1. You would be playing two roles here. First, play the role of the CEO, select one of the three options below and explain why you chose it. Option 1: Reduce headcounts and develop digital competencies internally Option 2: Reduce headcounts and hire digital competencies externally or partner with the third party Option 3: Keep headcounts and develop or rebalance competencies Second, play the role of an HR Manager and propose a plan to the CEO to sign-off, based on one of the above three options selected by the CEO. The plan should comprise the following: a) Restructured organization (explain how would your new organization look like and draw an organizational chart) b) New digital jobs, skills, and competencies c) Actions and policies needed to change the leadership: Conservatives to Digital Masters 2. Suppose, the CEO and HR manager are conscious leaders. What impact would it have on your decision-making? Would you make a different decision?

The CEO of Talent XYZ understands the importance of digital transformation and wants to incorporate a digital culture and mindset in the firm. Suppose you are an HR Manager and have been asked by the CEO to perform a situation analysis and lay a roadmap for digital transformation. You are now playing an important role in HR as a top management consultant. After a month of rigorous analysis, interviews, and meetings with the key stakeholders, you are ready with your report to the CEO. Following are the important elements of your report:

. Digital Maturity Assessment Self-Reinforcing 7% Digital Capability: Use of technology Engaging 21% .B. Initiating 56% Stalling - These organizations are grappling with the possibilities of digital and are unclear on how to deliver results. They are inflexible, without any significant digital capability and unable to respond to emerging trends and customer needs. Initiating - These firms are mobilized to start the transition. They invest in digital expertise and initiate partnerships to leverage digital opportunities. They start developing digital capabilities in digitizing operations, improving communication and collaboration, and controlling brand image. Engaging - Here, enterprise transition is underway. Firms have various digital capabilities in personalizing customer experience, simplifying routine tasks and enabling collaboration across the firm. They are able to detect emerging trends and respond to changing customer needs. Stalling 46% A. B. Where we are now Where we want to be Self-Reinforcing - At this stage of evolution, firms become highly flexible digital organizations. They are able to rapidly re-organize or self-organize to take advantage of new digital opportunities. They have developed advanced digital capabilities in improving customer experience, operations efficiency and workforce enablement. Digital Dexterity: Ability to self-organize oint A in the figure above shows the current situation of Talent XYZ. It wants to reach point B in the next 2 years