Solution Executive Summary This assignment aims to explain how a change process while guaranteeing that the team leader and members can implement it by leverage on the skills and capability possessed. This evaluation has focused on a new category management strategy by ADNOC. Through a focus Abu Dhabi National Oil Company (ADNOC), the best practice in change implementation has been evaluated. The selected category of spend is sourcing for Information Technology (IT) system as part of their operations.  Although they now have a system that enables suppliers to sign up and participate in procurement, they still need to update their sourcing strategy. ADNOC intends to improve its sourcing strategy by investing in the appropriate technology. A team selected from the PS&M would enable the deployment of this category under my guidance. To achieve the objectives of this report, various change management techniques, as well as leadership training to give leaders the skills they need to execute category management, have been used. This is relevant to drawing meaningful conclusions from both quantitative and qualitative data. The outcomes demonstrate that for the category management to be successful, the team must possess the necessary change management abilities. This presupposes that the leaders have total control over applying category management. These skills include the ability to embrace diversity and incorporate a range of sources. The success of adopting category management will also depend on the capacity of the assigned team to embrace innovation as a skill. The best practice also involves involving leaders in determining how the change will impact various stakeholders based on their influence and level of authority during the change process. This would make it possible to implement the best transformation strategy comprehensively. Ultimately, the observations and conclusions result in the development of several ideas, including;

• Within six months, PS&M personnel will be provided with chances for capacity building through partnerships with educational institutions to gain knowledge and skills for implementing category management.
• The PS&M would become more motivated in the long run by providing recognition and benefits for pursuing category management implementation.
• Within a year, an effective change management strategy would be pursued, focusing on tracking the change and spotting change resistance

  Table of Contents 1.0 Introduction. 3 1.1 ADNOC Organisation Background. 3 1.2 Identified Category Management 4 2.0 Change Management Approach. 5 2.1 Introduction of the Required Change Process. 5 2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management 8 2.3 Process of the Change Management. 9 3.0 Stakeholders Analysis. 11 3.1 Identifying and Analysing Stakeholders. 11 3.2 Communicating and Obtaining a Buy In for the Stakeholders. 13 4.0 Process of Implementing Change. 14 5.0 Ensuring Team Leader and Team possess Relevant Skills for Implementing the New Category (Managing People)  16 5.1 Approach of Leading the Team.. 16 5.2 Skills for Working Together Effectively and Successfully. 16 5.3 Team Diversity. 18 6.0 Conclusion and Recommendations. 19 References. 21   Figure 1: ADNOC Organisation Structure. 4 Figure 2:Drivers of Change Model 6 Figure 3:Summary of Forces for and against Change. 8 Figure 4:Summary of the ADNOC Stakeholders analysis 12 Figure 5:ADNOC Stakeholders Analysis. 13 Figure 6:PESTLE Analysis Summary. 15 Figure 7:Kotter 8 Phases of Change Implementation. 16 Figure 8:Tannebaum & Shmidt Model 17 Figure 9:Personality Traits summary. 18 Figure 10:Vroom-Yetton Jago Decision Model 19 Table 1:Summary of the Drivers of Change in ADNOC Organisation. 7 Table 2:SWOT Analysis. 9 Table 3:Gantt Chart 10 Table 4:Gantt Chart 11 Table 5:Summary of the Stakeholders Analysis. 13 Table 7:Summary of the RACI Matrix. 14

1.0 Introduction

1.1 ADNOC Organisation Background

In this report, the organisation of focus is Abu Dhabi National Oil Company (ADNOC). This is for understanding the impact of contract terms and conditions on distribution of risk and power with their suppliers. This is an organisation which began its operation in 1971 and today is ranked as the leader in diversified energy group which is owned by Abu Dhabi Government (ADNOC, 2022). The organisation network of holistically integrated business has based their operations across the entire energy value chain assisting their capacity for meeting overall demands of the consistently changing energy markets. For remaining competitive, the organisation has allocated $15 billion for advancing and accelerating lower-carbon solutions, investment in new energy solutions and decarbonisation technologies for lowering their carbon intensity with 25% by 2030 and successfully facilitating their NetZero by 2050 target. The company has a network of fully operational companies that operate throughout the entire hydrocarbon value chain, handling tasks including exploration, production, processing, storing, refinement, and supply in addition to manufacturing a wide range of petrochemical products. I work as a Contract Engineer for ADNOC Offshore, one of the company's divisions. The offshore division of ADNOC is responsible for the delivery and development of oil and gas resources in the waters surrounding Abu Dhabi. With OPEX and CAPEX, ADNOC Offshore spends over 3,000 million dollars annually. The organisation structure is as illustrated in figure 1; Figure 1: ADNOC Organisation Structure

1.2 Identified Category Management

The deployment of the iSourcing system, a technology-focused procurement procedure, was chosen as the category management in this study. The need for oil and gas has significantly expanded in the modern era since the Covid-19 epidemic. As a result, ADNOC is forced to spend money on equipment to help them process and refine more oil and gas products. In light of this, the team leader's responsibility is to see that an iSourcing system is in place and can be utilised to purchase the new machines that the company needs to upgrade its operations. Locally in UAE, regionally in the Middle East, and internationally in Western nations, this would apply. This project aims to produce a report outlining the implementation of the change approach. This is done while ensuring the team members and leader have the necessary abilities to carry out the plan successfully. Implementing the new category management strategy is the kind of change being sought. The learner will be the team leader throughout the full category management process since a team has been chosen to oversee the deployment of iSourcing. The practical approach would be utilising various tools and strategies that demonstrate leadership and best practices in change management, along with a focus on the category management data from the ADNOC firm.

2.0 Change Management Approach

2.1 Introduction of the Required Change Process

In its Procurement Supply and Management (PS&M) budget, ADNOC had allocated roughly 10 million UAEis before the COVID-19 epidemic. Up to 5,000 domestic and foreign providers are currently utilised in this. Because of the significant financial allocation in PS&M, the ADNOC sourcing method is crucial to their operations in this scenario. Logistics, equipment, and facility administration are all purchased separately by the organisation, all of which fall under the organisation's primary spending categories of computers and technical systems. As a result, they lack a centralised system that would allow all departments to be involved in aiding the procurement procedure (CIPS, 2020). The Burke-Litwin Model (Coruzzi, 2020) can pinpoint the internal and external factors that contributed to the identified change. This model ranks the many change drivers according to their importance and provides evidence of each one in figure 2;   Figure 2:Drivers of Change Model When taking into account the ADNOC organisation and indicated change, these elements have the following effects, as stated in Table 1: Table 1:Summary of the Drivers of Change in ADNOC Organisation

Factors of change	Explanation
External environment	Supply chain networks have been significantly impacted since COVID-19. ADNOC's ability to replenish stock, equipment, and machinery has been affected. Therefore, ADNOC would participate in strategic alliances by including diverse actors and intermediates in the complete value chain through iSourcing
Individual and oganisational performance	ADNOC's investment in iSourcing would reduce PS&M turnover, everyone's performance, and supply chain network satisfaction.
Leadership	To ensure iSourcing success, the PS&M will lead and manage efficiently. This inspires and guides other organisations to iSourcing success.
Mission and strategy	The achievement of ADNOC's aim to provide high-quality oil and gas products would be ensured by the deployment of iSourcing. The justification for this is to quickly and effectively engage highly qualified vendors.
Organisation culture	Implementing iSourcing would promote the collaborative and teamwork-oriented organisational culture of ADNOC. This is due to the platforms offered by iSourcing that provide suitable options for teamwork and collaboration.
Task requirements and individual skills	Employees at ADNOC lack the knowledge and skills necessary to deploy iSourcing. This deficit might be filled by offering possibilities for professional advancement. Implementation of the change would be successful.
Employee motivation	This report's proposal suggests that providing monetary and non-monetary rewards is necessary to encourage people to adopt iSourcing. This is for employing remarkably contemporary systems of practice.

  Assessing the change's supporters and detractors is also crucial. The Lewin Force Field Forces (Gaivoronskaya et al., 2021) should consider these factors. Figure 3 shows that change-supporting variables were 12 and 8, respectively. The adjustment is appropriate in this case. Figure 3:Summary of Forces for and against Change

Since the COVID-19 pandemic, ADNOC has struggled. Flechsig et al. (2022) say delayed service delivery and internal process automation reduce efficiency. Thus, integrating internal procedures, evaluating vendors, and monitoring the sourcing process with iSourcing will benefit ADNOC. A successful and efficient supply chain would result—in situational leadership to handle all everyday situations. Mulyana et al. (2022) define this as improving cost reduction, client satisfaction, and complex and critical processes. The ADNOC organization's automation and flexibility would improve. This involves learning, teamwork, and smart buying. Those fighting against iSourcing face massive supply chain challenges. Yevu et al. (2021) projected network security, system reliability, and persistent unauthorised access difficulties for ADNOC. This would hurt ADNOC's reputation with stakeholders, make persuading clients hard, and alienate supply chain actors. Transformational leaders may remedy this by creating enduring, positive change in their followers and moulding ADNOC PS&M followers into leaders.

2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management

Additionally, it is crucial to comprehend the Strengths, Weaknesses , Opportunities, and Threats associated with the present strategy and the new category strategy for the change implementation to succeed. To do this, CIPS (2022) recognizes SWOT analysis as influential in capturing various decisions taken and would aid in guiding and educating category management. Table 3 illustrates the SWOT Analysis; Table 2:SWOT Analysis                                 In conclusion, as shown in Table 1, while the existing strategy has strengths such as giving opportunities for comparison, transferring risks, and extensive evaluation, it is time-consuming and expensive. Using iSourcing makes it feasible to provide chances for risk transfer, pricing comparisons between suppliers, and finding the best items. Furthermore, it ignores sustainability-related aspects essential to contemporary procurement strategies (Hazaea et al., 2022). To equip staff members with the necessary abilities to use the new system, ADNOC must pursue security measures and ongoing capacity development. To handle the interference, a leader must promote the consultative approach in the sourcing process. To continuously acquire new skills and information, relevant L&D plans have been granted.

2.3 Process of the Change Management

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In summary, this report has provided a comprehensive analysis of ADNOC’s procurement strategies and risk management frameworks underscores the critical importance of proactive and strategic approaches in the energy sector. The key findings indicate that through embracing advanced technologies such as AI-driven analytics and supply chain management software, ADNOC can effectively anticipate market trends, mitigate operational risks, and enhance decision-making capabilities. Moreover, the development of agile compliance and sustainability programs enables ADNOC to adapt swiftly to regulatory changes while bolstering its reputation as a responsible corporate entity. Another key finding is that supplier diversification emerges as a pivotal strategy to safeguard against supply chain disruptions, offering ADNOC flexibility and resilience in volatile market conditions. This is with the findings evidencing that strategic partnerships with suppliers not only mitigate risks associated with single-source dependency but also foster innovation and quality improvements. The emphasis on continuous performance improvement and the proactive management of contract lifecycles further contribute to ADNOC’s operational efficiency and cost-effectiveness. By using different models and techniques analysis, ADNOC’s commitment to integrating these strategic recommendations into its procurement practices positions the organization to achieve sustainable growth, operational excellence, and competitive advantage in the global energy market. By aligning procurement strategies with broader organisational goals and leveraging cutting-edge technologies, ADNOC can navigate complexities, drive innovation, and ensure long-term success in a rapidly evolving industry landscape.  Recommendations

• Implement one AI-driven analytics platform by Q4 2024, integrating with existing systems and training staff to enhance forecasting accuracy and negotiate a 10% reduction in supplier costs, led by the IT, procurement, and finance departments. Despite potential initial costs and staff adaptation challenges, this initiative aims to achieve a 15% increase in forecasting accuracy.
• Fully deploy advanced supply chain management software by Q2 2025, partnering with a leading provider and training teams to reduce disruptions by 20%, thus increasing overall supply chain efficiency by 5%. This effort involves collaboration between supply chain management, IT, and vendor management teams, despite initial disruptions and high upfront costs.
• Establish a cross-functional compliance team by Q3 2024 to develop three new policies annually, ensuring 100% compliance with regulations and enhancing reputation metrics by 15%. Led by legal, compliance, and HR departments, this initiative aims to overcome resistance to policy changes and resource-intensive monitoring efforts.
• Implement three financial instruments (futures, options, currency swaps) by Q3 2024, collaborating with financial experts to reduce financial risks by 20% and achieve a 10% increase in financial stability. This effort, led by finance, risk management, and external advisors, addresses potential challenges in market volatility and regulatory constraints.
• Engage multiple suppliers and form five strategic partnerships by Q4 2024, increasing supplier diversity by 30% and improving supply chain reliability metrics by 10%. Led by procurement, vendor management, and supply chain analysts, this initiative aims to mitigate dependency risks and manage supplier relationships effectively. Potential challenges include maintaining consistency in product/service quality across diverse suppliers and increased administrative burden in managing multiple partnerships.
• Conduct market and competitor analyses twice a year starting Q3 2024, aiming to increase procurement cost savings by 15% through better negotiation strategies and timely market insights. This effort, involving procurement, and strategy departments, addresses challenges in data availability and competitive analysis capabilities. Potential challenges include delays in obtaining and analysing market data and difficulty in predicting competitive moves accurately.