General Assessment Guidance
• Your summative
assessment for this module is made up of this 1 submission which accounts for 100% of the marks
• Please note late submissions will not be marked.
• You are
required to submit all elements of your assessment via Turnitin online access. Only submissions made via the
specified mode will be accepted and hard copies or any other digital form of
submissions (like via email or pen drive etc.) will not be accepted.
• For
coursework, the submission word limit is 2,500
words. You must comply with the word count guidelines. You may submit LESS than
2,500 words but not more. Word Count guidelines can be found
on your programme home page and the coursework submission page.
• Do not put your name or
contact details anywhere on your submission.
You should only put your student registration number (SRN) which
will ensure your submission is recognised in the marking process.
• A total of
100 marks are available for this module assessment, and you are required to
achieve minimum 50% to pass this module.
• You are
required to use only Harvard Referencing System in your submission. Any
content which is already published by other author(s) and is not referenced
will be considered as a case of plagiarism.
You can find further information on Harvard Referencing in the online library
on the VLE. You can use the following link to access this information:
http://bpp.libguides.com/Home/StudySupport
• BPP
University has a strict policy regarding authenticity of assessments. In proven
instances of plagiarism or collusion, severe punishment will be imposed on
offenders. You are advised to read the rules and regulations regarding
plagiarism and collusion in the GARs and MOPP which are available on VLE in the
Academic registry section.
• You should
include a completed copy of the Assignment
Cover sheet. Any submission without this completed Assignment Cover
sheet may be considered invalid and not marked.
2. Assessment Brief
This module is assessed through one
graded element. You must achieve at least 50% to pass this module.
By completing this assessment, you will the
following learning outcomes (LOs):
•
LO1: Critically reflect on key opportunities and
challenges leaders face in leading complex organisations through digital disruption
•
LO2: Understand how to sense changes, make informed
decisions and adjust quickly in highly disruptive times
•
LO3: Critically evaluate the significance of human
factors and technologies to lead transformation and create a digital-ready and
innovative culture
•
LO4: Critically reflect on the mechanisms required to
build teams and influence networks in complex and interconnected digital
organisations
Assessment
Scenario
For
this assignment, you will create a “Future Trends Report” proposal for The Chief
Digital Officer (CDO) of a large firm – of your choice. You will be a digital
transformation consultant tasked to identify and recommend changes that the
organisation must implement in order to retain its competitiveness in the
market.
Task 1: Opportunities and challenges analysis (25
marks; LO1)
•
Provide a clear background to your chosen organisation,
including the type of organisation, size of the organisation, range of products
and services, customer base and which markets it operates.
•
Identify and critically discuss current technological
challenges your organisation is currently facing (some areas of focus could be
operation, marketing, consumer insight, data visualisation etc)
•
With challenges come opportunities – evaluate and
present clear digital transformation objectives that can be used to mitigate
the above challenges.
Task 2: New Trend for Digital Agility (25 marks;
LO2)
•
Use the Digital Business Agility Model (i.e.,
hyperawareness, make informed decisions and execute fast) as a blueprint for
your report.
•
Evaluate and appraise how your organisation can
implement new technological trends (e.g. Robotic Process Automation (RPA),
Artificial Intelligence and Machine Learning, Quantum Computing, Metaverse,
Extended Reality etc..) in order to detect change and adjust their business
model in the future.
• Your discussions must include clear justification and analysis of the chosen technologies.
Task 3: The Role of Digital Collaboration Tools (20 marks; LO3)
Today, digital collaboration tools are an important way of building cohesive teams, particularly where skills are complementary. The right collaborative tools provide a foundation for innovation allowing organisations to get the best out of their talent. For this task, you should:
• Critically evaluate and advise on some collaborative technologies that your organisation should implement by means of developing a digital-ready culture
• Provide a clear justification on how those tools will make it possible for real-time communication and collaboration between teams regardless of their location.
Task 4: Digital Leadership (20 marks; LO4)
Analyse and propose important digital leadership skills that your organisation needs to develop to support digital transformation through a process of building new capacities, structures, and ways of working.
Structure and References (10 Marks)
• Structure is in line with the given instructions
• Give a professional appearance with consistent formatting
• Spelling and grammar are correct
• Each page has a page number in the Footer
• Any tables or figures are correctly labelled
• Tables and figures do not cross boundaries, unless necessary
• Properly cite your sources in the text and in the list of references
• Use Harvard style for referencing and in-text citations (see referencing guides and https://bpp.libguides.com/Home/StudySupport)
3.
Marking Guide
The assignment is marked out of 100 and counts
towards 100% of your module mark. The following table shows the tasks, marks
and marking rubric:
|
Assignment Task |
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Fail
(0-39%) |
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Low
Fail (40-49%) |
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Pass (50-59%) |
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Merit (60-69%) |
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Distinction (70-100%) |
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Opportunities and |
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Guidelines |
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challenges analysis |
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• Provide a background to your chosen
organisation, including the type of organisation, size of the organisation,
range of products and |
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(25% weighting, LO1) |
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services, customer base and which markets it operates. |
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• Identify and critically discuss current
technological challenges your organisation is currently facing (some areas of
focus could be: operation, |
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marketing,
consumer insight, data visualisation etc) |
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• With challenges come opportunities – propose
and evaluate clear digital transformation objectives that can be well deployed
to mitigate the |
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above
challenges. |
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Weak and often implicit |
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Limited
appreciation of a |
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Satisfactory
knowledge |
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Good
knowledge and |
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Excellent
knowledge and |
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knowledge of digital |
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basic
wider field with |
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and
identification of a |
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application
of current and |
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detailed
usage of recent |
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innovations with |
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clarity
and precision to the |
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range
of internal and |
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emerging
thoughts on |
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emerging
thought at the |
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thoughts and practices |
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external threats and |
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digital transformation |
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forefront of the
discipline |
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inadequate appreciation |
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related digital |
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digital transformation |
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threats and opportunities. |
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and/or practices of
digital |
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of the wider digital |
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transformation
challenges. |
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need. |
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Good
knowledge base, |
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transformation
threats and |
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transformation discipline. |
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Limited identification of
a |
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Satisfactory |
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exploring and analysing |
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opportunities. |
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Weak critical evaluation |
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range of internal and |
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academic/intellectual |
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internal and external |
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Excellent knowledge base, |
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of the impact of digital |
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external
threats and digital |
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skills.
Wholly original |
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threats
and digital |
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exploring
and analysing |
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transformation threats |
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transformation need. |
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work with good |
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transformation need. |
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internal and external
threats |
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and opportunities. |
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Limited identification and |
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reflection and solid,
well- |
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and digital transformation |
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discussion of clear
digital |
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reasoned digital |
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need. Able to employ critical |
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transformation
objectives. |
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transformation |
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analysis
on some of the most |
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objectives. |
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recent digital initiatives
run |
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by different companies. |
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New Trend for Digital |
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Guidelines: |
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Agility (25% |
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• Advice on initiatives and digital
technologies to increase its competitiveness among other firms. |
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weighting, LO2) |
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• The use of Digital Agility: |
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o |
Hyperawareness |
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o |
Informed
Decisions |
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o
Execute Fast
•
Example of digital technologies to be discussed:
Robotic Process Automation (RPA), Artificial Intelligence and Machine Learning,
Quantum Computing, Metaverse, Extended Reality etc..
•
For a high mark, you must bring really case
examples to support your arguments
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Weak often implicit |
Limited
knowledge and |
Satisfactory
knowledge |
Good knowledge
and |
Excellent knowledge
and |
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knowledge use of a wide |
applications of most |
and
substantial research |
evidence
of an innovative |
evidence
of an innovative or |
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range of personal
research. |
digital technologies. |
and evidence of an |
or original use of extensive |
original use of extensive |
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Lack of theory and |
Limited
critical |
innovative use of a wide |
personal research which |
personal research which has |
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applications of the digital |
evaluation for key digital |
range of digital |
has been thoroughly |
been thoroughly critically |
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technologies
with clear |
evaluated
and applied to |
evaluated
both conceptually |
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technologies. |
technologies
e.g. : Robotic |
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and
consistent |
the
digital agility model. |
and
methodologically. |
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Weak critical evaluation |
Process Automation (RPA), |
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conceptual evaluation |
Good knowledge base, |
Good knowledge base, |
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for key digital
technologies |
Artificial Intelligence and |
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and
application to the |
exploring
and analysing |
exploring
and analysing the |
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e.g. : Robotic Process |
Machine Learning, |
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digital
agility model. |
the
discipline, its theory |
discipline,
its theory and |
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Automation (RPA),
Artificial |
Quantum Computing, |
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Satisfactory critical |
and
ethical issues with |
ethical
issues with |
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Intelligence
and Machine |
Metaverse, Extended |
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evaluation
with solid |
considerable originality |
considerable originality and |
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Learning, Quantum |
Reality etc.. |
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and reasoned |
and autonomy. |
autonomy. |
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Computing,
Metaverse, |
Limited
application of |
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Student
shows good level |
Student
shows excellent |
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Extended Reality etc.. |
theories with some |
judgements. |
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of critical discussion and |
critical discussion and apply |
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Largely descriptive and |
reasoned judgements. |
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apply
the concept to the |
the
concept to the chosen |
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lack of reasoned |
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chosen
company. |
company.
Arguments are |
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judgements. |
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supported
with academic |
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literature and real case |
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examples. |
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Task 3: The Role of |
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Guidelines: |
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|
Digital Collaboration |
|
• Critically evaluate and advise on some
collaborative technologies that your organisation should implement by means
of developing a digital- |
|
|||||
|
Tools (20% weighting, |
|
ready culture |
|
|
|
|
|
|
|
|
• Provide a clear justification on how those
tools will make it possible for real-time communication and collaboration between
teams |
|
||||||
|
LO3) |
|
|
||||||
|
|
regardless of their location. |
|
|
|
|
|||
|
|
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|
|
|
•
To gain high marks your replies must be
critically justified with the support of academic literatures and/or real case
examples
|
Weak evidence of |
Limited evidence of |
Satisfactory
and |
Good and extensive |
Excellent
evidence of an |
||
|
|
research and use of |
considerable research |
substantial research and |
research and evidence |
innovative or original use of |
|
|
|
appropriate sources. |
and limited
use of a |
evidence of a range of |
of a wide
range of |
extensive personal research |
|
|
|
Weak knowledge and |
range of appropriate |
appropriate sources. |
appropriate sources. |
which has been thoroughly |
|
|
|
Satisfactory
knowledge |
critically
evaluated both |
||||
|
|
applications of the digital- |
sources. |
Good
knowledge base, |
|||
|
|
base;
explores and |
conceptually
and |
||||
|
|
ready culture model. |
Limited
knowledge and |
exploring and analysing |
|||
|
|
explicitly analyse the |
methodologically. |
||||
|
|
Weak critical evaluation |
applications of the |
the digital-ready model, its |
|||
|
|
digital-ready
model with |
Student
shows excellent |
||||
|
|
discipline,
its theory and |
|||||
|
|
of collaborative |
digital-ready culture |
||||
|
|
clear and consistent |
critical analysis of the digital- |
||||
|
|
benefits
of collaborative |
|||||
|
|
technologies
e.g. Slack, |
model. |
conceptual
evaluation of |
ready
culture model, its |
||
|
|
technologies. |
|||||
|
|
Trello,
Teams, WebEx etc.. |
Limited
critical |
collaborative |
discipline,
theory, and apply |
||
|
|
Good critical evaluation |
|||||
|
|
Largely descriptive and |
evaluation of |
technologies. |
collaborative
platforms |
||
|
|
with strong, well- |
|||||
|
|
lack of reasoned |
collaborative
technologies |
Satisfactory
critical |
concept to the chosen |
||
|
|
reasoned judgements. |
|||||
|
|
judgements. |
e.g.
Slack, Trello, Teams, |
evaluation
with solid |
company. |
||
|
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|
|||||
|
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|
|
WebEx etc.. |
and reasoned |
|
Excellent
critical |
|
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|
|
Limited
application of |
judgements. |
|
evaluation
with |
|
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|
theories
with some |
|
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outstanding,
well- |
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|
reasoned judgements. |
|
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reasoned judgements. |
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Arguments
are supported |
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with
academic literature and |
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real case examples. |
Digital Leadership |
|
Guidelines: |
|
|
|
|
|
|
|
|
|
|
|
|
|
(20%
weighting, LO4) |
|
• Analyse and propose important digital
leadership skills that your organisation need to develop to support digital
transformation through a |
|||||
|
|
process of building new capacities, structures, and ways of working. |
|
|
|||
|
|
• Students have been introduced to concepts
such us ethical-tech leaders, people-oriented leaders, agile leaders, or
leadership skills such as |
|||||
|
|
emotional
intelligence, resilience, humility, adaptability, and critical thinking.
Therefore, this can be a potential reply. However, any other |
|||||
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|
relevant
response is still valid |
|
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||
|
|
Weak
and often implicit |
Limited knowledge base; |
Satisfactory appreciation |
Good and clear |
Thorough and deep |
|
|
|
knowledge base with some |
Some
appreciation of the |
of and
explicit links to a |
understanding
of, and |
knowledge
and |
|
|
|
omissions
and/or lack of |
basic wider field of digital |
wider field of digital |
explicit links to digital |
understanding of the topic |
|
|
|
theory of digital
leadership |
leadership
skills with |
leadership
skills. |
leadership
skills, some |
and
explicit evidence of the |
|
|
|
skills. |
clarity
and precision to the |
Emerging
application of |
aspects
of a wider field. |
wider
contexts of the digital |
|
|
|
Weak
and growing |
thoughts and practices |
thoughts and practices at |
Application of current and |
leadership skills with |
|
|
|
consistent awareness of |
related
to the required |
the
forefront of the |
emerging
thoughts and |
coherence
and the ability to |
|
|
|
personal responsibility
and |
discipline
indicated. |
discipline. |
practices
from the |
synthesise
appropriate |
|
|
|
|
|
|
|
discipline. |
|
professional digital |
Limited
awareness of |
Satisfactory
awareness |
Good
awareness and |
principles
by reference to |
leadership concepts. |
personal
responsibility and |
and
demonstration of |
demonstration
of personal |
appropriate
primary sources. |
|
professional
digital |
personal
responsibility |
responsibility
and |
Excellent
and detailed usage |
|
leadership skills. |
and professional digital |
professional digital |
of recent emerging thought |
|
|
leadership
skills. |
leadership
skills. |
at the
forefront of the |
|
|
|
Meaningful
critical analysis |
discipline
and/or practices |
|
|
|
of different digital |
from a range of appropriate |
|
|
|
leadership
skills. |
sources. |
|
|
|
|
Excellent
awareness and |
|
|
|
|
demonstration
of personal |
|
|
|
|
responsibility and |
|
|
|
|
professional
digital |
|
|
|
|
leadership
skills. Deep and |
|
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|
|
meaningful critical analysis of |
|
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|
professional
digital |
|
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|
|
leadership
skills and practice. |
|
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|
|
Structure and |
Guidelines: |
|
|
|
|
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|
References (10%) |
• Structure is in line with the given
structure |
|
|
|
|
||
|
|
• Give a professional appearance with
consistent formatting |
|
|
|
|||
|
|
• Spelling and grammar are correct |
|
|
|
|
||
|
|
• Each page has page number in the Footer |
|
|
|
|
||
|
|
• Any tables or figures are correctly
labelled |
|
|
|
|
||
|
|
• Tables and figures do not cross
boundaries, unless necessary |
|
|
|
|||
|
|
• Properly cite your sources in the text and
in the list of references |
|
|
|
|||
|
|
• Use Harvard style for referencing and
in-body citations (see referencing guides and tools here: |
|
|
||||
|
|
|
|
|
|
|||
|
|
Weak references with |
Limited
appropriate |
Satisfactory
with full |
Good with
precise, full |
Excellent
with precise, full |
|
|
|
|
errors or inconsistencies. |
references with minor |
and appropriate |
and appropriate |
and appropriate |
|
|
|
|
Inadequate structure and |
errors. |
references. |
references. |
references. |
|
|
|
|
expression. |
Limited structure and |
Satisfactory structured |
Well-structured layout |
Outstanding structured |
|
|
|
|
Weak communication |
expression. |
layout and mainly |
and professional and |
layout and professional |
|
|
|
|
skills adapted to some |
Limited communication |
accurate expression. |
accurate expression. |
and accurate expression. |
|
|
|
|
degree to different |
skills adapted a range of |
Satisfactory |
Good communication |
Excellent communication |
|
|
|
|
|
|
situations and audiences |
communication skills |
skills adapted to suit all |
skills adapted to suit all |
|
|
situations and audiences, |
with
some degree of |
|
lack of professionalism. |
professionalism. |
|
|
|
adapted to a wide |
|
|
range of situations and |
situations and audiences |
situations and audiences |
audiences to an |
to a near-professional |
to a professional
standard. |
adequate professional |
standard. |
|
standard. |
|
|