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Please ensure that you follow the structure below unless your DA has provided alternative instructions.

Font should be Arial 12 pt., left justified, black.

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YOUR DISSERTATION TITLE HERE

By

YOUR NAME HERE

A DISSERTATION

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ABSTRACT

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ACKNOWLEDGEMENTS

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TABLE OF CONTENTS

Chapter 1: Introduction ........................................................................................... 1

1.1. Section name ............................................................................................................ 1

1.2. Section name........................................................................................................... XX

Chapter 2: Literature Interview ............................................................................ XX

2.1. Introduction.. ........................................................................................................ XX

2.2 Next section ................................................................................................................. XX

Chapter 3: Methodology and research design ....................................................XX

3.1 Introduction ....................................................................................................... XX

Chapter 4: Results..................................................................................................XX

Chapter 5: Discussion............................................................................................XX

Chapter 6: Conclusion............................................................................................XX

References...............................................................................................................XX

Appendices..............................................................................................................XX

Appendix 1: Demographics Table.............................................................................XX

Appendix 2: XX.........................................................................................................XX

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LIST OF FIGURES

Figure 1: XX .............................................................................................................XX

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LIST OF TABLES

Table 1: XX ..............................................................................................................XX

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Chapter 1: Introduction

1

Chapter 2: Literature Review

2.1 Introduction

XX

Chapter 3: Methodology and Research Design

3.1 Introduction

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Chapter 4: Result

4.1 Introduction

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Chapter 5: Discussion

5.1 Introduction

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Chapter 6: Conclusion and Recommendation

6.1 Introduction

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References

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Appendices

Appendix 1: XX

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Appendix 2: XX

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Dissertation Proposal

Research Methods

Proposed Dissertation Title: Impact of Change Management and Organizational culture to improve service industry productivity.

Part 1: Research Aims, Research Questions & Feasibility

Background and Justification

The services industry has recently undergone various changes, especially after the COVID-19 period. That changes how we understand the customer and fulfils their demand to keep up with the market leader position. The legacy concept and process mainly diminished the productivity enhancement, leading to the downside. Flexible and agile methodologies should be encouraged by redefining tasks to achieve ultimate business objectives (Tate et al., 2015). To address the given challenge, understanding Organisational culture and driving changes in the business is the key to improving upon the process, which may be by introducing changes in the process, the way the company operates, or new product introduction. The steady consumer demand is a necessary improvement in the existing product that influx needs continuous improvement to ease the consumer lifestyle. The changes are only sometimes good for the business. Still, they will evaluate all parameters and address the problem statement about more flexible and agile processes to adopt the changes. Secondly, this topic will address the resistance from people to accept the changes.

1.2. Aim of the Research

The aim is to evaluate the hindrance factors to bring organizational changes that limit productivity and efficiency improvement. In the services industry, the Quote-to-cash activities have the most extended lead-time that has various stages of the order transition process until the fulfilment of customer orders. Due to the legacy concepts and function, revenue realization defers as planned. Change management within organizations is the key to unlocking the potential to drive business changes. As stated by Machi et al. (2016), preparing a detailed report after compiling and arranging sets of facts of change Management Impact to cope with the situation for tackling how businesses react that support productivity improvement by digital technology platforms.

1.3. Research Questions or Hypotheses

What is the organisational structure and change management process- Change, Problem, and solutions?

How does the change management address the challenge - eliminate waste and improve quote to cash process turnaround timelines?

How to overcome the resistance to change and drive changes to increase productivity and efficiency within business operations People, Process and Technology?

How does the quote-to-cash process impact the business and benefit the internal and external stakeholders?

How do we manage the change positively within the business, and what are the start points of process flow?

1.4. Research Objectives

The objective is to understand the organizational structure and map the existing process to estimate end-to-end chain flow. The research objectives aim to improve productivity by reducing the days to complete tasks that led to quick revenue realization and customer delighting experience for the businessidentifying the hindrance factors that led to the efficiency improvement and the growth plan.

Fig1: (Hayes, 2020, P.26)

Ref to Fig, the change management of the transition process starts with process alignment to gear up with technology & product realignment as a continuous improvement plan. A detailed analysis of a new process and organisational behavioural impact to consider for implementing a change. That includes understanding organizational behaviour for recent changes and people to adopt the changes and communicating with others by creating a sustainable culture for change. As Page (2015) stated, improvement allows the implementation of organized changes in business processes by redefinition or new technology adaption to improve productivity by reducing the time cycle.

1.5. Feasibility

Today's services industry, especially Telecom, has legacy processes that must be redefined to align with the rapidly changing market to make it more agile and dynamic. With a rapidly changing environment and consumer demand influx, the innovation in how they perform instead continues with stereotype working. This challenge can be addressed by dip-diving into (1) Procure to Pay and (2) Quote to Cash. Businesses must align existing processes and digital ecosystems to meet fast-moving consumer demand. This feasibility study is based on the quote-to-cash process, which is related to the realization of customer revenue and the overall order transitioning stages from customer proposal and invoicing after delivering finished products/services to the customer. The typical cycle is 60+ days of industrywide Telecom practice driven by existing processes, including Order process, Vendor engagement, project tracking and delivery. Many variables are involved in the process that reduces productivity, and one needs to be more agile to adapt to the changes that jeopardize the entire delivery cycle, impact the incoming cash plan, and turn out unhealthy cash flow. A thorough understanding of existing processes and interpretation for redesign to make it more effective and agile in line with market conditions.

Part 2: Literature Review

In an organization, people work on common objectives to deliver finished products/services to the customers. That involves cross-functional coordination and communication within diverse groups to work on shared goals and discipline more relevant to this process (Morris, 2010). In this activity, the team must work on business processes and digital platforms to process order or operates machinery to perform their respective task as chain flow in the overall product delivery. The Telecom services industry typically has presale and Post sale major activities to realize revenue. Presale is the planning and responding to customer RFP to submit a proposal.

In contrast, post-sale is the transition activity to process orders within existing business processes to deliver services to the customer and later lifecycle management. The post-sale activity involves various existing methods and order management tools to make progress on the order delivery. The businesses operate on existing processes wherein technology supports aligning processes delivering growth by making significant changes and best practices (Paton et al., 2008). However, author Hayes (2020) said that deprioritizing the explaining the intention, stakeholder mapping and execution strategy can impact the overall change mgmt. process from moving known to unknown. Transition blindness in practice often leads to resistance to change wherein employees fail to adopt the different operational practices.

Change management is a critical factor in implementing in such a fast-moving environment in business to improve the way of working and adapt the speed without impacting control of the organization and core competencies (McCalman et al., 2015). This will likely replace the existing systems in line with the required processes that support benefitting the order delivery timeframe and quick order processing and revenue realization. Every change is unsuitable for the business, but teams and process agility can help tweak the plans and adapt rapid changes in the business process to retrieve the changes and maintain growth. The people also need to be sustained for and accept the changes that need to drive the organization's culture through continuous innovations and improvement.

As stated by McCalman et al. (2015), effective implementation of change management keeps an organization ahead in the business as a proactive step. As technology and customer needs evolve, the business needs to adapt to changes quickly and efficiently. The reason for selecting this topic is that most companies need to adapt quickly and keep performing stereotypes without making any changes in process and working, which forces them behind the market and customer satisfaction. It is acknowledged that implementing a change can be challenging; still, businesses can minimize the disruption and ensure a smooth transition from old to new processes or technology with the right strategies in place. The company's culture is equally responsible for supporting such changes. The company's success in the services industry depends on its ability to cultivate a positive culture and effectively manage the change within the business. The business can achieve this by prioritizing these areas and staying relevant and competitive to provide the best possible services to customers by keeping employees engaged positively with changes.

According to author Henry H. et al. (2019), change management is the process that effectively creates a culture to foster new ways of doing business supported by procedures and technology mainly driven by people and not by just technology and techniques. It is a transition to implementing changes impacting the customer, suppliers, and the rest of functional activities. As per author Robbins et al. (2016), the change can add additional stress on the business and employees, making people resistant to accept the changes, but that can be manageable with the right strategy by management. Resistance to change can sometimes be positive, leading to open discussion and participation from all stakeholders in implementing the changes. Not all changes are positive, but they can be overcome by adjusting to the strategy and accommodating changes to ensure the decision is implemented correctly. The growing businesses are nourishing the change, even internal conflict, through introducing new changes in the business either by technology or process. In the company, it is essential to understand and realize implementing strategy change initiatives that can be addressed by actual issues gathering for business performance and developing action plans to address them (Adizes, 2012).

Part 3: Methods and Research Design

3.1. Epistemology

The method for this topic would be the epistemological view that provides a new way of doing things and predicting the future based on facts and measurable data, which can be communicated to others within the team for implementation (Saunders et al., 2019). This type of analysis provides clear guidelines to follow to build a new strategy of change management and plan for the future of the business. The given title does not involve in the relation to sensitive topics and includes the multidisciplinary context of business activities and management involvement. The knowledge from peers and data sheets and available facts with opinions provide detailed analysis to consider as a legitimate source. Further, Interpretivism is related due to various points and realities that give the more flexible position to Change management analysis in the modest business. The secondary research method is more relevant to this topic to includes a wide range of case studies evaluating the title and unlocking the business potion to improve productivity by incorporating change Management. Change management requires a detailed qualitative analysis and data fact-finding with computation to understand the reason for the requirement, cause and solution to propose within the industry. As mentioned, not all the changes are favourable for the business, but they allow to modulate the strategy to pull effort on required output and carry with working.

3.2. Methods

The methodology would be based on secondary research for this topic, wherein data analysis from existing sources, case studies, academic papers and journals is essential. The technique used in this study focuses on the in-depth examination of Change Management requirements in the business to trigger productivity improvement. It can relate to process changes or digital ecosystem transformation for the business in the services industry. Qualitative data emphasises gathering rich, informative data from multiple sources to explore the research topic for unique analysis and conclusion.

3.3. Analysis Strategy

The data can be sourced from existing resources for secondary data analysis with deeper analysis to conclude action on understanding the current process in the business or changes needed to scale up the business process for productivity improvement. Often, existing Data indicates the need for changes, but that requires a unique way of observation and intel from the business peers to make constructive plans as a part of Strategy implementation. The analysis can further be aligned with semi-structural discussions as open and close-ended questions to get ideas about strengths and weaknesses to address common problems (Bryman & Bell, 2018)the qualitative analysis approach influx the unique phenomena to conclude precise solutions for a given study topic. The change management approach critical for the business and research focuses on Interpretivism due to evaluating multiple situations, realities, and opinions from the businesses and teammates that recognise the outcome from the qualitative method, which can be best communicated to people (Saunders et al., 2019). Qualitative analysis is the best and most flexible method to collect data from the available sources and interpret it based on the best business decisions. This method makes sense of the business decision to drive solutions within the business to achieve the relevant result for productivity improvement via change management. It is a fact-based approach to explore valid solution creation based on data to change business outcomes by statistical and qualitative techniques.

3.4. Quality Assessment

The technique used in this research is focused on an in-depth analysis of change Management requirements in the processes to support a more productive environment within the business. A qualitative methodology is proposed, emphasizing gathering rich and informative data from various sources to dive into the subject. The research method is planned as secondary to collect data from available sources with a unique way of analysis for conclusion. The proposed topic aims to capture leading breakthroughs in unlocking the industry performance by adopting change management with advancement in legacy processes, incorporating a digital ecosystem, or redefining existing activities, further engaging with businesspeople, subject matter experts and professionals for gathering their inputs and feedback for a thorough understanding of the situation for future planning. The information and the viewpoints from others will be facilitated through attending industry events, seminars, and conversations with industry experts, improving the research with more practical observation and knowledgeable opinions. The primary information focus will be academic publications and reliable databases and journals to use the relevant data for this research. Additionally, reputable case studies, university papers, Harvard business reviews and educational annual magazines will be vital sources to comply with the Change Management research topic.

Part 4: Ethical Considerations

It is proposed secondary research for this topic, and data reviewed and sourced from existing resources. I will speak with industry experts and peers and attend conferences to gather research information. The primary sources of information would be academic publications and reliable databases. This research aims to keep it simpler and more efficient to support business growth by changing management processes, especially those in the services industry, to embrace smart and productivity improvement. To do this, it is proposed to work on a qualitative research strategy that provides in-depth evaluation and qualitative data gathering. Data gathered from authenticated sources includes university papers, case studies, Harvard Business School research papers, reputable journals, and magazines. This variety of resources, including user experience, observations, document analysis and meetings with people, is planned for data collection. The proposed data collection strategy blends perfectly with three data collection methods as triangulation mythology leads to the path that recognises enhancing the reliability of study findings (Creswell et al., 2023).

References

Adizes I., K. (2012). Managing Corporate Lifecycles. Adizes Institute Publishing. Volume 1. Chapters 8 & 10.

Bryman, A. and Bell, E. (2018). Business Research Methods, 6th Edition. Oxford: Oxford University Press.Chapters 3, 17-25.

Creswell, J. W., & Creswell, J. D. (2023). Research design. qualitative, quantitative, and mixed methods approach(Sixth). SAGE Publications.

Hayes C., (2020). Transition leadership navigating the complexities oforganisational change. Edition Number 1. Springer Cham

Henry, H., McCarthy, S., Viniak, V., Richardson, N., Myers, D., (2019): ORGANIZATIONAL CHANGE MANAGEMENT AND CULTURE: Keys to lasting, sustainable cost improvement: New tools--including technology, Lean Six Sigma, continuous improvement, or zero-based principles--require leadership support, rigorous change management, and on-going monitoring to sustain improvements. Supply chain management review. Volume 23 (4), Page 40

Machi, L.A., McEvoy, B.T. (2016). The Literature Review: Six Steps to Success. Third edition. Corwin Press.

McCalman J., Paton R.A., Siebert S., (2015). Change management. A guide to effective implementation. 4th edition. Sage.

Morris, P.W.G. (2010). Research and the future of project management. International journal of managing projects in business. Volume 3(1), pp. 139146.

Page, S. (2010). The power of business process improvements; 10 simple steps to increase effectiveness, efficiency and Adaptability. AMACOM. 1st ed. Second edition. Chapter 6

Paton R.A., McLaughlin S.(2008). Services innovation. Knowledge transfer and the supply chain European Mgmt Journal. Vol. 26 (2), p.77-83

Robbins, S.P., Judge, T.A., (2016). Essential of Organizational Behaviour. Thirteenth Edition. Pearson Education Limited. Chapter 17.

Saunders, M., Lewis, P., & Thornhill, A. (2019). Research methods for business students. Eight editions. Pearson.

Tate W.L., Mollenkopf D., Stank T., Da Silva A.L., (2015). Integrating supply and demand. MIT Sloan Management Review, 2015, Vol.56 (4), p.16