BSBSTR601 Simulation Pack - Task 2 Resources

BSBSTR601 Manage innovation and continuous improvement
Case Study – WORLDUCATION
Worlducation is a social startup that manufactures tablet computers for primary school students. They
not only focus on the hardware, but they also have a competitive team creating software, content and
activities to better engage and educate the students.
Worlducation aims to change the way children learn at school by implementing artificial intelligence
technology that can follow up on each child’s progress and adjust to their needs as they learn,
creating the optimal path learning experience.
So far, Worlducation only sells their tablet computers business to business (B2B) as they realised that
their content and hardware proved most effective when a whole classroom was using it, and a teacher
was coordinating the activities. Also, this helped the sales team focus on larger sales, and minimised
the potential number of problems that could arise from individual customers. However, the long-term
plan is to also tackle a business to consumer strategy (B2C).
What makes Worlducation completely different from their competition is that they envision a world in
which every child learns how to read and write – a world without illiteracy. Given this vision, for every
classroom that buys their products, they donate and train a classroom somewhere around the world
that can’t afford the same technology. Furthermore, they connect the two classrooms (those who
bought the products and services and those who received the donation) so that they can grow
together and collaborate throughout their learning cycle.
Worlducation was founded in 2016, and by the end of 2019 they had sold over 35,000 tablets to over
550 schools in 23 countries, generating revenue in hardware sales and software subscriptions.
Worlducation headquarters are in Sydney’s CBD but they have a development team in Bulgaria, a
manufacturing team in Hong Kong, and operation and marketing staff in Colombia, Egypt, Iceland,
Russia and the Philippines.
The following company documents are available:
 Strategic plan (2021 – 2023)
 Operational Plan (2022)
 Organisational Structure
 Internal and External Communication policies and procedures
Information relevant to Section 1 of the Project Portfolio

You are the General Manager at Worlducation. All senior managers report to you, and you have a
direct influence over the business outcomes.
It is now 2021.
Recently, the CEO has asked you to facilitate continuous improvement and innovation within
Worlducation. In particular, he would like the current business model to adapt to changing
circumstances. Furthermore, he would like all staff to make incremental changes to the way they do
things so that physical, human and financial resources are used efficiently and effectively. He would
also like all internal processes and systems to be optimised and reflect best practices.
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© RTO Works 2021 Resources V 21 Oct 2021
As a start, he would like a dedicated continuous improvement team established. You are to manage
that team and plan for changes, opportunities, and new ideas to be implemented. The CEO has given
you the freedom to select a team of three to five people from any of the staff (described in the
organisational chart). He would like the team to meet at least once a month and contribute towards a
Continuous Improvement Plan.

The CEO approved your Continuous Improvement Plan and asked you to implement the
changes/opportunities/new ideas and to manage the impact.
Assume that one of the new ideas in your plan is to develop a cloud-based solution where customers
can access the software remotely on their own devices:
 To implement this new idea, you are required to notify sales staff of the new product and
schedule their training. This should be done by creating a bulletin notice for the staff bulletin as
well as a calendar invite for staff to attend training.
 To manage the impact of the new idea, you are required to create a social media post advertising
the new product to existing and new customers.

One year has passed and you have been asked to evaluate the continuous improvement systems
and processes as well as the changes/opportunities new ideas implemented.
Staff survey results regarding the continuous improvement and innovation systems and processes
were documented (see Staff Survey Comments in the Simulation Pack).
Your assessor will have provided you with simulated outcomes to evaluate your implemented
changes/opportunities new ideas implemented to evaluate. Assume that one of the outcomes was the
non-performance of one or more staff members. Develop a fact sheet that can be used as training to
help the relevant staff members perform as required.
Strategic Plan 2021 – 2023
Welcome
Welcome to the Strategic Plan for Worlducation.
This document sets out our vision for the next two years and how we hope to achieve it.
We hope you enjoy reading this document.
Lucas Lopez
CEO
Worlducation
Executive Summary
Founded in 2016, Worlducation is a social startup that manufactures tablet computers for primary
school students. Our focus is not only on the hardware, but also creating software, content, and
activities to better engage and educate primary school students.
Worlducation aims to change the way children learn at school by implementing artificial intelligence
technology that can follow up on each child’s progress and adjust to their needs as they learn,
creating the optimal path learning experience. Worlducation envisions a world in which every child
learns how to read and write – a world without illiteracy. Therefore, for each classroom that buys our
product, we donate and train a classroom somewhere around the world that can’t afford the same
technology. We then connect the classrooms together so that they can grow and collaborate
throughout their learning cycle.
Vision Statement
To see a world without illiteracy.
Mission Statement
To be the change and facilitate a world without illiteracy by changing the way children learn at school
and the number of schools that have access to technology.
Our values are:

Core values underpinning our activities are:
 Ethical principles
 Innovation
 Collaboration.
Strategic Priorities
 To be well led, high performing, profitable and accountable.
 Ensure that all financial operations, performance indicators and results support the strategic
policies
 Identify new and expand existing sources of revenue and ways to help more classrooms in need
 Achieve profits of at least 10% per annum.
Increase our reach

 Increase range of products and services offered to reach a larger target market
 Increase sales to increase donations to needy classrooms.
Continue building deeper customer relationships

 Customer-centred practice, with a focus on meeting their total needs for high-quality technology
 Strengthen the skills of our people, to better support customers
 Have an effective help desk function to meet customer needs
 Strengthen the effectiveness of internal customers through provision of effective systems within
each team
 Drive innovation to better meet customer demands.
Attract, engage, and develop the best staff

 Continuing the drive to a customer centred, high-performance workforce and culture
 Strengthening the skills of our people, to better support customer needs
 Empowering innovation and responsiveness to change
 Continuing to enhance the diversity of our workforce
 Exploring the use of technology in human resources.
Our organisation structure

Senior Management consisting of the CEO and General Manager heads up the overall organisation.
The company consists of key teams as follows:
 Sales Team consisting of the Sales Manager and 3 x Sales Representatives
 Operations Team consisting of the Operations Manager, Administration Officer and Accounts
Officer.
 IT Team consisting of the IT Manager, IT Support Officer and Help Desk Officer.
Each team develops its own performance plan each year for the upcoming 12 months. Each team is
expected to:
 Set its overall objectives to align with its key function and our strategic directions.
 Define overall responsibilities according to the function within the company.
 Set outcomes.
The Market
The technology market is a growing and ever-changing industry due to the rapid rate that technology
is being updated. Emerging technologies include artificial intelligence and the Internet of Things (IOT).
There is an increasing focus on cyber security.
Due to the global pandemic, the issues with the manufacturing industry have impacted on the supply
of hardware components.
The trend for consumer spending during the pandemic has taken a downturn but this has not affected
the ICT industry as due to more people working from home, consumer appetite for tablets has
increased.
Situation Analysis
Strengths Weaknesses
 Value and quality  Brand name not developed as well it could

be
 Strong management
 Growing organisation
 Customer loyalty
 Friendly organisational culture
 Level of available finance for investment
Opportunities Threats
 Schools needing to upgrade technology  High level of competition
 Opportunities to offer a range of services  Economic downturn meaning less spent

generally
 Opportunities for synergies across all
services and products  Failing to satisfy clients demands
Marketing Strategies
Our marketing strategies aim to:
 build our brand
 generate leads now
 convert those leads quickly
 have every part of the business supporting each other.
We plan to develop our market share by:
 improving our marketing and advertising
 continually improving the quality of service given to clients
 maintaining effective communication channels with all stakeholders to ascertain industry

requirements and then develop products and manage services accordingly
 continually improving communication channels with all our stakeholders, ensuring a flow of timely
and accurate information to facilitate effective planning and decision making
 targeting identified growth markets with planned, market appropriate campaigns employing a
variety of promotional strategies and advertising mediums
 offering attractive fee structures to our clients
 continually improving the skills, knowledge and effectiveness of our team through our
commitment to training and development
 regularly reviewing the effectiveness of all our operations and making improvements when and
where necessary.
Collaboration
As a company we focus on collaboration both within and outside of the company. Currently our
external partners are:
 Lion Marketing – our marketing agency.
 IT Biz Solutions – Internet Service Provider and web hosting.
 Oz Aid – informs of us education projects in need.
Key innovation and continuous improvement approach

Due to global economic conditions, a wait and watch attitude is being adopted while we brainstorm
and provide cost estimates for future business models. All policies and procedures should be
reviewed and updated to represent best practices.
Key strategies to monitor and evaluate performance and sustainability of key systems and processes
include team meetings, staff surveys and the use of financial reports and regular performance reports.
Operational Plan 2022
Supply chain background

Worlducation has a complex supply chain that begins when a sale is made usually via a sales
representative or through an online enquiry that is handled by the sales team. Sales are recorded in
an internal Enterprise Resource Planning System (ERP System) which notifies the operations team
that an order needs to be delivered. The operations team verify the sales order and authorise the
delivery of a manufacturing request to the factory in Hong Kong. Manufacturing team in Hong Kong
notes the order specifications and delivery details and incorporates this within its production schedule.
The order is manufactured, and the operations team arrange freight and shipping directly to the
customer.
Operational alternatives
Innovative business models have been brainstormed by senior management and include establishing
a second manufacturing facility (estimated cost $5 million), outsourcing manufacturing to a third party
(lost margin of $200 per unit sold or $2 million per year assuming 10 000 units are sold), developing a
cloud based solution where customers can access the software remotely on their own devices
(estimated cost of $2 million), purchasing off the shelf tablets (lost margin of $300 per unit sold or $3
million per year) or repurposing used tablets ($100 per unit sold or $1 million).
Operational Activities
Recently a decision has been made to start working on a cloud-based solution but continuing with the
existing business model.
Operational activities for 2022 are indicated. Responsibility for each area is to be determined based
on staff member skill sets or potential.
Operational Activities When Who
New activities
Finalisation of proposal for cloud- Mid 2022 To be allocated

based solution
Research into cloud-based solution Mid to end 2022 To be allocated
Finalisation of cloud-based solution January 2023 To be allocated
Develop promotional and Early 2022 To be allocated

demonstrative video for sales staff
Education
Prepare paper for Global Education January 2022 To be allocated

Conference
Operational Activities When Who
Submit paper for Global Education February 2022 To be allocated

Conference
Present paper at Global Education January 2022 To be allocated

Conference
Implement new Professional 2022 To be allocated

Development system – all staff to
identify two PD events of their choice
Events
Identify suitable events for 2022, January 2022 To be allocated

including sustainable opportunities
e.g., virtual events
Organise attendance at events, January 2022 To be allocated

including setting up a stand
Ongoing activities – focus on 2022
Increase the number of customers by 2022 To be allocated

10%
Implement process automation for 2022 To be allocated

financial processes
Implement a CRM system to integrate 2022 To be allocated

with ERP
Focus on increasing service 2022 To be allocated

satisfaction through help desk support
Identify and implement a continuous 2022 To be allocated

improvement system
Review all policies and procedures 2022 To be allocated

and update as required – particularly
need to focus on formal continuous
improvement and innovation systems
and processes as this is lacking and
so needed in our organisation.
Organisational structure
Our people
CEO General Manager

Lucas Lopez Irene Green
Sales Manager IT Manager Operations Manager

Jade Somers Hal Hyland Albert Biden
Sales
IT Support Officer Accounts Officer
Representative
Helen Hunt Alicia De Souza
Jay Santos
Sales
Help Desk Officer Administration Officer
Representative
Hayley Hill Alan Ibrahim
Jane Stone
Sales Representive
Jala Singh
Our people skills are as follows:
CEO: Lucas Lopez Established the company. Social entrepreneur with

experience in establishing several companies. Spent 10
years working a volunteer in Africa.
General Manager: Irene Green Former high school principal with a strong social
conscience. Member of 2 NGO Board.
Sales Manager: Jade Somers Strong sales history having worked in sales roles for the
last 15 years. Loves to inspire the sales team to do their
best. Always interested in learning and improving skills.
Goal for this year is to increase the sales team.
Sales Representative: Jay Santos Has been with the company for six months. Jay speaks
several languages which assists with communicating with
customers in a range of companies.
Sales Representative: Jane Stone New to sales but loves learning. Wants to do more sales
training to make sure she can used tried and tested sales
methods.
Sales Representative: Jala Singh Has been in sales for 10 years, also within the ICT
industry. Loves talking to people and has shown himself to
be an engaging public speaker at various staff events.
Could move more into this promotional/public relations
role.
IT Manager: Hal Hyland Joined the company recently. Has been in the IT industry
for 10 years. Interested in cloud technology. Currently
studying a Masters of IT part-time.
IT Support Officer: Helen Hunt Strong experience in IT support for the last 5 years. Good
with customers and solving problems. Currently studying a
Bachelor of IT part-time. Interested in cloud technology
and the power of technology to host virtual events.
Help Desk Officer: Hayley Hill Recently joined the company. Has an IT background, as
well as customer service background. Always puts the
customer first. Somewhat frustrated by the rather inefficient
systems in place for help desk support.
Operations Manager: Albert Biden Highly efficient in organising and scheduling. His
background in as a high-level public servant.
Accounts Officer: Alicia De Souza Alicia is a trainee also studying accounts administration.
She is an excellent team player and already bringing
insights to the role.
Administration Officer: Alan Ibrahim Highly efficient in organising and scheduling. Has a good
eye for systems and procedures. A great team player.
Studying for a Diploma of Business Administration in his
spare time.
Internal Communication Policy and Procedures
Worlducation aims to enhance and streamline communications to reinforce the vision and strategic
priorities and to manage change across the organisation. As such, we will continue to develop and
trial new communication platforms, channels, and tools to improve information sharing and
collaboration between all staff members.
This policy is to be implemented in a way that ensures compliance with relevant legislative
requirements and standards of best practice.
Worlducation expects that staff will use the channels and for business purposes only and comply with
all relevant policies and procedures.
Communication channels
Worlducation has several internal communication channels available for communication, approvals,
project management, change management and knowledge management, including:
Channel Purpose
Team meetings An executive team meeting should take place once a week where any
organisation-wide or inter-departmental issues are discussed, and
approvals granted where applicable.
Departmental team meetings should take place once a week to discuss
issues specific to the department or team. Senior managers can provide
approvals (within the boundaries of their role) for their team.
Project team meetings should be help at regular intervals depending on the
project details. Project team leader can provide approvals for decisions
within the scope of their role.
Staff bulletin This contains Information from the executive to staff which is important and
relevant to their interests, including training, employment vacancies and
important announcements.
Contributions for the Staff Bulletin must be approved in advance by the
contributor’s relevant manager before being sent to the communications
officer for review and inclusion.
Staff surveys These are used to gather information and feedback from all staff members.
Surveys should be sent by relevant managers to staff via email link.
Worlducation intranet The intranet provides important information for staff in an easily accessible
location.
The intranet is to be used for conveying information which is important and
relevant from the executive team to staff. It is the responsibility of the
person contributing the content to ensure the content is factually correct. All
contributions must be approved in advance by the contributor’s relevant
Channel Purpose
manager.
Enterprise social These may be used by groups of staff to collaborate and communicate on
networks projects online (e.g., to share and comment on work-related ideas, news
and activities). Personal use of these platforms may not be used during
work hours. Use of these networks must comply with the Social Media
Policy.
All Staff emails Emails are used for messages to and between staff. Staff are required to
read all their work-related emails. Verbal approvals should be confirmed via
email.
Email distribution Email distribution lists may only be used by the executive team and should
lists adhere to the Privacy policy.
External Communication Policy and Procedures
This policy adheres to national laws and regulations where Worlducation does business. It applies to
any information that is material and proprietary.
This includes annual and quarterly reports, news releases, verbal communication (with external
people such as analysts, investors, and the media), senior management presentations and
information on the web site and intranet.
Employees must not discuss material, non-public matters, or developments with outsiders (including
family members, relatives or friends).
Spokespersons
There are three main groups of designated spokespersons for Worlducation Corporation:
National and international media Chief Executive Officer
Local media Senior Managers
Trade media Sales manager
Any news release being issued to the media or public must be approved by Worlducation's executive
management team. This includes (but not limited to) blogs, newspapers, magazines, adverts, social
media and press statements.
Emergency communication
Crisis and emergency situations that may affect Worlducation and its employees include items such
as fires, explosions, accidents, floods, hazardous material emissions, acts of violence or terrorism and
many others. In the event of a crisis, safety should be your immediate concern. Employees should
notify their direct manager and/or facilities manager, who will in turn notify the executive team as soon
as possible. When dealing with the media during a crisis make sure you are available for comment
and:
 state the facts truthfully
 do not from disclose names of the injured or deceased
 show empathy - express concern for employees and the community as appropriate
 do not offer opinion or speculate
 describe steps you are taking to manage the crisis
 Say "I need to confirm that information first" if you are unsure.
2021 Performance Overview
Sales
Worlducation started 2021 with a huge sale to a school in Portugal. Although it was a great start, the
context for the rest of the quarter was highly uncertain due to COVID-19. The drastic increase in the
number of customers is great news for sales, but we do not have a dedicated Customer Relationship
Management (CRM) system in place. It is estimated the ongoing costs for such a system are around
$12.50 per user and will help maintain and personalise customer service.
2020 2021
Number of 186 254

customers
Operations
Surprisingly the pandemic brought hundreds of new leads and that led to an unprecedented growth
that brought alongside dozens of operation and production problems.
The factory in Hong Kong closed for 1 month due to government restrictions limiting supply and the
sales team was overwhelmed with sale meetings over ZOOM (as opposed to face-to-face meetings
with customers). Sales have requested that an animated video be made to demonstrate the product,
rather than them having to try and do it via Zoom. The Sales Manager has estimated that such a
video will cost $5,000 to develop (and can be developed in house).
The tech-support team had to re-adapt the software on an ongoing basis to accommodate remote
learning for many of the schools. Simple software errors due to the variation between the
requirements of different schools has resulted in several customer complaints.
Logistics
Since COVID-19 and the closure of the factory due to government restrictions, of the 2000 tablets due
to be shipped by April 21, only 500 were completed on schedule. For the remainder of the year,
shipments were delayed on average by 3 weeks. The team estimate the continued shipment delays
will cost the business $45,000 per year.
Staff
There has been no movement in staff numbers. Administration staff are overworked due to the
increased demand and have requested that a dedicated financial team is established. Recruitment
costs average at $20,000 per employee, but the costs of replacing lost knowledge and experience
due to staff resigning is $25,000 per employee. It has also been suggested that the automation of
financial processes will ease the workload (Robotic Process Automation costs around $40,000 to
introduce).
Financial
2021 $
Revenue 5,000,000
Expenses 4,500,000
Staff survey comments
A survey of staff regarding the processes associated with the continuous improvement and innovation
process implementation. The comments are outlined below.
Experience of the continuous improvement process

Sometimes it makes you feel unsettled, so I experience a bit of anxiety.
While there is an attempt to communicate by management and to be as open as possible, I still have
a fear of the unknown.
If I had to pick on one emotion, it’s probably “disillusionment” because at the end of the day, I don’t
believe the organisation is being honest with us when it comes to change. I’m scared this continuous
improvement system is just an attempt to scrutinise use more closely.
I actually love and look forward to the challenges of continuous improvement and innovation. That’s
what keeps me vibrant and keeps me interested. So I embrace this with excitement.
Change is good. I don’t think I have any reservations so the way I feel about these changes is that I
accept it. I am motivated by it.
Personally, I get to experience the opportunity to have an impact on an improved way of operating in
the organisation.
I experienced a lot of different things. I am not sure whether it is disappointment or excitement.
I guess it’s more a wait and see approach will lead to a bit of unease and nervousness. Not sure
about some of the ideas, could create divisions within the organisation.
I think that some people go through varying emotions when they experience change. For me, I am not
sure. I don’t know if it has affected me or not at this stage.
Resistance to change and new processes

I guess I personally haven’t resisted change. There’s no point in resisting change because it is
inevitable. The best thing is to try and understand what it is all about and put yourself in the best
position to achieve whatever needs to be done.
No. I don’t resist change practices because I often do not see the point, particularly in restructures.
Management will do whatever they want to do and you just go along with whatever it is they want you
to do. I often don’t think there’s necessarily any point in resisting change.
I think they employees resist if they don’t understand why we are doing it, that is, change and change
management. I think if they understand what we want to achieve, then ‘yes’, they will not resist
change and change management. If they don’t understand, then there’s going to be resistance. Why
will they want to change if they don’t understand what we are trying to achieve?
No, I do not resist change if the change is meaningful and if I understand the purpose for the change.
I have had a lot of change in my life and I always like to see the positive in things and see things as a
challenge. Likewise, I see change in this organisation as a challenge.
Well, no. No, I don’t resist change. I said earlier that change is part of the workforce. It has to be.
Different strategies are needed so change is with us. I don’t resist it.
Communication
I have to say that communication is pretty good. I mean they don’t hide things from you.
There needs to be more ways of communicating with staff than meetings and newsletters.
I feel that there is good communication within the group
There needs to be an open line of communication from top to bottom. We get more information from
rumours than we do from bosses and that is something that is sad and not healthy. You need to give
employees a general overview of what is happening.
I don’t think that all information is presented in an open manner. Quite often one gets the feeling that
some decisions already made are being sold to you. So I don’t think this organisation fosters open
expression or opinions if your viewpoints happen to differ from those being presented to you.
I cannot stress how important communication is and my experience has been that when you are not
communicated to truthfully then you do not trust. If your communication channels are open and
honest, change is an easy thing.
I believe the company does try to be seen to be providing as much communication as it can. There
are regular staff meetings. I suppose there is a good flow of communication but whether we can
expect what is being told is correct, is true, I am not sure.
Communication needs to be timely. Often people with my experience are very aware of changes that
are going on a long time before it is formally articulated which leads to a lot of rumours, suppositions
and misinformation. So timely communication is a fundamental sort of thing.
I think communication can be improved. I have said earlier that there are board, executive and
leadership meetings but I am not sure to how well the outcomes of these meetings are communicated
throughout the organisation. So perhaps the only weakness that I see in this organisation in terms of
change management would be overall communication and consultation. There are pockets of people
who do change management very well but I’m not sure that it cascades right down to the bottom
levels. People usually hear about the change after the event.
They give us information so that they are hoping we’ll make the opinions they want us to make based
on the information they provide. They don’t actively seek any feedback from us. I don’t believe they
want feedback.

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BSBSTR601 Manage innovation and continuous improvement

Case Study – WORLDUCATION

 Strategic plan (2021 – 2023)

 Operational Plan (2022)

 Internal and External Communication policies and procedures

Information relevant to Section 1 of the Project Portfolio

Information relevant to Section 2 of the Project Portfolio

Information relevant to Section 3 of the Project Portfolio

Strategic Plan 2021 – 2023

Our values are:

 Achieve profits of at least 10% per annum.

Increase our reach

 Increase sales to increase donations to needy classrooms.

Continue building deeper customer relationships

 Strengthen the skills of our people, to better support customers

 Have an effective help desk function to meet customer needs

 Drive innovation to better meet customer demands.

Attract, engage, and develop the best staff

 Strengthening the skills of our people, to better support customer needs

 Empowering innovation and responsiveness to change

 Continuing to enhance the diversity of our workforce

 Exploring the use of technology in human resources.

Our organisation structure

 Sales Team consisting of the Sales Manager and 3 x Sales Representatives

 Define overall responsibilities according to the function within the company.

 Value and quality  Brand name not developed as well it could

 Friendly organisational culture

 Level of available finance for investment

 Schools needing to upgrade technology  High level of competition

 Opportunities to offer a range of services  Economic downturn meaning less spent

 build our brand

 generate leads now

 convert those leads quickly

 have every part of the business supporting each other.

We plan to develop our market share by:

 improving our marketing and advertising

 continually improving the quality of service given to clients

 maintaining effective communication channels with all stakeholders to ascertain industry

 offering attractive fee structures to our clients

 Lion Marketing – our marketing agency.

 IT Biz Solutions – Internet Service Provider and web hosting.

 Oz Aid – informs of us education projects in need.

Key innovation and continuous improvement approach

Operational Plan 2022

Supply chain background

Operational Activities When Who

Finalisation of proposal for cloud- Mid 2022 To be allocated

Research into cloud-based solution Mid to end 2022 To be allocated

Finalisation of cloud-based solution January 2023 To be allocated

Develop promotional and Early 2022 To be allocated

Prepare paper for Global Education January 2022 To be allocated

Operational Activities When Who

Submit paper for Global Education February 2022 To be allocated

Present paper at Global Education January 2022 To be allocated

Implement new Professional 2022 To be allocated

Identify suitable events for 2022, January 2022 To be allocated

Organise attendance at events, January 2022 To be allocated

Ongoing activities – focus on 2022

Increase the number of customers by 2022 To be allocated

Implement process automation for 2022 To be allocated

Implement a CRM system to integrate 2022 To be allocated

Focus on increasing service 2022 To be allocated