Certis started in 1958 as a Singapore government unit for auxiliary police, and restructured into a private commercial entity in 2005. Certis Group transformed from a traditional, labor-intensive physical guarding service provider into a digitally advanced provider of integrated operations technology services for security, facilities, visitor management, and other types of monitoring related businesses. Their digital transformation was enabled by a platform created for orchestrating Internet-of-Things sensor streams with Al-enabled analytics, centralized command and control, and workforce coordination and communication. This new "Security+" approach to delivery made it possible for Certis to scale beyond prior limits, integrate across multiple service lines, and offer new types of services. Carefully read the case and supplementary materials, and answer the following questions: 1. What was the value proposition of Certis's digital transformation to their customers? [ 2. Explain how Certis pursued both exploitation and exploration strategies in its digital transformation. Was the transformation driven primarily by exploitation or exploration? [ 3. How did Human Resources (HR) support Certis's change efforts. [. 4. Describe Paul Chong's change leadership approach using Kotter's 8 step model. What did Chong do in each of the 8 steps? [3 5. Based on Kotter's model, what additional actions could Certis have taken to institutionalize the change (step 8)? [10