*Electronic Theses and Dissertations (Masters/MBA)
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Browsing *Electronic Theses and Dissertations (Masters/MBA) by Author "Appiah, Erasmus Kofi"
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Item Digital transformation and human capital in retail banking in South Africa(University of the Witwatersrand, Johannesburg, 2022-03) Lediga, Katlego; Appiah, Erasmus KofiThe digital transition is disruptive because it brings great change along with it. The banking business is being reshaped by powerful forces like but not limited to expectations from customers, technological abilities, legislative requirements, demographic trends, and economics. These are all combined to create a pressing need for change. Banks must anticipate these problems and retool in order to succeed in the future age. Banks must not only meet today's demands but also drastically innovate and restructure themselves in order to be competitive in the future. In the banking industry, digital transformation is a continual process involving both the micro and macro environment through revamping internal procedures and systems. Digital transformation occurs for a variety of reasons, including serving rural areas without branch locations, differentiating from competitors, and lowering operational expenses. In any event, there are many reservations about digital technologies' acceptability. Most people's computers or mobile phones are now used to conduct a substantial proportion of banking transactions. The variety of options, as well as the time and cost savings, and the ease of use of these applications, ensure that they continue to outperform traditional banking channels like bank branches. (Kitsios & Giatsidis, 2021) The purpose of the study is to ascertain how human capital in the form of business units and line managers within retail banks responded to the technological disruptions within the South African context. The objective of this research is to provide an overview of the shift from a workplace that does not rely on technology to one that is heavily reliant on technological integration to achieve operational needs. It will examine the repercussions of process automation migrations, as well as how this affects attrition rate and retention as human capital tries to adjust to such a radical changeItem The impact of organisational governance on team autonomy in large-scale agile projects(University of the Witwatersrand, Johannesburg, 2023) Dhlamini, Bridgette Sebueng; Appiah, Erasmus KofiTraditional software development methods have proven to be ineffective for large- scale projects in the current digital era. This, as well as the complexities of large-scale projects, has exacerbated the need for more and more organisations to adopt agile project methodologies for large-scale projects to keep up with the fast-paced technology landscape. The adoption of agile methodologies can only work if it is supported by organisational structures that enable agile to be effective. These include governance structures and organisational culture that enable continuous rapid delivery of quality software. Team autonomy is key in enabling fast-paced delivery, and there should be alignment between the organisational governance structures and the autonomy of project teams. It is not clear as to what level of autonomy should be afforded to project teams, at the same time ensuring that the project receives the right level of oversight. The research followed a qualitative research approach, and 10 participants who had experience working on agile projects in one of the big banks in South Africa were interviewed. The study found that the lack of team autonomy in large-scale agile projects was due to the organisation’s little to no tolerance for risk and the blaming culture. To change this, the organisation needs to cultivate a learning culture that will allow project teams to learn and grow through their mistakes