How to adapt to fast-changing environments
: the case of Ceridian HCM Inc

  • Debora Prossomariti (Student)

Student thesis: Master's Thesis


The present thesis investigates the major factors that can help firms to more effectively cope with fast-changing environments, through the analysis of a case study. More precisely, Ceridian Inc ’s transformation and evolution in the HCM market over the last years is being analyzed because it allows to connect academic material with real world scenarios.As a foundation of the present study, several theoretical perspectives and concepts have been discussed, including Strategic Change, Organizational Agility and Dynamic Capabilities. Data and information concerning the organization were collected through multiple sources, including the company’s website, press releases and articles and a personal interview. The case explores the importance of developing DCs and an innovative organizational culture in fast-paced environments. It also stresses the key role played by constant efforts on R&D and a strong focus on both customer and employee experience.This case study adds to the body of research providing a real-life example of a firm whose approach has “challenged” the traditional perspectives towards change, which generally lie on assumptions mainly based on stability and routine. Instead, Ceridian HCM Inc. kept being updated, proactive and agile over time, developing a culture of innovation, considering the overall ecosystem characterized by “ongoing, evolving, and cumulative” change, as a demonstration that, approaching change, both on a micro and macro level, can allow firms to better cope with the current business environment
Date of Award2 Feb 2021
Original languageEnglish
Awarding Institution
  • Universidade Católica Portuguesa
SupervisorPatrícia Machado (Supervisor)


  • Strategic change
  • Organizational agility
  • Adaptation
  • Leadership
  • Digital transformation
  • Culture
  • Innovation
  • Exogenous shocks
  • Dynamic capabilities


  • Mestrado em Finanças

Cite this