BPP Coursework Cover Sheet

Module name Advanced project Management

Student Reference Number (SRN)

Report/Assignment Title Formative APM on Hilti’s digital transformation

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Table of Content
s
BPP Coursework Cover Sheet.............................................................................................................1
Introduction...............................................................................................................................................3
A. Project Selection and Portfolio Management..................................................................................3
Concepts and Differences between Projects, Programs, and Portfolios...................................................4
Challenges in Portfolio Management.......................................................................................................5
B. The Organizational Context.................................................................................................................7
C. Project Governance............................................................................................................................10
Roles and Responsibilities of Key Stakeholders....................................................................................11
Board of Directors' Impact on the Project..............................................................................................12
D. Leadership...........................................................................................................................................13
The Role of the Project Champion and Project Sponsor........................................................................14
E. Advanced Planning and Scheduling......................................................................................................16
F. Managing and Leading Change.............................................................................................................18
Conclusion................................................................................................................................................20
Introduction
This report is organized to focus on the critical facets of project screening and selection and
project governance. Furthermore, it inspects and manages selection for Hilti Group and gives
universal recommendations for deliberation.
A. Project Selection and Portfolio Management

Hitli Company’s strategy is “Value creation through leadership, built on differentiation and
direct customer relationships.” This strategy of Hilti is beneficial for Project screening and
Selection process. According to Keken et al., (2022) Project screening in the environmental
context involves researching and analyzing the data within an investment project document to
ascertain whether the proposed project necessitates an initial environmental examination or a
full-scale environmental impact assessment. Noble and Nwanekezi (2017) stated that Project
screening process helps to determine the appropriate level of environmental assessment required
for regulatory compliance and sustainable development. Furthermore, Nicholas and Steyn (2020)
defined that Project selection is a systematic process wherein various project ideas are evaluated,
and the project with the highest priority is chosen for further development. During this stage,
projects exist as preliminary suggestions, and selection is typically based on concise project
descriptions. Project selection process is used to identify and prioritize projects that align with
organizational goals and exhibit the most promising potential for success (Anantatmula and Rad,
2018).

Hilti Company’s strategy of “value creation through leadership and direct customer
relationships” aligns with the comprehensive project selection method AHP as it ensures
sustainable development and regulatory compliance in projects like the adaptation to Salesforce.
The Analytical Hierarchy Process (AHP) is a method that helps people make decisions
by considering different factors and how important each one is. Chen and Huang (2023) consider
it good because it can handle many criterias and their importance. Similarly, Basar (2018) said it
gives managers a structured way to compare choices. Moreover, Della Spina (2020) mentioned
that in Hilti's situation, AHP used comparisons between pairs of things to look at aspects like if a
project is doable and if it fits with the overall plan. Furthermore, Liu, Eckert and Earl (2020)
high points AHP's aptitude to handle particular conclusions in decision-making. Given the
multinational landscape of Hilti's workforce, AHP's agility in assimilating varied observations
makes it an appropriate selection for certifying a comprehensive project selection method.

Figure 1Organizational Chart

Concepts and Differences between Projects, Programs, and Portfolios

Gemünden, Lehner and Kock (2018) defined that a project is a temporary initiative undertaken
by a company or organization to achieve a specific objective, such as creating a new product,
service, or result. Projects are characterized by their temporary nature, unique goals, and defined
start and end points.
Moreover, Franz et al., (2017) described that a program is a collection of related projects
managed and coordinated as a cohesive group rather than independently. Programs share
common goals and synergies, allowing for centralized management to achieve overarching
strategic objectives.
Also, Bekele (2017) expressed that a portfolio is a compilation of various programs and/or
projects within an organization, which may be interconnected or unrelated. Portfolios enable
strategic management of diverse initiatives, providing a comprehensive view of the
organization's investments and their alignment with overall objectives.
 Considering the scale and strategic prominence of Hilti's IT transformation, a program
management approach is recommended. According to Kerzner (2019) program management
offers a structure for organizing numerous projects, guaranteeing alliance with strategic goals
and enhancing resource deployment. Project Management Institute's (PMI) values, highlights the
discrepancy among projects and programs based on their strategic placement and organizational
impression (Silvius and Schipper, 2020). Consequently, the Hilti scenario is best fit for program
management.
Challenges in Portfolio Management
According to Cooper and Edgett (1997), two corporate challenges in portfolio
management that could affect The Hilti Group are Resource allocation and Strategic Alignment.
Strategic alignment is a critical challenge in portfolio management, especially in the context of
Hilti's digital transformation strategy. Ensuring that the projects within the portfolio align with
the overall strategic goals of the organization is paramount. In the case of implementing
Salesforce, strategic alignment involves harmonizing IT, marketing, and sales efforts to meet
Hilti's broader objectives of enhancing digital capabilities and staying competitive in the
construction sector.
Strategic misalignment can cause inadequacies, wasted resources, and a failure to comprehend
predicted benefits (Kunduru, 2023). For example, if Salesforce application projects are not
tightly associated with Hilti's primary digital strategy, the organization may scrap to impact the
full prospective of the new CRM system. The challenge remains in continuously assessing and
adjusting the portfolio to certify that projects subsidize in an integrated manner to the company's
deliberate vision (Guenzi and Habel 2020). In addition, White (2023) reported that in order to
diminish this challenge of strategic misalignment, Hilti should use regular strategic reviews of
the portfolio. This involves continuous assessment of project objectives beside the organization's
strategic goals. Moreoevr, Sjödin et al., (2020) highlights the importance of lining up projects
with strategic objectives and regularly observing this placement.
Effective resource allocation across projects within the portfolio is one more common challenge
(Ciric et al., 2018). As stated by Gassmann et al., (2020) in the perspective of Hilti's Salesforce
operation, augmenting resource allocation is vital for effective project execution. This includes
human resources, budget distribution, and technology substructure. Also, Love and Ika (2022)
claimed that unsuccessful resource allocation can result in delays; budget invades, and conceded
project quality. For example, insufficient allocation of skilled workers or insufficient budget for
training programs could delay the positive relocation from SAP to Salesforce. As per vom
Brocke, Weber and Grisold (2021), Hilti needs to instrument robust resource management
practices, using tools such as resource demolishing and capacity planning. Additionally, applying
Earned Value Management (EVM) principles can help scrutinize resource utilization and project
performance, certifying that resources are allotted efficiently and projects are on target (Koke
and Moehler, 2019).
Handling the allocation of resources proficiently across the diverse projects complex in the IT
uprising, as well as recalling employees, data transfer, and implementing new software
(Salesforce) (Winkelhake and Winkelhake, 2022). The challenge lies in augmenting resource
consumption to ensure the successful accomplishment of the complete project portfolio.
Moreover, certifying that the projects within the portfolio, particularly the migration from SAP
to Salesforce, line up strategically with the overall goals of Hilti's digital transformation strategy.
Strategic arrangement is vital for exploiting the influence of distinct projects on the
organization's enduring objectives (Larsson and Larsson, 2020).
B. The Organizational Context

The Hilti Group's strategic goal of value formation through leadership, discrepancy, and
direct customer associations is complicatedly linked to its decision to drift from SAP to
Salesforce (Hilti Corporation, 2023). This step line up with the company's assurance to customer
relationships and discrepancy. According to Nayyar (2019) salesforce, being a cloud-based CRM
structure, improves direct customer engagement, providing tools for modified communications
and better considerateness of customer requirements. This supports the distinction strategy by
providing advanced resolutions and a superior customer involvement. The TOWS matrix is
applied here to highlight the opportunities (O) offered by Salesforce implementation in
improving customer relationships and the strengths (S) of Hilti's leadership and revolution in the
construction segment.
Strength-Opportunity (SO) Strategy:
Utilize the global presence and strong brand reputation to maximize the opportunities offered by
Salesforce. This involves emphasizing the advantages of the new CRM system in marketing
efforts and leveraging it to enhance customer relationships globally (Amoako and Okpattah,
2018.).
Weakness-Opportunity (WO) Strategy:
Address weaknesses in the transition process by investing in comprehensive training programs
and change management. This strategy focuses on turning the transition challenges into
opportunities for workforce development and improved operational efficiency (Fernandez and
Rainey, 2017).
Strength-Threat (ST) Strategy:
Leverage the company's strengths to mitigate threats. The established global network and brand
reputation can be used to overcome potential disruptions during the migration process, ensuring a
smoother transition (Bharadiya, 2023).
Weakness-Threat (WT) Strategy:
Proactively address weaknesses to minimize potential threats. This involves addressing any
vulnerability in the transition process, such as resistance to change, through targeted strategies
that prioritize employee engagement and communication (Cho et al., 2020).
Functional Organizational Structure:
In a functional structure, employees are grouped based on their specialized skills or functions
(e.g., marketing, finance, IT). The reporting lines are clear, and individuals report to functional
managers. This structure promotes efficiency within each department but may hinder
communication and collaboration across functions.
Matrix Organizational Structure:
Matrix structures combine elements of both functional and projectized structures. Employees
have dual reporting relationships, typically to both a functional manager and a project manager.
This structure facilitates better project coordination and resource utilization but may lead to
power struggles and role confusion.
Projectized Organizational Structure:
In a projectized structure, the organization is structured around projects. Project managers have
significant authority, and team members may report exclusively to them during the project's
duration. This structure enhances project focus and flexibility but can result in inefficiencies
when resources are not fully utilized between projects.
Aguilar Velasco and Wald (2022) stated that the main variances among functional,
matrix, and projectized organizational structures falls in the dispersal of consultant and the
degree of project management impact. In a functional structure, employees are assembled by
their specialty, while a matrix structure associate practical and projectized tactics Kiruba et al.,
(2020). Taking into account the transformative nature of Hilti's software relocation, a matrix
organizational structure will be appropriate. According to Bergstedt (2019) Matrix structure
permits for a balance between functional specialization and project-specific necessities.
Moreover, Harrison and Lock (2017) suggested that the CEO should reflect a matrix structure
with a robust project management office (PMO) to certify direction and effectual reserve use.
Organizational culture pointedly effects project management (Galvin et al., 2021). In
Hilti's project scenario, two facets are notable. Initially, a culture that holds communication and
collabration will enable sander approval of the new Salesforce system. Reassuring a culture of
risk tolerance and innovation is vital during the re-skilling procedure (Rangraz and Pareto,
2021). Furthermore, Lemos (2017) evaluated that a collective and communal-friendly culture is
vital for multi sector collaboration in a matrix structure. A culture that values open
communication and knowledge sharing can lessen probable challenges ascending from practical
repository (Ayatollahi and Zeraatkar, 2020).
1. Communication and Collaboration:
According to Arditi, Nayak and Damci (2017) Organizational culture significantly influences
communication and collaboration within a project. Newman and Ford (2021) stated that in a
culture that values open communication and collaboration, team members are more likely to
share ideas, address issues promptly, and work together effectively. Conversely, Henry,
Eshleman and Moniz (2018) analyzed that in a culture that fosters hierarchy or stifles open
communication; information may be siloed, leading to misunderstandings, delays, and potential
project failures. The organizational culture sets the tone for how team members interact, share
feedback, and navigate challenges, directly impacting the project's overall efficiency and success
(Ahmad and Karim, 2019).
2. Risk Tolerance and Innovation:
The organization's culture shapes its tolerance for risk and innovation, affecting how the project
team approaches challenges and explores new ideas (Rubin and Abramson, 2018). According to
Guinan, Parise and Langowitz (2019) in an inventive culture that boosts risk-taking, project
managers and team members are more probable to experiment with inspired solutions and
acclimate to changing situations. On the contrary, Maleka (2023) reported that a risky culture
may repress innovation, heading to conventional decision-making and confrontation to change.
Understanding and steering the organization's cultural attitude on risk and innovation is vital for
operational project management. It can influence the project's ability to acclimate to unexpected
situations, adopt new technologies, and stay modest in vibrant environments (Zaman, Nawaz and
Nadeem, 2020).
C. Project Governance
There are different types of project governance frameworks such as PMBOK (Project
Management Body of Knowledge) and the three pillars of project governance. PMBOK is a
framework that is used to outline best practices that are used in project management (Simonaitis
et al., 2023). Moreover according to Portny and Portny (2022) PMBOK is used by the project
managers to get help for their projects in order to understand and apply industry-standard
methodologies. Whereas Three pillars framework is used for managing projects and to recognize
how the project is set up, the people involved, and the information used (Clayton, 2022). The
Hilti Group is using these three pillars to guide their Salesforce execution project.
1. Structure Pillar:
In simple words Volberda et al., (2021) said that to make projects work well, it is important to
set up a good plan and have strong leaders. For example, in Hilti's Salesforce project, a special
team was made just for the project, which is a good way to do things. This helps the team stay
focused, talk clearly, and make sure that everyone is working towards the company's big goals
Azanha et al., 2017). It is also important to have a clear plan for the project, like knowing who
does what and who reports to whom. Having regular check-ins and meetings with top
management is smart because it helps everyone stay on the same page and make good decisions,
as (Sroufe, 2017).
2. People Pillar:
The people part knows it is important to get the right group together. This group should have
different skills, like top bosses, IT people, marketing folks, and salespeople. Making sure
everyone knows what the project is about and what they need to do is super important for
working together and reaching goals (Martens and Carvalho, 2017).
Gregory et al. (2022) suggested that to make sure everyone understands the project goals, it is a
good idea to spend time and money on good training programs for new team members.
Moreover, it is important to create a culture where people work together well, talk openly, and
share what they know. Marasi (2019) mentioned that doing fun team-building activities regularly
can help team members become closer and work together better.
3. Information Pillar:
The information pillar says that it is super important to have the right info on time for good
decisions. Making sure everyone can get the important info, like rules, goals, progress, and tasks,
is key for projects to work well (Aragonés-Beltrán et al., 2017). Lee et al. (2021) recommend
using strong information systems so people can check project data in real-time. Also, Lim and
Greenwood (2017) think it is smart to have regular ways to talk and report to keep everyone in
the loop while keeping the project info safe with good security measures.
Roles and Responsibilities of Key Stakeholders
1. Project Manager:
In making a project successful, the person in charge, called the project manager, is super
important (Cabral, 2017). They have to make sure the project fits with the big plans, handle
resources well, and watch over everything happening regularly. Martens and Carvalho (2017)
also said project managers are like the main coordinators, making sure the project goes where it
is supposed to. Niederman (2021) talked about the challenges of project managers job. They
need to make hard decisions, especially when things get complicated or there are problems. Also,
they have to balance different things like managing teams, handling many tasks at once, and
making sure everyone talks well (Chofreh et al., 2019).
2. Project Board (Board of Directors):
According to Mitchell (2021), the project board, which is usually made up of important people
like the Board of Directors, is in charge of giving the project a clear direction, supporting big
achievements, and making sure everything fits with what the organization wants to do.
Hoffmann, Ahlemann, and Reining (2020) also said that the Board of Directors guides the
project's big plan, looks at important decisions, and makes sure the project matches with what the
whole organization is trying to achieve. The project board faces challenges like needing to
predict the future and make good decisions. Making sure the project matches the organization's
goals, and thinking about possible problems or tricky situations, needs a good understanding of
both the project and the organization (Buehring and Bishop, 2020).
3. Project Stakeholders:
El Khatib et al. (2020) noted that people participating in a project, are heavily influenced by
it. These include workers, customers, and suppliers and they have important jobs. They
communicate valuable ideas, endorse changes, and innovate new methods. Similarly, Davis
(2017) say that these people are really important for making the project work well. They bring
different ideas, make sure that everyone stick to the company's values, and are willing to change
when needed. According to Lewis (2019), people might have a hard time with change. This
is because either they do not want to change or have different interests, or do not understand each
other. It is emphasized by Urbinati et al. (2021) the significance of communication,
collaboration, and strategizing to address changing needs of all team members in a project, even
when their desires diverge.
Board of Directors' Impact on the Project
Hilti's software migration programs are overseen by the Board of Directors, who plays a crucial
role in making important decisions. According to Manita et al., (2020), decision-making for the
accomplishment of the project is truly important. Also, Manita et al., (2020) stated that it
is important to manage capital well and use innovative technology. The leaders claimed that they
will use more technology for the project. This exemplifies the company's preparedness to
embrace advanced technology and compete with other businesses. One more study by (Demirel
et al., 2022) presented that when leaders show consideration to vital things and make choices
quickly, it can have a giant influence on the project. In the interim, Bajere et al., (2017) realized
that when leaders do not have sufficient conferences or do not comprehend the project
objectives, it results in delays. Also when there are not sufficient capitals, it can initiate
difficulties with the project. If the leaders do monitor well, it can make the project go slower and
cause difficulties. It is really important for Hilti's software migration to work well that the
leaders provide strong support.
The board needs to oversee all activities, ensure alignment with project objectives, and maintain
regular communication to enhance performance and achieve improvement. Studies say that
having a strong team in charge is really important for the project to succeed (Demirel et al.,
2022). Talking regularly and checking how things are going can help solve problems and make
sure the board keeps supporting Hilti's software move project.
D. Leadership
Hayes (2017) explained the situational leadership in an easy way. In simple words, situational
leadership means that being a good leader depends on the situation. Henkel, Marion, and
Bourdeau (2019) said that for a leader in a project to do well, they need to change how they lead
based on what the team and project need. This is like being flexible in how you lead to make sure
things go well. Furthermore, Tortorella and Fogliatto (2017) stated that the Situational
Leadership Model identifies four leadership styles: directing, coaching, supporting, and
delegating, and suggests that leaders should adjust their approach based on the team's
development level and the nature of the task.
In the initial stages of the Hilti Group's Salesforce implementation project, the project leader
adopts a "Directing" style. In the beginning, when the team is just starting to use the new
Salesforce system, they might not know much about it but are really committed to learning
(Johnston and Marshall, 2020). In their research, Saleem et al. (2020) found that the
leader carries out a vital function. The team receives assistance from the leader through
instructions, clarifying individual roles, and ensuring understanding of the objectives and
processes.This is extremely vital in the early stages when the team is still working to grasp
everything.
The leader adopts a new "Coaching" method as the team gains knowledge about
Salesforce. Johnson and Hawk (2020) stated that the boss provides clear guidance and offers
strong support to the team. Sousa and Rocha (2019) found that in this style, team members get
better at their tasks, but some may be more committed than others. The leader helps by giving
advice, listening to worries, and promoting teamwork. Also, Forlenza et al., (2018) said coaching
is important for dealing with problems, getting better at skills, and making a friendly space
where team members feel okay asking for help.
Schermerhorn, Bachrach, and Wright (2020) found that when the group working on a project
gets better at using Salesforce and feels more sure about it, the leader of the project starts to
adopt the “Supporting” style. At this point, the team members show they are good at their tasks
and are committed in different ways. According to Lin in 2017, the leader pays more attention to
being supportive, helping the team members do things on their own, and telling them to make
their own choices. This way of leading makes the team feel stronger and more excited to work
together.
At the end of the project, when the team is doing really well and is super committed, the leader
lets the team members do their thing. This is called the "Delegating" style. This is like giving
them more freedom and letting them handle routine stuff in the project. According to Buba and
Tanko (2017), this helps the team keep going strong. Ghazzawi, Shoughari, and Osta (2017) say
that adjusting how someone lead based on the situation makes the team do better and feel
happier. Also, Raguž and Zekan (2017) found that changing how one lead to fit the situation
helps the leader be more dynamic and responsive to what the project and team need. For Hilti's
Salesforce project, the situational leadership model is a good guide for the leader. It helps them
figure out the best way to work with the team and make the project successful, as mentioned by
(Lintz, 2020).
The Role of the Project Champion and Project Sponsor
Project Champion:
According to Patterson, Dinkin and Champion (2017), a project champion is a person who assists
the manager in obtaining resources and team mobilization. Project champions help everyone stay
committed and motivated. Also, a champion often plays a crucial role in navigating
organizational barriers. They leverage their influence to secure resources, address concerns, and
ensure that the project is not impeded by bureaucratic obstacles (Wilson and Mergel, 2022).
Martiskainen and Kivimaa (2018), emphasizes that the project champion's role extends beyond
initial project approval. They provide continuous support, championing the project's cause during
challenges and ensuring sustained commitment from key stakeholders.
Project Sponsor:
Zwikael and Meredith (2019) evaluated that a project sponsor is typically a senior executive who
ensures that the project aligns with the organization's strategic goals. They are responsible for
approving the project, providing necessary resources, and overseeing its progress. Kerzner
(2022) emphasized that sponsors hold decision-making authority, especially regarding major
project issues and scope changes. Their role is pivotal in steering the project in line with
organizational objectives. Sponsors actively engage in risk mitigation, helping the project
navigate uncertainties and providing guidance on strategic decisions (Olaniyi, Olabanji and
Abalaka, 2023).

E. Advanced Planning and Scheduling

For a project with evolving requirements, a dynamic environment, and a need for continuous
customer involvement like Hilti, Agile is recommended. Agile's adaptability aligns well with the
dynamic nature of many modern projects. The Agile Manifesto, introduced by Beck et al. (2001),
emphasizes values such as customer collaboration, responding to change, and delivering working
software, reflecting the core principles of Agile methodology. On the other hand, the Waterfall
model has been criticized for its inflexibility in handling changing requirements. Boehm (1988)
discusses the challenges of managing changes in a sequential model like Waterfall, emphasizing
the importance of understanding and freezing requirements early in the project.
Critical Path vs. Critical Chain Scheduling:

Critical Chain Scheduling is recommended for the Hilti project, primarily because it addresses
the limitations of Critical Path Scheduling, particularly in resource management. Critical Chain
Scheduling is aligned with Goldratt's Theory of Constraints, which emphasizes the impact of
resource constraints on project schedules. In "Critical Chain," Goldratt (1997) argues for a
paradigm shift towards focusing on resource constraints to optimize project outcomes. According
to Von Rothkirch and Ejderyan (2021) Buffers in CCS are actively managed and protected,
allowing for better control of project uncertainties. Furthermore, few researchers Sarkar, Jha, and
Patel (2021) talk about buffer management in projects. They say it helps keep projects on track.
Another study by Roghanian, Alipour, and Rezaei (2018) agrees that using Critical Chain
Scheduling is better for using resources effectively. McCall et al. (2019) suggest that Critical
Chain Scheduling helps avoid problems like having too much work for resources or delays
because there are not enough resources. The tool helps to use things wisely by considering how
tasks are connected and how much stuff is available. This can make plans for projects more
sensible and doable. Syed et al. (2022) mention that putting and handling buffers in Critical
Chain Scheduling helps deal with uncertainties early on. This stops problems from spreading and
keeps the project on schedule. Critical Chain Scheduling focuses on finishing the whole project
instead of just individual tasks. Bao, Zhang, and Thomas (2019) also support this approach,
saying it is good for achieving overall project success.

F. Managing and Leading Change

Making sure everyone at Hilti gets used to the new things happening with the Salesforce project
is really important. It's like helping everyone get comfortable with the new processes, tools, and
how they do their work (Hagstrand and Berggren, 2015). As stated by Al-Alawi et al., (2019)
incorporating change management in a structured manner can be achieved using the ADKAR
(Awareness, Desire, Knowledge, Ability, Reinforcement) model, a widely recognized change
management method.
Awareness:
Quirke (2017) emphasize the importance of clear and consistent communication to build
awareness and understanding during change initiatives. Moreover, Servaes (2022) suggested
establishing a comprehensive communication plan to create awareness about the change. Clearly
articulate why the change is necessary, the benefits it brings, and the potential impact on
employees and the organization.
Desire:
According to Jabbar and Hussein (2017), building desire requires leadership alignment and
involvement to inspire and motivate employees toward the desired change. Moreover, leaders
should communicate a compelling vision for the future and highlight the positive aspects of the
Salesforce implementation (Johnston and Marshall, 2020).
Knowledge:
In their research, Alsharo, Gregg and Ramirez (2017) emphasize the role of knowledge transfer
through training as a key element in successful change management. Furthermore, Sharma,
Rangarajan and Paesbrugghe (2020) suggested providing comprehensive training programs to
equip employees with the necessary knowledge and skills to use the new Salesforce system
effectively. Tailor training sessions to different user groups based on their roles and
responsibilities.
Ability:
Stouten, Rousseau and De Cremer (2018) highlights the importance of ongoing support
mechanisms to reinforce employees' ability to implement and sustain change. Offering ongoing
coaching and support to employees as they start using the new system. Address any challenges or
resistance promptly and provide additional resources or assistance as needed.
Reinforcement:
Alsharo, Gregg and Ramirez (2017) emphasizes the need for short-term wins and celebration as
crucial components in reinforcing the success of the change effort. Acknowledging and
celebrating milestones and successes achieved during the implementation. Recognize employees
for their efforts and contributions to reinforce the positive aspects of the change.
Early and Transparent Communication:
Servaes (2022) suggested initiating communication early in the project to create awareness and
build a shared understanding of the upcoming changes. Transparency is crucial to address
uncertainties and gain trust. Research by Quirke (2017) emphasizes the importance of open and
honest communication in change management.
Stakeholder Engagement:
Identify and involve key stakeholders representing different departments and levels of the
organization. Conduct regular feedback sessions, workshops, and forums to gather input, address
concerns, and ensure that the perspectives of those affected are considered. This aligns with
principles of stakeholder engagement advocated by (Chanias, Myers and Hess 2019).
Participation in Decision-Making:
Helping workers feel more powerful can happen when they're included in decisions about
changes at work (Jung, Kang, and Choi, 2020). Ask for their thoughts on things that affect their
jobs to make them feel more in control. Studies by Slade (2017) show that when people are part
of the decision-making, they are more likely to commit and accept the changes.
Removing Discomfort of Change:
Change Leadership:
Helping leaders make positive changes is important. To do this, it is necessary to create a culture
in the organization that is helpful and can easily adapt to new things. The leaders in charge must
be committed to making these changes happen, as it is very important to deal with any resistance
that might come up (Madi et al., 2023).
Clear Vision and Purpose:
The boss needs to clearly explain why things are changing at work so that everyone understands
where the company is going. This helps everyone feel like they are working towards the same
goal and makes the changes less confusing or uncomfortable. Some researchers (Leithwood,
Jantzi, and Steinbach, 2021) found that good communication during changes really helps.
Continuous Communication:
Keep talking to everyone involved in the project all the time. Tell them how things are going,
answer questions quickly, and celebrate small wins to keep everyone feeling good. This is
important for making changes smoothly, like the experts (Wang et al., 2019; Kim, 2017).
Recognize and Celebrate Progress:
When someone makes progress or achieves something good during a big change, it is important
to notice and celebrate it. This helps them feel good about what they have done and encourages
more positive actions. Recognizing these accomplishments also helps create a positive story
about the changes happening (Thorpe and Howlett, 2021).
Provide Resources for Coping:
Provide things to help people deal with the uncomfortable feelings when things change. This
might be talking to someone for advice, going to workshops about handling change, or joining
groups where people can talk about how they're dealing with it (Sofka, 2018).
Conclusion
This report talks about how Hilti Group is changing the way it works using computers
and the internet. It focuses on planning projects, how the organization is set up, and how
decisions are made. The report suggests using tools like the Analytical Hierarchy Process and
TOWS matrix to make decisions and form partnerships. It highlights the importance of choosing
a plan that fits the project goals and how the organization works. The report gives practical
advice for making Hilti's digital changes work well.
References
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