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Overview of Digital Disruption

Discuss about the ICT Professional Practice and Ethics for Digital Disruption.

Cloud, big data, and mobile are changing the modern business world, and this is digital disruption (DD). Technology has gained a foothold in today’s business world. However, technology is falling out of favor and getting replaced by the digital revolution. No company is too large to collapse, and all companies have to be technology based to remain competitive in the market (Gilbert, 2015, p. 180). Keeping pace in the world of digital transformation requires radical technological transformations. Companies that fail to embrace this technological change or gather creative talents to help in its implementation run a serious risk of getting disrupted by those that embrace the same (Yang, 2014, p. 260). Digital disruption may be scary to even the biggest enterprise businesses (EB), and this happens in all industries. Thanks to Tata Communications for adopting digital disruption (DD) that helps the company create a new market and value network that in turn disrupts existing markets, value networks, and hence displacing outdated technology (Hirt and Willmott, 2014, p. 1). This report outlines the transformations that have occurred in Tata Comm due to digital innovation using WCA. 

Tata Communications is an international communications and enterprise IT services provider in more than 200 countries. Tata Comm operates the world’s most subsea cable network, providing first-class data infrastructure, enterprise solutions and networks to businesses globally (Thomsen, 2011, p. 40). Primarily, the company offers global long-distance telephone services, data and network services to enterprises, and voice solutions to consumers worldwide. Formerly known as Videsh Sanchar Nigam (VSN), the entity became part of Tata group in 2002. In 2008, VSNL International, VSNL, VGSL, Teleglobe, CIPRIS, and Tata Indicom Enterprise Business Unit were brought under one international brand name, Tata Communications. Recently, Tata Comm has set phase on digital disruption worldwide (Thomsen, 2011, p. 42). Due to its tireless efforts of training and provision of advisory services to organizations, Tata Comm has been named as the principal partners by the Confederation of Indian Industry (CII) to assist Indian companies in unlocking the real benefits if digital revolution (Kannan et al., 2013, p. 740). Tata Comm is benefiting from digital disruption, and this forms the basis of this study. 

This report discusses digital disruption in professional practice and ethics as applied by Tata Communication in providing the digital consumers and enterprises with data and network services. Tata Comm has migrated and displaced the use of outdated technologies and adopted the internet of things (IoT) technology in meeting enterprises and consumer needs globally (Hang, Garnsey and Ruan, 2015, p. 90). The WCA framework using two matrices will be adopted to analyze Tata Comm's WCA prior to digital disruptions and its WCA after a digital disruption. The digital disruption events at Tata Comm include:

  1. Adoption of IoT in its network and telephony services,
  2. Advanced enterprise data harvesting and Data Logistics Cloud (DLC),
  • Real-time data analytic and assimilation,
  1. Global product management (GPM) and data center services prior 

Introduction of Tata Communications

Prior to digital disruption events, Tata Comm used outdated technologies due to lack of relevant information about industry 4.0 (Kopetz, 2011, p. 44). To analyze this, a matrix will be used to show the cons that the company was exposed to both internally and externally in its performance:

Internal Analysis

External Analysis

The company was slow and unwilling to invest in real cloud services provision.

Tata company growth rate was slow in international markets such as the US. The company had little direct sales to global markets other than India.

Lack of creativity and innovation by employees due to the use of old technologies and inability to update their services with changes in technology

Difficulties in getting things done in remote areas due to poor internet bandwidth in the overseas markets

Work culture was stressful for telephony services by teams to customers and internet enterprises was scattered all over the world.

Unreliable enterprise data harvesting and DLC by the enterprise customers due to Tata’s inability to enhance Real-time data analytic and assimilation

Decision making by the management was slow due to the adoption of outdated technologies

Lack of information and proper understanding of the pace adopted by high tech global companies hence losing competitiveness to American companies.

Tata Comm has reaped numerous benefits through its adoption of IoT and continually helps more enterprises in advanced data harvesting, processing and delivery of solutions to all consumers over a scalable platform called DLC (Schmidt and Cohen, 2010, p. 75). The salient points associated with DLC to Tata include:

Data cloud enablement platforms and technology partnerships: As a result, this has established superior network intensity and highly available cloud platforms that benefit enterprises. Further, this has enhanced telephony data security, flexibility, and scalability for consumers and enterprises (Lee et al., 2013, p. 280).

IoT data transmission solutions to consumers and enterprises: This has enabled them to gain insights and spearhead proactive actions on asset optimization as well as proper management of resources (McQuivey, 2013, p. 20). IoT has enabled Tata to establish well-documented data center infrastructure and global networking of enterprises.

Partnerships with other service provider companies in the market: The adoption of new digital disruption of DLC has made Tata partner with Skylab’s solutions to establish a full spectrum through which clean energy solutions has been enhanced (Marshall, Mueck, and Shockley, 2015, p. 33). Also, this has leverages Tata’s technological capabilities of driving IE and NOCC with accurate reporting and real-time performance dashboard (Wortmann and Flüchter, 2015, p. 222).

In an illustration, the WCA of Tata after this DLC digital disruption is as below:

Internal Analysis

External Analysis

India’s digital infrastructure has advanced through a combination of technological innovation and policy making. Industry 4.0 has made Tata gain proper emphasis on DFT.

Over 24 percent the world’s internet routes travel over Tata’s network and cable. Cloud enablement platforms have empowered enterprises ability to easily connect and build both private and public hybrid channels.

Initiation of data science and field of analytics that has spark innovations on how to voice solutions to consumers about their data security.

Tata has become an expert in offering customers and its partners with first-class digital infrastructure and services through which enterprises significantly secure big data.

Increased rates of customization and supply chain patterns are being disrupted and integrated into Tata’s digital intelligence

Increased investment in data centers and the construction of IT backup system for enterprises data security and collaboration.

Tata has built a network through which it acquires medium-sized companies. As a result, Tata remains among the largest service provider by global size and scale.

The global business model in the communication sector has been disrupted by Tata’s adoption of IoT in a less agile focus that has significantly advanced its cloud analytics services to enterprises.

The fact that Tata has benefited from digital disruption, there are some issues that need to be addressed as recommended below:

  1. Tata should bring expertise in order to offer high-quality cloud-based services to customers by constructing a world-class digital infrastructure.
  2. Being in the era of industry 4.0, Tata should encourage innovation on the key opportunities unexploited by other service provider companies to increase their competitiveness (Xia et al., 2012, p. 1101).
  • The IT department at Tata needs to undertake IoT enabled solutions to enterprises portfolio and customers private data.
  1. Tata should champion for digital economy measures in India by bringing together key decision makers, technological innovations, and business voices to spark connections that unleash reliable digital changes to enterprises and the consumers at large (Weber and Weber, 2010, p. 12). 

Base on the above recommendations, Tata Comm has to implement a plan that will enable the company to cope with digital disruptions in this technologically evolving world. The implementation plan should be as follows:


Approximated Period (Months)

Recruit skilled and competent IT experts


Budget for technological innovations on cloud-based services


Invest in data security infrastructure


Define roles and responsibilities internally


Partnership with other service provider companies in India and globally



In conclusion, Tata Comm operates in a highly competitive technological environment. Tata Comm needs to champion digital disruption in its telephony service provision to vendors. The company meets public telephony services demand to the Indian market and other international markets in which it operates. The adoption of digital technology and IoT by Tata has made the company excel in the voice and data business in the globe. However, Tata Comm needs to transform its focus from telecom services to that of information, retail communications services, media, enterprise markets and wholesale services in order to gain competitiveness and sustainability in the service provider industry. also, Tata Comm needs to establish its capabilities in security, cloud, and other services collaboration from this digital disruption across the world. 

Gilbert, R.J., 2015. E-books: A tale of digital disruption. Journal of Economic Perspectives, 29(3), pp.165-84.

Hang, C.C., Garnsey, E., and Ruan, Y., 2015. Opportunities for disruption. Technovation, 39, pp.83-93.

Hirt, M. and Willmott, P., 2014. Strategic principles for competing in the digital age. McKinsey Quarterly, 5, p.1.

Kannan, P.V., Jain, M., Vijayaraghavan, R., Albert, P.S. and Amudhan, V., 7 Customer Inc, 2013. Mining interactions to manage customer experience throughout a customer service lifecycle. U.S. Patent 8,396,741.

Kopetz, H., 2011. Internet of things. In Real-time systems(pp. 307-323). Springer, Boston, MA.

Lee, G.M., Crespi, N., Choi, J.K. and Boussard, M., 2013. Internet of things. In Evolution of Telecommunication Services (pp. 257-282). Springer, Berlin, Heidelberg.

Marshall, A., Mueck, S., and Shockley, R., 2015. How leading organizations use big data and analytics to innovate. Strategy & Leadership, 43(5), pp.32-39.

McQuivey, J., 2013. Digital Disruption: Unleashing the next wave of innovation.

Schmidt, E. and Cohen, J., 2010. The Digital Disruption-Connectivity and the Diffusion of Power. Foreign Aff., 89, p.75.

Thomsen, S., 2011. Trust ownership of the Tata Group.

Weber, R.H., and Weber, R., 2010. Internet of things (Vol. 12). New York, NY, USA:: Springer.

Wortmann, F. and Flüchter, K., 2015. Internet of things. Business & Information Systems Engineering, 57(3), pp.221-224.

Xia, F., Yang, L.T., Wang, L. and Vinel, A., 2012. Internet of things. International Journal of Communication Systems, 25(9), p.1101.

Yang, S.H., 2014. Internet of things. In Wireless Sensor Networks (pp. 247-261). Springer, London.

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