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Changes Realised After Digital Disruption

Discuss About The Student Attitudes Behaviours Toward Digital.

Due to new technology, innovations and advancements leading to digital disruption, John’s Ltd Company has been doing well and performing excellently by offering quality services to its consumers. It has also achieved a better communication channel in the organisation ranging from heads to minor workers in the organisation. The performance cannot be correlated to the time when the business had no any digital disruption. In this report, changes the firm has realised after the digital disruption and before are tackled.  The disruption is all about electronic record keeping. Electronic record keeping can be said to be one of the digital disruptions that has helped in the revolutionary of all smartphones production industries. Then, challenges that come hand in hand with the digital disruption has also been talked about.

Digital disruption has both positive and negative changes (Hoekstra 2014). These adverse changes are the challenges it has since every new technology change, has problems. John’s Ltd Company has used several resources to catch up with the disruption. This includes training employees on how to work with the new digital innovation and also what do with it. Digital disruption also needs adjustment of workforce framework and content presentation (Waldman 2012). Also, the organisation now works under the policy of digitalism rather than its own that include online rules and regulation and ethical laws. Most of the disruptions are costly in that, for example, social media sites need data and t for the apps and blogs, those creating them must be paid an enormous amount of money from the company.

Customer

Product/ services

Major Activities

Participants

Information

Technology

Customers here are the suppliers and distributors  of the given quality and quantity of a given type of smartphone

·         Production

·         Assembling

·         Packaging

·         Distribution

              Storage

·         Maintenance of production records

·         Maintenance of assembling records

·         Maintenance of packaging records

·         Maintenance of distribution records

·         Maintenance of storage records

CEO

Project manager

Technology Head

Customer relation

Hunan Resource

Information is collected effectively but stored in the traditional way. i.e. in papers and old filing system

Manual and old system of documentations are used to handle and keep/ store all record and documents in the organisation

Suppliers and distributers are the main customers. There are different types of suppliers and distributers. The large scale and small scale suppliers and distributors. There are different sectors made and directed only to serving their respective type of supplier or distributer.

The company deals with production of the current generation smartphones and mobile phones. Various department and sectors have been created to facilitate their respective clients and customers for ease and efficiency in the working environment. They include communication and transport department.

The company has various departments that performs the following major activities;

Communication department- All sorts of communications are done by the communication director and directed from. The communication includes internal and external communications.

Transport Department- All transport activities are done and confirmed here by the communication section head in charge on that respective day and time.

Positive and Negative Changes of Digital Disruption

Human resource management Department- Employees records and bio data are kept by this department in this organisation. They are maintained and stored. They include salaries and other significant documents about each and every employee within the company.

Technology department- A number of technology innovations and advancement practises including tests are done and kept here for further advancement and innovation in technology in the industry.   

Is the head of the entire organisation and is accountable for any activity that takes place within the business and company environment. He has a role of developing, planning and consummating any idea will help the growth and advancement of the industries and its production.

Is the most crucial person. Deals with capital and money values within the organisation and deals with it as per the organisation’s requirements.

All the sectors and departments in the company depends on low and poorly advanced software leading to poor production and efficiency of the general company.

They help in handling customers and recoding their grievances and complains, and giving them directives as per their areas and questions of interest.

Information is received manually. The entire information being received and supplied in the organisation relies on the primary communication methods. An advanced up to date communication method is not present.

Customers

Product/ Services

Major Activities

Participants

Information

Technology

The customers are now getting quality services and they can now communicate to the company effectively and their records can be traced to them with total ease.

·         Online delivery.

·         Customer online. notifications and alerts

·         Collective customer agreement.

·         Increased supply and delivery.

·         Improved communication network and channel. 

·         Automatic customer and backup of both customers and productions in the organisation.

·         Department connection via fibres and comports for enhancement of ideas sharing.

·         Effective and advanced record keeping and filing.

·          A cantered database connected from other branches from the main industry.

CEO

Project manager

Technology Head

Customer relation

Hunan Resource

The entire company system has become more reliable, transparent and effective.

Centred information sharing from the company branches to the main branch.

Readily and available information sharing from all the branches to the main centre.

Advanced ERP system for data storage and backup.

Social interaction platforms.

Specifications

Before

After

Customer management

All data was b being handled and operated at an independent station’s system at every branch.

There is a centralised data handling mechanism.

Company’s system

It was primary manual system

Lesser reliable and efficient

Slow process activities

Advanced tertiary system with and advanced and improved communication system

More efficient and reliable

Faster and accurate system

Accounting and Finance

More time was consumed in order to generate and produce and financial and account document and record or statement.

Information is readily available, anytime and anywhere.

Filing System

There was an old form of filing where papers were being used for record keeping and saved in files.

There is an advanced online record keeping.

Data Analysis

All the company’s data were handled and analysed inappropriately and independently.

A centralised data handling and effective due to readiness in the data availability.

It is recommended that before business and organisation gives any digital disruption a chance, it must have adequate resources for the expansion and adjustment of the needed area from the workforce to work plan (Guillén & Ontiveros 2016). It is again recommended that the company must come up with a new way of working. It must be ready to do away with the old one no matter how productive it was and concentrate on the newly adopted one. The new digital disruption is recommended to be embraced (Skipper & Hanna 2009). This is whereby t should be accepted and not be kicked away. Questions about it must be asked and those successful businesses that have tried it be incorporated into the plan. Companies must also come up with a creative and strategic plan. This shall involves testing the new digital disruption both internally and externally.

The business must first weigh the negative and positive aspects of the digital disruption. After this, it can now recheck where the strength falls then implement it or not depending on the findings (Christensen, Wang & Van Bever 2013). Some finances and revenue should also set aside to enable the expansion of the business and buying of new digital commodities and work plan that will be needed during this event and activity. Apart from that, the given business must only do away with its old working plan and strategies just if the new one has picked up (Selwyn 2013). Then, it should not be that much accepted (Brad, Noronha & Wade 2015). It should be done gradually as a test is conducted on how to improve it and make it work best for its customers and services the organisation provides.  

Resources for Catching up with Digital Disruption

Conclusions

Technology does change, and in case of any, digital disruptions do occur (Bowen, Morara & Mureithi 2009). For effective productivity of a company or organisation, it must move with the current digital disruption to suit its performance. This will help it fit well and effectively in the competitive environment with its rivals. Research should be conducted about it a high-quality recommendation is taken into consideration. Immediate implementation should be done bearing in mind that not every new technology usually is compatible with every business activity. The more qualified workforce should also be taken into consideration than those present and with adequate skills and information about the digital innovation. All were members of that organisation should be trained and taught on how to deal and carry on with such an event in case it happens and when implemented. For quality performance, it should be first tested, and then implementation follows after the findings and conclusion (Schmidt & Cohen 2010). 

Reference

Avram, M.G. (2014). Advantages and challenges of adopting cloud computing from an    enterprise perspective. Procedia Technology, 12, pp.529-534.

Ayo, C.K., Adewoye, J.O. and Oni, A.A. (2011). Business-to-consumer e-commerce in    Nigeria: Prospects and challenges. African Journal of Business Management, 5(13), p.5109.

Bowen, M., Morara, M. and Mureithi, M. (2009). Management of business challenges       among small and micro enterprises in Nairobi-Kenya. KCA journal of business management, 2(1).

Bradley, J., Loucks, J., Macaulay, J., Noronha, A. and Wade, M. (2015). Digital vortex: How digital disruption is redefining industries. Global centre for Digital Business Transformation: An IMD and Cisco initiative.

Christensen, C.M., Wang, D. and Van Bever, D. (2013). Consulting on the Cusp of Disruption. Harvard business review, 91(10), pp.106-114.

Guillén, M.F. and Ontiveros, E. (2016). Global turning points: the challenges for                business and society in the 21st century. Cambridge University Press.

Hoekstra, A.Y. (2014). Water scarcity challenges to business. Nature climate change, 4(5), p.318.

Iordanova, D. (2012). Digital disruption: Technological innovation and global film circulation. HRVATSKI FILMSKI LJETOPIS, 18(72), pp.33-53.

Markides, C. and Sosa, L. (2013). Pioneering and first mover advantages: the importance of business models. Long Range Planning, 46(4-5), pp.325-334.

McQuivey, J. (2013). Digital disruption. Unleashing the next wave of innovation.

Probst, G., Raisch, S. and Tushman, M.L., 2011. Ambidextrous leadership: Emerging challenges for business and HR leaders. Organizational Dynamics, 40(4), pp.326-334.

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

Selwyn, N. (2013). Discourses of digital ‘disruption ‘in education: A critical analysis. Fifth International Roundtable on Discourse Analysis, City University, Hong Kong, pp.23-25.

Skipper, J.B. and Hanna, J.B. (2009). Minimizing supply chain disruption risk through enhanced flexibility. International Journal of Physical Distribution & Logistics Management, 39(5), pp.404-427.

Waldman, S. (2012). Creative disruption: What you need to do to shake up your business in a digital world. Pearson UK.

Weisberg, M. (2011). Student attitudes and behaviours towards digital textbooks. Publishing Research Quarterly, 27(2), pp.188-196

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