DRAX CONSULTING GROUP CASE STUDY DRAX Consulting Group is a leading management, information and technology consultancy, operating worldwide from thirty-five offices. It was started in North America more than thirty years ago. The company took over a consulting group in Australia eighteen months ago and a consulting group with offices in Singapore, Hong Kong and Japan six months ago. DRAX draws on the knowledge and expertise of 2000 employees, whose skills span a wider range of capabilities than any other major consulting firm. Its consultancy services include strategic development, performance improvement, IT, technology, human resources, recruitment, information security and project management these services help their clients to transform their businesses in order to achieve significant increases in value, profitability and effectiveness. DRAX Group also prides themselves on having high levels of IT security to ensure that the customers can rely that any information used by DRAX will be secure and confidential. Recently DRAX re-examined its business processes and found that its offices and service groups did not communicate as well as they could. Expertise was not being used to the fullest to create a competitive advantage. DRAX Group has also had problems in projecting a more inclusive and receptive image to their clientele. Many customers have complained that their online presence is lacklustre and mechanical and does not portray a company that cares for their customers needs, because of this many opportunities for new clients were being lost or simply overlooked. Unfortunately some existing clients were considering changing to other organisations to meet their consultancy needs. The success of the consultancy is based on being able to provide total business solutions on a global basis, regardless of the country. Historically, parts of the DRAX Group had been insular because they were geographically distant. Now with the acquisition of the Australian group and the group in Asia matters have become worse. The offices in each group based in Australia, Japan, Singapore and Hong Kong have particular types of organisational culture and sharing of information and resources are proving problematic. The aim now is to come together globally and share not just best practice but also common and standard practice through the firm. For example, DRAX built up methodologies over many years, but they need to be shared. There is a real need to integrate these systems and set some standards for the organisation as a whole. The other issue is that DRAX Group needs to review their online presence and look at ways to be more engaged with their customers and more responsive to their needs. Overall, the IT problems and the information and knowledge management problems reflect the problems associated with integrating the newly merged companies as one entity. The companys board realises that strategic thinking is required in relation to IT.

Q) To capitalise on their new online presence DRAX has also decided to actively present themselves on mobile devices (smartphones and tablets). But they are unsure on which method would better suit them. Explain the difference between native and web app mobile development and recommend the better option for DRAX.