment, not one per question. •
Discussion: This is also called the body of the assignment. Use
the decimal classification system up to four decimals,
, alphabetical classification for the fifth level and small Roman
numerals for the sixth level, for example, 1, 1.2, 1.2.1, 1.2.1.2
and (a)(iii). • Conclusion: There should be a conclusion at the
end of your assignment. This section summarises the most
important aspects addressed in the assignment. There should be
only one conclusion and not one per question. • Reference List:
Provide full details in a list of references at the end of your
assignment. Use the APA referencing method. 2 Upon meeting
with key stakeholders at DSG, Dr Collins uncovered significant
discrepancies between the company’s ambitions and its internal
realities. While DSG marketed itself as a forward-thinking,
customer-centric organisation, its internal culture was
fragmented, and operations had become siloed. Communication
between departments was sporadic, and employees frequently
reported feeling undervalued and disconnected from company
goals. Concerns about high employee turnover were also
prevalent, negatively affecting client relationships and overall
service delivery. Through surveys, interviews, and focus group
discussions, Dr. Collins gathered valuable insights into the
underlying issues at DSG. Employees expressed frustration with
the lack of clear career development opportunities, ineffective
performance management systems, and an overburdened
leadership team that struggled to balance strategic decision-
making with day-to-day operational demands. Leadership's
resistance to open feedback further exacerbated these
challenges, with many middle managers feeling caught between
unrealistic executive expectations and the needs of their teams.
Despite some reluctance from leadership to fully embrace the
findings, Dr. Collins proceeded with the OD intervention. The
