3CO01 - Business, Culture and Change in Practice: CIPD Assignment Help Sample

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CIPD Assignment Sample: 3CO01 – Business Culture and Change in Practice 

Case Study

Shiva founded Best Pharmacy Ever (BPE) in 1995 and has grown it into a successful group of five local pharmacies, known for their personalised service and family-oriented culture. The business operates with a flat structure, with branch managers reporting directly to Shiva. Now, with investment and support from her son, she is considering acquiring Zenixa, a large national pharmacy chain with 100 stores and an online pharmacy service. Zenixa has a formal hierarchical structure with a head office and functional departments. As Shiva considers this major expansion, she seeks HR guidance on the key people-related factors involved in integrating and managing a much larger, structurally different organisation.

Introduction

Q1. Examine two key external factors likely to impact on BPE’s acquisition of Zenixa. (AC 1.1)

Organisations apply internal and external factors to inform their decisions. To do this, they have to use various models and frameworks. Among these approaches is PESTEL analysis, which is effective in macro environmental analysis. This is as discussed by John et al. (2024) who note that information from these frameworks play an important role in strategic planning and interventions. For BPE, it will need to apply the external factors to determine its future decisions and approaches. Two external factors to consider are technological and economical.

Technology factor

Technology is a crucial external factor that will impact the acquisition of Zenixa. BPE relies on a traditional flat structure, with branch managers reporting directly to Shiva, whereas Zenixa operates an established online pharmacy service. Due to this rapid digitalisation, such as mobile applications and websites, BPE will need to adapt quickly to remain in the market. The process may be costly and employees may lack the technical skills required (Nikraftar et al., 2022). It may also pose risks such as cyber security and data privacy breaches. However, this change presents a good opportunity for BPE to expand their customer base and improve service delivery. The core benefits of using these technologies is that they will improve efficiency and help in business expansion and performance.

Economical factor

Economic environment is another significant factor that will affect the acquisition of Zenixa. When BPE acquires Zenixa, they will no longer operate on a local base but on a national scale. This will create a great shift in the economy by impacting both operating cost and profit acquired. However, the rise in supply could increase the price of medications and employee salary, placing financial pressure on the combined business (Zayed et al., 2022). The risk may create potential job insecurity or morale issues if not properly managed. Economic factors will have a direct impact on the acquisition, presenting a risk on cost and an opportunity through economic scale. A careful consideration of economic factors will result in making strategic decisions that attain a better return on investment (ROI).

Q2. Discuss two business goals that BPE might set once the acquisition has been completed, explaining the reasons why it is important that they plan to achieve these. (AC 1.2)

Upon the completion of the acquisition, there is need for BPE to set clear goals and objectives. These will serve as a guidance to its approaches. According to Kim et al. (2024), business goals provide a sense of direction and help in determining the next course of action. Two business goals for BPE include;

Customer Service

BPE should enhance customer service quality once the acquisition has been completed.  Customer Service refers to the support and assistance provided by an organisation to its clients both before and after they purchase or use goods and services (Sheth et al., 2023). BPE has differentiated itself by its personalised approach to service, which has led to local success. However, integration with Zenixa, which operates at a larger market and formal structures, presents a risk of losing clients. A good customer experience helps retain customers who visit the pharmacy. It also helps to build loyalty and trust, creating a competitive advantage for the merged organisation through interventions such as employee training and monitoring of responses to customer feedback.
Employee engagement

Employee engagement is also crucial once BPE acquires Zenixa. It refers to the connection and commitment an employee feels towards their job and company, influencing their motivation to contribute to the organisational success (Gede & Huluka, 2024). BPE has been working under a flat structure that may limit diversity, while Zenixa has a hierarchical structure that is engaging. To maintain motivation and retain employees, the joined companies should increase employee engagement through promoting open communication, encouraging feedback and support career growth opportunities.

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Q3. Discuss:

Quality products and services play a significant role in ensuring that a company attains its goals and objectives. Specifying and diversifying the products is important in strengthening the unique value proposition of the company and narrowing down to the customers and clients.

a)      The products and services that BPE and Zenixa deliver and

1.      Over the Counter Medicines

BPE and Zenixa, a merged organisation, sells products such as over the counter (OTC) medicines for common ailments across the national network of branches and online clients. Additionally, the company delivers prescription medicines and online pharmacy products, which form the core products. These products are essential for chronic disorders and are dispensed at physical branches or ordered online for home delivery (Siiskonen et al., 2021).

2.      Medical Advice and Pharmacy-Related Services

The organisation will also provide services such as personalised medical advice and online pharmacy services for example health checks and medication review. These services combine BPE’s traditional personalised care with Zenixa’s formal and centralised approach, ensuring customers receive both guidance and effective healthcare delivery. A key element and current trend that BPE and Zenixa considers is leveraging online business. This involves engaging with customers via the digital platforms, tracking the service delivery, and conducting follow-ups. These approaches are instrumental in promoting efficiency of service delivery.

b)     Their main customers. (AC 1.3)

1.      Local Families

Customers for the organization are local families and elderly patients. The local families may rely on children’s medication and personalised healthcare advice, while the elderly rely on continuity of care and medication for the aged (Bukic et al., 2024). An example is customers in need of medication for long-term or chronic illnesses, including hypertension.

2.      Online Customers

Another major customer group is urban people and online customers who rely on technology to order and have medicine delivered. Additionally, people with chronic diseases such as hypertension, who depend on long-term medication, get to have a consistent and available services. Online business further allows customers to order medication, which is then delivered to their doorstep.

Q4. Review the range of technology that could be available to the people professionals working at BPE and Zenixa and how these could be utilised to improve working practices and collaboration after the acquisition. (AC 1.4)

People professionals rely on a range of technologies to promote efficiency in business practices and performance. The technologies play an important role in eliminating errors, fostering digital collaboration, and promoting workforce experience (Susskind and Susskind, 2017). Three examples of technologies that BPE and Zenixa can consider are:

Digital Collaboration Tools – Slack and Zoom

Digital collaboration tools are used to enhance working relationships between individuals regardless of their location (Marion and Fixson, 2021). This benefits companies that have embraced hybrid working, specifically where there are individuals that will be working from home or another location. For BPE, by virtue that it will be offering online pharmacy services after the take-over, it implies that there will be people working from their preferred locations, such as home. Digital collaboration tools, including Zoom and Slack will therefore be essential in allowing for collaborative working (Ajiva et al., 2024).

Data Analytics

The introduction of Internet of Things (IoT), machine learning, and AI in various systems, including monitoring attendance by the workforce, their performance, and conducting continuous surveys will be essential in ensuring predictive modelling and transforming the data into insights that are not only actionable but also relevant to the company (Schweyer, 2018). For BPE, data analytics technologies will be integrated and embedded in workforce management software that will offer a holistic view of employees’ productivity and operations. The data analytics will further aid in identifying gaps in workforce skills and determine potential interventions, including learning and development (Isson and Harriott, 2020).

Workforce Information Management System

Also referred to as Workforce Management System, WIMS is designed to assist the firm in managing and optimising the employees. These include the automated processes, monitoring attendance, ensuring compliance, and scheduling the workforce activities and tasks (Ahmadi et al., 2021). At BPE and Zenixa, the system will be instrumental in streamlining activities, enhance workforce engagement, and ensure that the manual work is reduced and replaced with automated ones. In addition, the WIMS will be applied in workforce planning and talent management. The WIMS will be essential in ensuring that BPE adheres to labour policies and laws.

Q5. Define what is meant by ‘organisational culture’ and why it will be important to foster an appropriate and effective workplace culture in BPE after the acquisition. (AC 2.1)

Organisational culture as defined by Nguyen et al. (2023) refers to the shared behaviours, norms, values, and beliefs that describe the company’s environment and uniqueness in terms of behaviours and actions. An organisational culture influences positive decision-making process and how the company’s approaches and activities deliver mutually acceptable products and services for various stakeholders, including customers. One of the models that describe what an organisational culture entails is Edgar Schein’s 3-layer model (Chalmers et al., 2025). These include artifacts, espoused values, and the underlying assumptions. Once BPE completes its acquisition of Zenixa, a profound culture is essential. The reasons for an effective organisational culture include;

Attracting and Retaining the Right Talent

The norms, beliefs, and attitudes that shape the company’s behaviour determine the competence of attracted talent and whether or not the company will retain them (Shayrine and Venugopal, 2025). At BPE, for instance, being defined as a company that promotes diversity, teamwork, and inclusivity increases its chances of attracting competent individuals and their retention. High performing individuals will therefore be attracted to the company and reduce the chances of turnover.

Promoting Employee Engagement

A great organisational culture plays a significant role in fostering purpose and belongingness among the workforce. In a culture defined by integrity and teamwork, there is a high likelihood of the employees feeling valued and engaged in their roles and responsibilities (Abduraimi et al., 2023). BPE having a suitable culture will enhance communication and clearly identify workforce expectations, which promotes engagement.

Improving Individual and Organisational Performance

An organisational culture is defined by positive values and norms that shape workforce behaviour (Akpa et al., 2021). Through great cultures, individuals not only experience a sense of belonging to the company, but also their motivation and morale is enhanced, which promotes their personal and ultimately, organisational performance. In addition, the company’s productivity is enhanced through a culture that recognises high-performing employees and through attraction and retention of the individuals, it becomes possible for a company to reduce its costs and enhance overall productivity.

Q6. Explain how organisations function as whole systems and how the work and actions of the people professionals at BPE, after the acquisition, could impact the organisation. (AC 2.2)

Exemplary performance in a company is founded on several aspects and factors. Primary to these are how various units and subunits function inter-relatedly to achieve the overall goals and objectives. Applying systems theory, an organisation is made up of inter-related and interdependent parts. Instead of these parts functioning alone or in isolation, they are linked to each other and utilise feedback loops for change and adjustments; thus, making the entire system effective and meeting its goals and objectives (Newman-enyioko, 2025). Once BPE has acquired Zenixa, the organisation functioning as a whole system will be impactful in the following ways;

Effective Recruitment and Selection Impacting Performance

An effective recruitment and selection is one that ensures that BPE has the right talent for the right job and objectives. Such an effective process and approach is essential in ensuring that the company achieves its goals and objectives and that everyone feels as part of the team (Sisneros, 2025). From the organisational system perspective, an effective recruitment and selection will be instrumental in ensuring that every department and unit has the right set of talent individuals in line with the firm’s needs and preferences. Positive impacts are sustainable performance and employee retention (Yadav et al., 2021). The challenging side is the cost of maintaining such a recruitment process and exercise and the need to ensure sustained interventions for promoting retention, such as better pay and learning programs.

Effective Working Principles and Practices Impacting Employee Relations

Employee relations involve how employees and the management maintain working relationships and the working environment improved through transparent and fair practices (Bulinska-Stangrecka and Bagienska, 2021). The premise, therefore, of effective employee relations is BPE ensuring that the working environment follows a fair and equality procedure and principles. Throughout the organisation and its departments and practices, it is crucial to ensure that the activities promote equality and fairness and that strict measures are taken against individuals that violate these principles and practices. The positive implications are enhanced workforce engagement and relationships (Lu et al., 2023). On the challenging side, developing these policies and practices can be a costly and time-consuming process and activity.

Q7. Explain the main reasons why it is important that any changes made following the acquisition are planned and effectively managed. (AC 3.1)

Planning and effective management are intertwined processes critical for a company’s success. Planning involves setting objectives, analysing situations and creating strategies, while effective management ensures these plans are executed effectively by allocating the necessary resources (Gandrita, 2023). Changes made following the acquisition should be planned and effectively managed to ensure a smooth transition.

Clarity and direction - One importance of planning is clarity and direction, ensuring that all employees understand what is happening, why it is necessary and how it affects individual roles. (Liden et al., 2025) For example BPE and Zenixa staff should be told in advance about the changes expected to help reduce confusion during the transition.

Resource Allocation - Additionally, planning helps the company allocate resources such as time and budget appropriately without wastage (He et al., 2025). For example, by planning workers training on Zenixa’s online pharmacy service in advance, the organisation ensures employees are prepared ahead of time, preventing extra costs for repeated sessions.

Addressing Employee concerns - Effective management also helps address employee concerns and involving them in the transition process, which minimises resistance and builds trust and loyalty (Mousa et al., 2024). An example would be holding workers forums to allow employees to raise their concerns on the merged systems. Moreover, it supports employee wellbeing by mitigating stress and providing reassurance during the entire process.

Q8. Consider the importance and role that the people professionals in BPE and Zenixa could play during the changes. (AC 3.2)

Facilitator
One important role played during the change is a facilitator. This is a person who guides group processes, meetings and discussions to help employees and management work together effectively and achieve desired goals (Prikshat et al., 2025). In the process of Zenixa acquisition, facilitators are vital because employees in both organisations need support in adapting to new systems and cultures. They help reduce resistance, build understanding and help the staff feel included in the transition process. This improves morale and helps the organisation maintain productivity during the changes.

Record Keeper

Another essential role is the record-keeper. It is the responsibility of a record-keeper to secure and organise employee records such as personal information, employment history and payroll records. This role ensures the accuracy, confidentiality and accessibility of these crucial files (Rebuglio et al., 2025). During the acquisition process, accurate records are important because the companies must harmonise and ensure equality across all departments. The role also protects the organisation’s reputation and provides reliable data to help with informed decision making. Additionally, it supports transparency, which is essential for managing trust among workers during the process.

Q9. Discuss how the changes could impact people working at BPE and Zenixa. (AC 3.3)

The changes after the acquisition process could have a major impact on staff working for both BPE and Zenixa.

Job Security/Job Loss

One of the major impacts is job security or job loss. When two companies merge, there may be a need to reduce duplication of roles, particularly in administration and support sectors (Anand et al., 2023). For example, when BPE and Zenixa have similar positions, the combined organisation may need one person to perform the role. This may create stress and anxiety among employees who fear losing their jobs, moving through Kubler Ross change curve, impacting their morale and motivation at work. However, the issue can be managed through proper communication and transparent processes to help maintain employees’ trust.

Cultural Changes

Another major impact during the acquisition is adjustment to cultural changes. BPE has been using a flat structure and family-oriented culture, where staff have close interaction with clients. In contrast, Zenixa has been operating on a formal hierarchy structure with a centralised system. Combining the two different structures may make employees feel uncertain about the new culture. If not managed carefully, these differences could lead to conflicts and misunderstandings among workers (Abawari et al., 2024). The organisation could use the Fisher’s Transition Curve to explain how staff adapt to the new culture. However, the cultural adjustment can create a balanced working environment that values both trust and professionalism.

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