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Table of Contents
Introduction................................................................................................................................4
Task 1.........................................................................................................................................4
Task 2.........................................................................................................................................5
Task 3 .................................................................................................................................8
Task 5.......................................................................................................................................13
Conclusion................................................................................................................................14
Reference..................................................................................................................................15
Appendix..................................................................................................................................17

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Introduction
Digital disruption is the new age demand that assimilates an organisation in productivity
through the inclusion of digital equipment for incubation of market assurance. Speaking
about the business environment, this study will share information about DHL, followed by
the yield for digital transformation. It is divided in tasks, whereas in following tasks, the
study will discuss about increment in proximity in digital business agility. The light will be
shed upon building up of the digital culture along with discussion about the development of
description of CCO along with suggestion in the report. It will enunciate about the utilisation
of Goleman’s leadership style in the company for development of digital transformation.

Task 1
Presentation of organisation, what it does and market operation.

DHL is a German based organisation. The headquarter of the company is based at Bonn,
Germany, where the firm operative scenario is inclined towards privatisation. Speaking about
the origin of the company, it was founded in 25 th September, 1969, San Francisco. The
number of employees till the last year ratio to more than 350000. The parent company is
Deutsche Post, where the subsidiaries are “Blue Dart”, “DHL Aviation” and many more
(dhl.com, 2022).

In respect to the working satire of the company, DHL holds a popular name in delivery
business. The major work of the company is deliberation of the courier, package delivery,
express mail service, and related works.

Speaking about the exercise to market, DHL works with logistics industry, where it is
associated with industries like Retail, government bodies along with individual consumers.
The organisation provides logistics solutions to these industry, and pre-dominantly the
company operates in German market.

Explanation for the need of digital transformation

Pandemic is one of the prime reasons that inaugurate DHL to re-calibrate the customisation
of the operation to digital world. The compulsion creation due to the introduction of technical
inclination of stakeholder that adjourns to E-Commerce serves as one of the prime reason for
DHL to adapt to digital transformation. Furthermore, the assistance gained from the

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technology served to exercise smooth operation in the business in timely manner, which is
considered to be another contributing factor digital need for DHL
(cio.economictimes.indiatimes.com, 2020).

Objectives of Digital transformation

 Smooth re-creation of work and productivity in supply chain area

 Eradication of late delivery of the product
 To adapt to the new age demand like digital payment, signature and many more

Figure 1: market scenario of DHL

Source: statista.com, 2022

Task 2
Gaining digital business Agility

As defined by Trushkina et al., (2021), digital agility is the essence that import success to any
logistics-based company through digital transformation. This aids in deliberate continuous
procedures that exhale uniformity through innovation. Its aim is to adjourn variation in the
business model. Therefore, digital business agility is subjected to adherence to input the
technological assistance for enabling the capabilities.

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 Figure 2: Digital Business Agility

Source; Trushkina et al, 2021

Thus, in the case of DHL, it is advisable to the company for the active application of the
“Digital Business Agility Model”. According to this model, it is divided into three sections,
“Hyperawareness”, “Infirmed Decision-Making”, “Fast execution”. Hyperawareness is the
execution to inspect the capability of an organisation for magnification of variation in
business environment (Markopoulos and Vanharanta, 2022). The implication of the
hyperawareness aids to monitor the internal working factors of the company, which are
totally controllable by the supplication of the digital elements in the work culture. Hence, as
per the suggestion, it would cater support to the company for possession of the business plan
for safeguard the company from external threats. Speaking about the external threat, the
usage of the Digital agility model- Hyperawareness, it indulges DHL to understand the outer
business environment, where the impact can be controlled. It provides a way to understand
the risk factor, followed by adoption of necessary procedures.

Informed Decision making is the measurement of the firm capability to heed to procedural
application to seek suitable decision as per the business atmosphere. This is inter-related to
the possession of Hyperawareness, where the collected data of the company can be analysed
through the digital tools like INTERNET OF THINGS (IOT). Furthermore, the supplicant of
this process aids to scrutiny the scaled, packaged data and distribution of the information
throughout the company as per the external business affairs. Thus, in consideration to DHL,
the development of the well-process data analytics capability is required for augmentation of
the staff working nature. However, without proper inspection and re-magnification of the

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collected information, by R&D team of DHL, the chances of failure can be restricted. It is
suggested to intake any kind of assumption based on the inclusion of the diversity of
perspective, selection of the time and business stage, as Decision Making process are entirely
based on psychological aspect.

Fast execution is the third section of the Digital Business agility, where the judgement of the
strength of the company is measured by the creation of the effectively plan based on the
urgent need and market demand. However, the drawback is the presence of the rare proximity
in execution of fast plan, due to the complexities of the firm primarily. Hence, for DHL, the
company should escalate the concept of time management skills along with seeking the
concept of "Minimum Viable Product". Furthermore, the increment in the technological
investment like in the area of Machine learning and IOT for smooth generation of business
plan followed by execution successfully is advisable to DHL.

Suggestion to DHL for the adaptation of one Digital Business agility- Hyperawarenes

Based on the prior discussion, the presence of the Workforce management plays a critical
notion for direct transformation of the organisational culture in digitalised format. Therefore,
it is hence suggested to DHL for the active usage of the digital accelerator for utilisation of
the capabilities of the company in full-fledged manner (Srinivasan, 2021). Thus, through this,
the adoption to Hyperawareness shares resemblance to the digital accelerator of the DHL.
It can be helpful for this logistics company to gain information related to the “Behavioural
Awareness” as well as ‘Situational Awareness”. The successful application of
Hyperawareness aids to harvest the understand of the data regarding the inner and the outer
work environment through indulgence in tech- machinery in company. Furthermore, the
basic reason for the suggestion of this genre of Digital Business Agility aids in gaining the
psychological scenario of the consumer based on collected data. Furthermore, it is advisable
further to DHL to yield Hyperawareness to gauge the working satire of the employees of the
company. This is imposed to glean insight about the consumer requirement, where the staff of
DHL can heed to as per the demand. This further accelerates in selection of tools like IOT,
machine learning for enabling the beneficial change in the work culture of DHL. Thus, for
this the prime requirements entitle to inclusion of data through active flow of
communication. The learning program can also be introduced to DHL by HR to improve the
technical knowledge of the recurring staffs.

Suggestion to DHL to use digital technology- Internet of things

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Therefore, as per the above-mentioned suggestion, to DHL, the best suitable digital
technology that can be lucrative is IOT- Internet of Things. It is advisable to DHL to imply
in the business especially in the warehouse management, as the company dwell in logistic
industry. The conjunction of the IOT along with Hyperawareness can adhere to introduce
value system to the internal data of the company. It can further aids in establishment of
connection with the stakeholders of DHL in both internal as well as external atmosphere,
where execution of data can be adjourned without replacement of infrastructure. Another
reason for the suggestion of IOT to DHL is the presence of the edge-network that enable
connection through contextual information. The presence of untapped information can result
in failure to building up of the connection and by extension hyperawareness itself. The
further use of the IOT helps in deliberation of the security posture for development of highly
resilient It network system, which are pre-dominantly future proof for re-creation of business
initiatives according to market scenario.

Task 3
Create a Digital Ready Culture

Digital- ready culture can be defined the absorption and acceptance of the digital channel for
the accession of communication with the brand or service imposed by an organisation. It is
the utilisation of the technical gadgets like mobile phone and other related elements for the
availing of the service from which the customers of DHL is not an exception.

Features of a digital-ready culture

Therefore, as per the information provided by "Think with Google", one of the major features
of is a customer-centric attitude. It is a generic sight that post COVID, the transformation
from traditional media to online platform is the basic demand that, encompasses to adaptation
of digital platform for mitigation of the service for target consumers (Wang et al., 2019). It
aids in inclusion of the industrial culture in the company to heed in active amalgamation of
different types of online tools where that collection of the data can be seen. The increment of
decision making process is endorsed by “Data- Driven Tool”, consider to be another feature
of Digital-Ready culture. The third most important feature according to Think with Google is
innovation. Digital-Ready Culture compels an organisation to infuse possession of innovation
in goods and service. This helps the company to secure a praiseworthy market position from
which DHL is not an exception.

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Advise to DHL for installation of the features of a digital-ready cultured

As per the prior discussed scenario is hence advisable to transform the work culture of the
company into digital media.

Putting customer first- It is a generic plight that, the consumers of any reputed organisation
are the heart of the company which brings profit and help in increment in the market value.
Therefore, the employees of DHL should adopt the route of communication to digital media
to understand the need as well as requirements of the clients.

Creating a collaborative culture- The active coagulation of technical amenities along with
other manual function can be again helpful for DHL to get sync with the current industrial
culture. Likewise, the variation in the work structure of the company can be encompassed by
utilisation of the IOT in extraction of the data by the staff of DHL. It aids in eradication of
un-necessary time and projection of excellent work.

Instilling a culture of innovation- Based on the prior scenario, the instillation can be
consumed by the DHL through the rigorous training and developmental program. The HR of
the company can create training module for usage of innovation in the application of the
service provided by DHL to the target consumer along with the internal work culture of the
firm.

Becoming a digital champion- By doing this, it would be requested to DHL to accept the
technological amenities like Online communication platform, EMAIL, for promotional
activity usage of FACEBOOK are the tools to be used in the company.

Justification

It is seen that, post COVID the inclination towards the Technical utilisation in the day to day
life has increased. Cities like Boston have actively transformed the work culture of the
company by possession of disruptive new technologies like Delivery Robots as last minute
revolution in the work culture (weforum.org, 2021). As stated by Klein et al., (2022), the
SCM department, with the growing usage of the online media, it has become imperative for
the companies like DHL to use technology in the work culture to constant update the
innovation for meet the client requirement, from which DHL is not an exception. Hence, it is
critically analysed that, with the present market demand and improvement in consumer
satisfaction, Digital Ready culture is of vital important in DHL.

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Figure 3: use of online media

Source: statista.com, 2022

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Task 4

Build a Job description for Chief Collaboration Officer for DHL, describing the roles and
responsibilities.

In accordance to the current market demand, from the case study, it can be depicted that, the
inclination towards the digital media by the industry is the common demand of the market
from which DHL is not an exception. The gaining of the digital marketing serves as the major
catalyst for escalation in sales of any organisation along with securing market sustainability
(danishexport.dk, 2022). As defined by Santa‐Maria et al., (2022), the duty of the COO of an
organisation, is to magnify the area for the enhancement of the working process of the
company. Thus, considering DHL, as the majority of the German Dwellers are inclined
towards online platform, therefore, the prime job role of the COO to heed to smooth
operative service of the business oversea. Thus, it can be done only by the utilisation of
Digital- Ready Culture in the company.

Roles and Responsibility of COO

 Inspect of the operation activity in oversea market

 Meeting the consumer demands and requirements for maximisation of satisfaction
 Allocation of the task to the employees

Advise for enhancement by COO for collaboration across team and department of DHL

Based on the prior discussion, it can hence be suggested that the COO of the company can
segregate the job to the employees, group who share a technical affinity and knowledge
across the team (Lojeski and Reilly, 2020). The flow of transparent communication is another
major requirement to uplift digital transformation in the DHL especially in SCM and
marketing department. Furthermore, the COO of the DHL can ensure efficiency can monitor
the work of the employees constantly.

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Task 5
By using Goleman Leadership style, advise, which Goleman leadership style is apt to
support digital transformation.

Goleman Leadership style is divided into six major genres of leadership, from which as per
the work culture of the company, it is advisable to DHL to adapt to "Democratic leadership
style. In DHL, the working nature of the leaders catered to active involvement in the work
culture imbibed by balance and results (dhl.com, 2022). Therefore, in accordance prevailing
requirements of market, the implication of Democratic leadership style can be helpful for
DHL to improve the work culture of the company (Maronitis and Pencheva, 2022). It helps in
active accession of clear involvement of leaders to support and guide the employees of DHL
to improve their knowledge base and by extension work culture.

Advise the organisational approach and technique used to develop this leadership style
Grow model.

As enunciated by Rejeb et al., (2021), grow model, it can be helpful for DHL, since it aids to
leverage the understanding the goal and market reality. This further accelerates the intake of
the necessary decision regarding innovation through digital media at DHL, where the
availability of the option can be increased. Thus, the techniques can be adopted are usage of
IOT in work, followed by association with customer. Based on this organisation approach
can be accustomed to learning program followed by installation of software application and
development in infrastructure.

 Learning and development through online platform

 Enhancement in infrastructure
 Financial integrity in development of software and digital tool

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Conclusion
Based on the prior discussion, it can be concluded that, to culminate in accession to yield
excellent creation of goods and services along with creation of positive compulsion in the
business environment digital tools are basic necessity. This study has justified with case study
and literature assistance regarding the need of technological affinity for an organisation.
Furthermore, the project discusses about the real life case scenario regarding the same.

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Reference
cio.economictimes.indiatimes.com, 2020 [Online] COVID-19 has accelerated digital
adoption: DHL Express. Available at <
https://cio.economictimes.indiatimes.com/news/strategy-and-management/covid-19-has-
accelerated-digital-adoption-dhl-express/76682169> [Accessed on 11th October, 2022]

danishexport.dk, 2022 [Online] Available at <

https://www.danishexport.dk/media/qyhpf2dr/digitalisation-in-germany-2022.pdf [Accessed
on 11th October, 2022]

dhl.com, 2022 [Online] available at < www.dhl.com> [accessed on 12th October, 2022]

dhl.com, 2022[Online] Available at <

https://www.dhl.com/global-en/delivered/insights/great-leadership-more-than-a-cookbook-
recipe.html >[Accessed on 11th October, 2022]

Klein, M., Gutowska, E. and Gutowski, P., 2022. innovations in the t&l (transport and
logistics) sector during the covid-19 pandemic in sweden, germany and
poland. Sustainability, 14(6), p.3323.

Lojeski, K.S. and Reilly, R.R., 2020. The power of virtual distance: A guide to productivity
and happiness in the age of remote work. John Wiley & Sons.

Markopoulos, E. and Vanharanta, H., 2022. The Company Democracy Model: Creating

Innovative Democratic Work Cultures for Effective Organizational Knowledge-based
Management and Leadership. CRC Press.

Maronitis, K. and Pencheva, D., 2022. Robots and Immigrants: Who Is Stealing Jobs?. Policy
Press.

Rejeb, A., Keogh, J.G., Wamba, S.F. and Treiblmaier, H., 2021. The potentials of augmented
reality in supply chain management: a state-of-the-art review. Management Review
Quarterly, 71(4), pp.819-856.

researchgate.net, 20https://www.researchgate.net/figure/Express-and-courier-service-
providers-global-market-share-2014-1_fig2_322293893

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Santa‐Maria, T., Vermeulen, W.J. and Baumgartner, R.J., 2022. How do incumbent firms
innovate their business models for the circular economy? Identifying micro‐foundations of
dynamic capabilities. Business Strategy and the Environment, 31(4), pp.1308-1333.

Srinivasan, R., 2021. Platform Business Models. Springer Singapore.

statista.com, 2022 [Online] Social media used in Germany as of 3rd quarter 2020, by share of
respondents. Available at < https://www.statista.com/statistics/1059426/social-media-usage-
germany/ > [Accessed on 12th October, 2022]
statista.com, 2022 [Online] Deutsche Post DHL Group's total assets from 2005 to 2021.
Available at < https://www.statista.com/statistics/275824/deutsche-post-dhl-total-
assets/ > [Accessed on 12th October, 2022]
Trushkina, N., Abazov, R., Rynkevych, N. and Bakhautdinova, G., 2020. Digital
transformation of organizational culture under conditions of the information
economy. Virtual Economics, 3(1), pp.7-38.

Wang, D., Yang, Q., Abdul, A. and Lim, B.Y., 2019, May. Designing theory-driven user-
centric explainable AI. In Proceedings of the 2019 CHI conference on human factors in
computing systems (pp. 1-15).

weforum.org, 2021[Online] COVID-19 has reshaped last-mile logistics, with e-commerce

deliveries rising 25% in 2020. Available at < https://www.weforum.org/press/2021/04/covid-
19-has-reshaped-last-mile-logistics-with-e-commerce-deliveries-rising-25-in-2020/>
[Accessed on 11th October, 2022]

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Appendix
Figure 2: Digital Business Agility

Figure 3: use of online media

Figure 1: market scenario of DHL

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