Leading through Digital Disruption

This report discusses Tesco's digital transformation during the pandemic of Covid-19. It covers the objectives of digital transformation, the digital business agility model, creating a digital ready culture, steering collaboration, and Goleman's leadership styles. The report also includes a job description for the Chief Collaboration Officer position.

Leading through
Digital Disruption

Contents
INTRODUCTION...........................................................................................................................3
TASK1.............................................................................................................................................3
The Case for Change...................................................................................................................3
TASK2.............................................................................................................................................5
Gaining Digital Business Agility.................................................................................................5
TASK 3............................................................................................................................................6
Create a Digital Ready Culture....................................................................................................6
TASK 4............................................................................................................................................7
Steer Collaboration (400)............................................................................................................7
TASK 5............................................................................................................................................7
Goleman’s leadership styles........................................................................................................7
REFERENCES..............................................................................................................................10

INTRODUCTION
Digital disruption is defined as the affects that plays important role in changing the fundamental
expectations as well as behaviour in a culture, industry, market or process that are caused by
expressed thoughts, channels, assets and digital capabilities. Major cause of digital disruption is
the rapid advancement in technology and globalization. In this report Tesco organisation is taken
into consideration. It implement digital transformation in business operations such as started
online shopping during the pandemic of Covid-19 in order to run business operations.
This report covers description of organisation and in which market it operates as well as
objectives of digital transformation. Along with that, digital business transformation and digital
business agility model and digital ready culture in explained. Furthermore, steer collaboration
between team and departments as well as Goleman’s style of leadership that helps business in
digital transformation are mentioned in this project report.
TASK1
The Case for Change
Introduction of organisation: Tesco is defined as the British multinational groceries as well as
general merchandise which is founded in the tear of 1919 by Jack Cohen. Headquarter of
organisation situated in London, England, UK and it is third largest retailer in the world as gross
revenue and ninth largest in the world as per revenue.
What business does: As Tesco is the multinational retailing organisation and it carries business
operations through multi-format stores and online websites. There are various products and
services are offered by Tesco such as food, health, homeware, clothing items, electronic items
and online retailing for home shopping market (Matzler, and et. al.,2018). Along with that, Tesco
also offers various wide array of food and non-food items such as fresh food, drinks, grocery,
bakery, home and entertainment products baby products, house hold appliances beauty and
consumer goods.
In which market it operates: Headquarter of Tesco is situated in United Kingdom as well as it
has multiple divisions in various parts of the world such as Ireland, Malaysia and European
outlets. Along with that, it serves in the markets of Hungary, Czech Republic and Slovakia that
helps organisation cover higher market share and customer base.
Requirement of digitally transforming in Tesco:

Digital transformation: Digital transformation is defined as the process of implementing
digital technologies for the purpose of creating new and modify existing business processes,
customer experience, culture in order to meet changing business and market requirement. Digital
transformation reimagining business into digital age.
During the pandemic of Covid-19, Tesco start facing challenges because there is huge rush to its
stores while other outlets are temporarily closed. In this situation customers wants to buy with
safety from their homes so demand of online shopping grew at an unprecedented rete. So, Tesco
has taken decision to digitally transform its operations through using E-commerce. It helped
internal teams rally to support customers and partners during the situation of lockdown (Baiyere,
and Hukal, 2020). Along with that Tesco also uses Artificial intelligence, predictive analytics,
Internet of things and other transformative technologies that helps business to meet sudden
demand and supply trends. In order to meet needs, demands and preferences as well as
maintaining existence of business during pandemic is the major reason for which business
adopting digital transformation.
Present the objectives of its digital transformation
Digital transformation is defined as the plan that redefine business processes, model,
domain as well as organisational culture through using latest tools and technologies that
improves overall effectiveness of business operations. There are various objective for which
business uses digital transformation through using E-commerce (Krämer, and Kalka, 2017).
These objectives are defined below:
 E-commerce is the digital transformation that is adopted by the Tesco in order to increase
collaboration with customers during the pandemic of Covid-19.
 Usages of digital tools and techniques enhance employee performance. Business is being
disrupted by the ever-changing digital trends and technologies.
 Digital transformation enhances overall efficiency of Tesco through enhancing its sales
and revenue during pandemic.
 Tesco get competitive advantages through adopting e-commerce because it enables
business to reach wider customers and provide them desirable products and services.

TASK2
Gaining Digital Business Agility
Gaining Digital Business Agility is defined as the ease with which an organisation can rapidly
enable, update, adopt as well as change their process. It is considered as the specific type of
business agility that involves various tools, software, process that are used by organisation to
perform business basic functions in efficient manner.
Gaining Digital Business Agility Model: It includes three basic pillars that help business to
adopt, enable and change new that help business to perform its determined operations properly
with the help of digital technologies. All these stages are mentioned below:
Hyperawareness: Hyperawareness is defined as the organisational ability to detect as
well as monitor change in its business environment. Bother internal and external factors created
opportunities and threats for business (Müller, and et. al., 2020). Tesco analyse all associated
benefits and risk with digital transformation such as e-commerce than take actions accordingly.
Make informed decisions: It is defined as the business ability to take bets decisions
among all possible situations. Tesco conducts mature data analytics capability that facilitates
business to take efficient decisions regarding digital transformation in business. Experts of Tesco
analyse all relative factors than take decisions for implementing technologies in appropriate
manner.
Execute fast: Fast execution is business ability to carry out its plans quickly and
efficiently. In large organisations such as Tesco, execution is slow due to organisational
complexity and culture. Respective organisation take various actions to implement its strategies
throughout organisation in best possible manner.
Tesco has implemented e-commerce in business during the pandemic of Covid-19 in
order to provide products and services to customer at their home that enhances organisational
ales and profitability in competitive business environment.
It is advised to Tesco to adopt digital technology Internet of Things that includes physical objects
with sensor, processing ability, mobile and other technology to perform digital operations in best
possible manner (Fauzan, 2018). All these technologies helps to connect and exchange data with
other devices as well as system over the internet and other communication network that help
business to provide its products and services to customers during pandemic.

TASK 3
Create a Digital Ready Culture
Digital ready culture: Digital ready culture is defined as the aspects that embraces the ability to
move across digital channels while interaction with specific brand and service. There are various
mobile devices are used to connect and interact with others. A robust digital culture plays
important role during the process of digital transformation as well as innovation. It helps Tesco
in acquisition of new digital skills in business team members to create better digital environment
in which they work (Radukić, and Kostić, 2019). It is shared and mutual reinforced set of values
as well as practices that help business to improve its performance in digitally-enabled
environment.
Features of digital ready culture:
Digital ready culture plays important role in making organisation customer centric,
collaborative, transparent and enhances business agility to perform digital operations in best
possible manner. All these aspects support Tesco to implement digital transformation such as E-
commerce in business properly. It facilitates Tesco to attain competitive advantages over other
competitors.
Process of digital ready culture:
There are various steps are followed by Tesco in order to create digital-ready-culture in
business. It helps business implement all digital aspects in appropriate manner that lead business
towards growth and development. These steps are mentioned below:
Putting customers first: It is very important for the organisation to consider customers
while doing everything. Tesco analyses customers needs and demands of online shopping during
the pandemic of Covid-19. Respective organisation designs its online websites and applications
according to customers convivences that attract them towards organisational products and
services.
Creating a collaborative culture: It becomes important for the business to engage other
employees in business functions and organisational structure as well as encourage them to
provide innovative ideas (Dragičević, and Bošnjak, 2020). Tesco communicate all importance
and requirements of digital disruption so they adopt it in appropriate manner.
Instilling a culture of innovation: Tesco also adopts innovative ideas that are provided by
the employees through calculate all associate risk. It helps business to take efficient decisions

which lead business growth and development in competitive business environment. Tesco
implements the concept of e-commerce during the pandemic that enables it to provide products
to customers at their home. It facilitates Tesco to increase sales and profits.
Becoming a digital-champion: Tesco provide training and coaching to employees so they
can perform the operations of digital operations such as e-commerce in efficient manner. After
sometime, Tesco embraces with all complexity and capabilities of digital technologies that help
it to become champion (Kim, 2020). Through online selling Tesco enhances its sales and reach
of customers.
TASK 4
Steer Collaboration
Chief collaboration officer: It is one of position which is responsible for getting collaboration
from employees and motivate them for purpose of giving their best for organisation.
Job description: Job description is one of document that consist information related to job
position, skills required in person to fulfil all roles and responsibility. Explanation of job
description of Tesco for position of Chief collaboration officer (Stonehouse and Konina, 2020).
Job description
Company name Tesco
Job profile Chief collaboration officer
Industry type Retail
Location London, UK
Experience 2 year
Job summary Tesco is an organisation which is growing day by day and is
looking for a candidate that best suited to profit of Chief
Collaboration Officer. This applicant needs to have ability to gat
collaboration from employees and also to build good relationship
with them. This candidate should also have ability to solve conflict
occur among management and employees.

Skills  Good communication skills
 Conflict handing skills
 Stress management skills
 Creative thinking ability
 Problem solving skills
Roles and responsibility  Manage members of team and motivate them for purpose of
attaining personal goals and targets.
 Handling conflict among management of company and
employees
 Provide essential information to employees in order to keep
them informed.
There are different ways in which chief collaboration office can get collaboration from different
team members in company. Explanation of these was adopted by chief collaboration office of
Tesco is mentioned below:
 CCO of Tesco can get collaboration from employees by sharing mission of company with
team members which motivate team members to work in that direction which increase
success of company. It allows employees to push towards common goals of company and
provide them direction.
 CCO of Tesco can also communication their expectation to employees for purpose of
getting collaboration it is important for employees to understand expectation of
collaborator from them and allow them to fulfil these expectations.
 It is also important for CCO to communicate different goals of organisation with team
members. It allows them for purpose of getting collective goals of business and also helps
them for keeping their team more productive. On basis of this, this officer of Tesco can
also get new ideas from team.
 In order to get collaboration for employees and getting their support collaborative officer
to highlight the strength of individual and also for getting their support in business.

TASK 5
Goleman’s leadership styles
Goleman’s style leaders: Goleman’s style leaders come from Danial Goleman who is an author
and psychologist who introduced six basic leadership styles that depends on different aspects of
emotional intelligence. These leadership styles are explained below:
Coercive leadership style: Coercive leadership is defined as the commanding or directive
leadership style. It is efficient leadership style with few expectations only in low-skilled teams
and when decisions must be made very quick.
Authoritative leadership style: Authoritative leadership style is defined as the visionary
leadership. In this leadership approach, leaders take all business decisions as well as provide
direction to employees to perform determined operations in best possible manner. Employees do
not take participation in decision-making process so somehow; they feel demotivated that impact
on their performance (Kane, 2019). Through this leadership style, decisions are taken at fast rate
that led business towards success.
Affiliative leadership style: In affiliative leadership style concentrates on developing effective
and strong relationship with people. It creates trust and harmony in the team that take teamwork
to next level. leaders provide recognition, rewards and feedbacks to employees that encourage
them to perform efficiently. Affiliative leadership style led to business towards fear of conflicts,
lack of accountability and productivity of team members.
Democratic leadership style: It is defined as the leadership style in which employees or team
members take participation in decision-making process. Democratic leader motivates employees
to provide innovative ideas, suggestions that enhances their engagement and performance.
Decision-making process is slow so business can miss various development opportunities.
Pacesetting leadership style: Pacesetting leadership style concentrates on performance and
results. Leaders expect excellence from team members and employees to attain business goals
and objectives. Pacesetting leaders motivates employees through set an example rather bullying
them to work hard (Greu, 2017). For long term it devasting employee’s morale, enhance stress
and increase high turnover.
Coaching leadership style: In this leadership style, leaders concentrate on providing coaching
or training to employees for improving their skills and abilities. It enhances employee’s
commitment, loyalty and engagement in team. It helps business to lead efforts and actions of

employees in the direction of attaining business goals and objectives. Coaching leadership is
time-consuming and enhances business cost.
Coaching leadership style need to be adopted by Tesco through which it can provide coaching to
improve their skills, capabilities and competencies. It helps business to develop digital
transformation because they can accept changes and perform digital technologies and new
business process in efficient manner that led business towards growth and development. Leaders
of organisation motivates employees to perform with greater efficiency through enhancing their
skills and capabilities.
Approaches and techniques that can be used to develop this leadership style in its leaders
It is advised to the Tesco to use GROW model to develop coaching leadership style in
leaders.
GROW model: It is defined as the coaching framework that is used in conversation, meeting
and leadership with the objective of unlocking potentiality and possibilities. This model is
famous for coaching for problem solving, goal setting and performance improvement. It is
leadership tool that works across all disciplines as well as in culture (Nielsen, Lund, and
Thomsen, 2017). It is the backbone of coaching in various organisations and facilitates to
achieve success in personally and as a part. GROW model includes various components such as
G stands for goals and aspiration, R stand for current situation, internal and external obstacles, O
for possibility, strengths and resources as well as W for actions and accountability. Tesco uses
this model to enhance all leadership skills related to coaching in leaders that enables them to
motivate other team members to perform efficiently. Leaders provide coaching to employees
regarding e-commerce that help employees to perform operations in appropriate manner.
CONCLUSION
From above mentioned project report, it can be concluded that digital disruption is one of
important component for business. It is important for an organisation as it create competitive
advantage for business. It is also important for them in order to improve efficiency of operation
of company, getting competitive advantage, differentiation of service from competitors and other
things. There are different types of digital technology can be adopted in business in order to
improve its efficiently. There are also different digital culture in an organisation. It is
responsibility of leader to develop an environment in business that allow employees to accept
changes in business easily.

REFERENCES
Books and Journals
Matzler, and et. al.,2018. The crusade of digital disruption. Journal of Business Strategy.
Baiyere, A. and Hukal, P., 2020. Digital disruption: A conceptual clarification.
Krämer, A. and Kalka, R., 2017. How digital disruption changes pricing strategies and price
models. In Phantom ex machina (pp. 87-103). Springer, Cham.
Müller, and et. al., 2020. Managing digital disruption of business models in Industry 4.0.
In Managing Digital Open Innovation (pp. 47-72).
Fauzan, R., 2018. Digital Disruption in Students Behavioral Learning; Towards Industrial
Revolution 4.0. Phasti: Jurnal Teknik Informatika Politeknik Hasnur, 4(02), pp.9-20.
Radukić, S. and Kostić, Z., 2019. The Impact of Digital Disruption and Disruptive Innovation on
Business Environment. KNOWLEDGE-International Journal, 35(1), pp.233-238.
Dragičević, Z. and Bošnjak, S., 2020. The Role of agile software architect in the age of digital
disruption and transformation.
Kim, B., 2020. Digital Disruption in Production, Governance, and Management. Library
Technology Reports, 56(2), pp.18-28.
Kane, G., 2019. The technology fallacy: people are the real key to digital
transformation. Research-Technology Management, 62(6), pp.44-49.
Greu, V., 2017. Information and communications technologies drive digital disruption from
business to life on earth-part 1. Romanian Distribution Committee Magazine, 8(2),
pp.12-18.
Nielsen, C., Lund, M. and Thomsen, P.P., 2017, June. From digital disruption to business model
scalability. In The XXVIII ISPIM Innovation Conference 2017: Composing the
Innovation Symphony. ISPIM Conference.
Stonehouse, G.H. and Konina, N.Y., 2020, February. Management challenges in the age of
digital disruption. In Proceedings of the 1st International Conference on Emerging
Trends and Challenges in the Management Theory and Practice (ETCMTP 2019),
Advances in Economics, Business and Management Research (Vol. 119, pp. 1-6).