Leading through digital disruption

Leading through digital disruption

CONTENTS
INTRODUCTION......................................................................................................................1
TASK – 1 (THE CASE FOR CHANGE)..................................................................................1
Overview of the company......................................................................................................1
Why Anheuser-Busch (AB) InBev is digitally transforming?...............................................1
Company’s objective of digital transformation......................................................................2
TASK – 2 (GAINING DIGITAL BUSINESS AGILITY)........................................................2
Hyperawareness......................................................................................................................3
Informed decision making......................................................................................................3
Fast execution.........................................................................................................................4
TASK – 3 (CREATE A DIGITAL READY CULTURE).........................................................4
Putting the customer first........................................................................................................4
Creation of collaborative culture............................................................................................5
Instilling a culture of innovation............................................................................................5
Becoming a digital champion.................................................................................................5
TASK – 4 (STEER COLLABORATION)................................................................................6
Job description of Chief Collaboration Officer (CCO)..........................................................6
Ways of increasing collaboration across team members and departments............................6
TASK – 5 (DEVELOP YOUR LEADERS)..............................................................................6
Leadership style......................................................................................................................6
Approach from developing leadership style...........................................................................7
CONCLUSION..........................................................................................................................8
REFERENCES...........................................................................................................................9

INTRODUCTION
Digitalization is being regarded as an important method that makes sure the success of
the companies. There are different firms who have turned their business into digitalization
and has protected the market share without having any physical stores. However,
transforming the firm into digital model involves huge difficulties (Vial, 2019). Considering
this, Anheuser-Busch (AB) InBev, a UK based drink and brewing company is being taken
into account who are transforming into a digital model and making use of artificial
intelligence and cloud. The current research report will emphasize on opportunities and
challenges being faced by the leaders while this transformation and will throw light on
importance of technologies and human factors to lead this transformation. Reflection on
mechanism required for building teams will also be included.
TASK – 1 (THE CASE FOR CHANGE)
Overview of the company
Anheuser-Busch (AB) InBev is a UK based drink and brewing company based in
Belgium founded in the year 2004. The global functional management office of the company
is in New York. Furthermore, the company is being involved in the manufacturing,
distribution as well as ales of beer, soft drinks and other alcoholic beverages all across the
globe. Due to the current covid19 pandemic there has been disruption in the present
distribution networks and this has forced AB InBev to invest heavily on online supply
technology firms by its corporate firm ZXVentures for meeting the desires of the company in
particular field (Helgøy and Homme, 2017).
Why Anheuser-Busch (AB) InBev is digitally transforming?
Because of the Covid19 pandemic, there has been different challenges being posed to
the business corporations. Currently, it is becoming quite difficult for the companies like AB
InBev to replenish their market as well as organizational creativity for exploiting novel ideas
in the firm. For alignment of activities of the business for meeting the requirements of the
clients, firm is implementing innovations in this new standard for encouraging digital
transformation. Moreover, this consumer-based products industry came across with varied
flocking issues such as non-movement of non-essential goods etc. Due to this, the business of
the firm moved one step back and forced them to reconsider their marketing distribution,
management along with the other operations of their cash flows.
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Company’s objective of digital transformation
Considering the current situation of the market and the pandemic trend, there has been
rise in the trend of online delivering platforms such as Amazon, Swiggy, Zomato and many
other serving beers to the clients (Rose, 2020). Thus, AB InBev want to make use of this
electronic commerce delivering platforms and food supply applications for boosting their
income and attaining more market share. One of the important objectives behind digital
transformation is to have zero incidents of their fleet and technology can help in attaining this
target. The floors of the company are being presently premeditated for tracking, protecting as
well as managing safe comportments such as heavy breakage, high pace and utilization of
dangerous way using seat belt sensors, telemetric along with safety alarms. Another objective
is to augment their market ration by 3 percent in next three year and finally, boosting the
satisfaction level and loyalty of the customers by 10 percent increase in coming three years.
TASK – 2 (GAINING DIGITAL BUSINESS AGILITY)
For the purpose of gaining digital agility through leveraging on the model being
industrialised by the Global Center for Digital Business Transformation that is “Digital
Business Agility Model” it can be decided that which technology or initiatives can be utilized
by the company. This model is quite significant as it helped in indirection of construct of
digital vortex for conceptualizing the manners in which digital disruption impacts the
industries as well as companies.
Figure 1: Digital Business Agility Model
(Wade, 2016).
According to the digital business model, there are basically three things which are the
firm is required for becoming agile that is hyperawareness, informed decision making and
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