Digital transformation of zoom.edited

docx

School

Egerton University *

*We aren’t endorsed by this school

Course

Subject

Business

Date

Nov 24, 2024

Type

docx

Pages

Uploaded by CaptainViper3543

Declaration of Original Work: I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology. The word count, excluding contents table, bibliography and appendices, is words. Student Reference Number: Date: BPP Business School Coursework Cover Sheet Please use this document as the cover sheet of for the 1 st page of your assessment. Please complete the below table – the grey columns Module Name Student Reference Number (SRN) Assessment Title Please complete the yellow sections in the below declaration: By submitting this coursework you agree to all rules and regulations of BPP regarding assessments and awards for programmes. Please note that by submitting this assessment you are declaring that you are fit to sit this assessment. BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience. 1

Executive Summary A study talks about Zoom's journey to becoming more digital, with a focus on how to deal with digital disruption in the business video communications sector. The study looks at the current situation and points out problems with marketing and sales, the use of new technologies, and the change in business models. It focuses on the Digital Business Agility Model to help Zoom be more flexible in the digital world. Some strategic suggestions include putting new technologies like augmented reality, virtual reality, and machine learning to use. This would make Zoom a star in innovation. A mindset that is ready for digital tools is pushed, encouraging focus on the customer, teamwork, new ideas, and great leadership. Drawing from Goleman's framework, the study supports coaching, democratic decision- making, setting the pace, visionary leadership, and transformational leadership styles. These strategies give Zoom the power to shape its digital future and stay ahead of the competition in today's fast-paced business world. 2

Table of Contents Introduction ................................................................................................................................ 4 Task 1: Opportunities and Challenges Analysis ........................................................................ 4 1.1 Background of Zoom ....................................................................................................... 4 1.2 Digital Disruption Challenges .......................................................................................... 4 1.3 Digital Transformation Objectives ................................................................................... 4 Task 2: Implementing the Digital Business Agility Model ....................................................... 5 2.1 Digital Business Agility Model Components .................................................................. 5 2.2 Recommendations for Emerging Technologies ............................................................... 6 Task 3: Build a Digital-Ready Culture ....................................................................................... 7 Task 4: Digital Leadership ......................................................................................................... 9 Conclusion ................................................................................................................................ 10 References ................................................................................................................................ 11 3

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Introduction The Head of Transformation at Zoom is in charge of managing the digital business world, with a focus on marketing, and sales, adopting new technology, and changing the business model. The study talks about problems and chances, with a focus on how to lead complicated businesses through digital changes. It talks about goals for digital transformation, ways to improve privacy, plans for global growth, and developing talent. The study also talks about how important it is to use new technologies and create a culture that is ready for the digital world. This study shows Zoom how to do well in the fast-paced business video communications market. Task 1: Opportunities and Challenges Analysis 1.1 Background of Zoom A company called Zoom Video Communications, Inc. is based in San Jose and makes communications technology. They offer videoconferencing and online chat services through the cloud. Eric Yuan, who used to work as an engineer and leader at Cisco, started the company in 2011. Since it came out in 2013, Zoom's software has been criticised by the public and the media for security and privacy problems (Weiner, 2023). The company has taken steps to address these issues. Although the COVID-19 outbreak is over, Zoom has grown a lot. It has services like places to work together, chat, video calls, cloud records, security, and virtual backgrounds. Zoom works with both individual people and big businesses in many fields. 1.2 Digital Disruption Challenges Because of digital disruption, Zoom has to deal with a number of big problems. There is more competition in the enterprise video communications market, which makes it hard for Zoom to promote and sell its products. The business needs to make its products stand out, deal with privacy and security issues, and create targeted marketing strategies. It's important to change how the company sells things to keep its market share. The company faces both chances and challenges as new technologies like augmented reality (AR) and virtual reality (VR) become more popular ( Ozdemir, 2021). Finding the right balance between new ideas and real-world use is not easy. As digital disruption changes the way traditional businesses work, they need to keep looking at and changing how they make money. 4

1.3 Digital Transformation Objectives 1. Enhance Privacy and Security Measures: Through new tools and open communication, Zoom aims to show that it cares about its users' privacy and safety. A committed team will improve cybersecurity by fixing problems and stopping threats, which is very important for sales and marketing. 2. Establish an Innovation Lab for Emerging Technologies: An Innovation Lab is being set up to look into how AR and VR technologies could be added to Zoom's video chat tool. This will support a culture of trying new things, working together across departments, and learning all the time. The lab wants to stay ahead of the competition by adding new ideas that make things better for users and keep it at the top of digital change. 3. Diversify Revenue Streams through Service Expansion: By giving more services than just videoconferencing, Zoom hopes to increase its income from different sources. This includes adding services that work well together and teaming up with companies that offer digital contact services. This diversification fits with Zoom's evolving business plan. It brings in new types of customers and makes current ones more loyal. It also protects Zoom from changes in the market and improves its long-term viability. Task 2: Implementing the Digital Business Agility Model 2.1 Digital Business Agility Model Components To be nimble, or Digital Business Agility (DBA), a company needs to be very aware of its hyperawareness, informed decision-making, and fast execution (Shan et al., 2023). These skills allow quick reactions to threats and the seizing of new market possibilities. They build a complicated, interconnected base for the whole business. 5

Figure 1: Digital Business Agility Elements (Source: Shan et al., 2023) Hyperawareness is a company's skill at noticing and keeping an eye on changes in its business surroundings, focusing on threats or possibilities. Businesses can get this kind of information from both inside and outside the company (Shan et al., 2023). Inside sources include workers and the way the business works. Outside sources include customers, partners, and rivals. Zoom should become more hyperaware by using advanced data, watching in real-time, and customer feedback (Shankar et al., 2023). Using AI-powered tools for mood analysis and trend detection will help the company keep up with changes in the market, customer tastes, and new technologies. Companies need to be able to make the best choices possible based on real data that is shared throughout the organisation. For businesses to do well, they need to create advanced data analytics skills that make human judgement better (Stone et al., 2023). However, a lot of businesses fail because the claims that the top management makes are not checked or asked questions about. Zoom should put a high priority on data-driven insights and collaborative decision-making. Companies that want to be innovative in the digital world have to learn and change because they will fail sometimes. To be successful, Zoom needs to be willing to try new things and accept loss (Shan et al., 2023). To get things done quickly, Zoom should simplify its internal processes, adopt agile methods, and set up rapid-response teams to deal with new problems as they arise (Udovita, 2020). Strategic projects will move faster if routine tasks are automated and a culture of continuous improvement is encouraged. 2.2 Recommendations for Emerging Technologies 1. Augmented Reality (AR) and Virtual Reality (VR): Companies are using augmented reality and virtual reality in their product demos to get customers more interested and help them make better buying decisions. AR works by adding virtual elements on top of the real world, which makes it easier to see the products. Augmented reality (AR) and virtual reality (VR) technologies can be used by Zoom to improve the video calling experience for users ( Cannavo and Lamberti, 2020). AR adds real- time data on top of things, and VR makes immersive environments that make people feel like they are there and encourage interaction. This would make Zoom's services stand out and create new opportunities for working together, training, and virtual events. 2. Machine Learning (ML) and Artificial Intelligence (AI): 6

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Customers who need help from call centres can get a lot out of Zoom's AI interface. During video calls, it can read the tone of voice, the emotion, and the expressions on the face to tell if the person is angry or frustrated and then immediately escalate the matter to a more experienced agent. Intelligent call routing cuts down on call times and speeds up the settlement of problems. Zoom AI can also look at past customer data and guess what trends will happen in the future, which helps businesses deal with common problems before they happen (HyScaler, 2023). 3. Internet of Things (IoT): IoT technology can be added to Zoom's environment to make it better. This will let smart devices like cameras, microphones, and interactive whiteboards work better with the platform, giving users more control and options, and letting data be optimised for future features. 4. Robotic Process Automation (RPA): RPA can take care of video chat jobs automatically, freeing up people to do more creative and strategic work ( Beerbaum, 2022). In addition, it makes it easy for third-party apps to work with the Zoom platform, which increases its features without slowing it down. 5. 3D Printing 3D printing can help Zoom's business plan by letting people work together virtually on 3D models during meetings. This can make design teams and schools better, which can lead to new opportunities in fields like education, design, and manufacturing. Task 3: Build a Digital-Ready Culture Zoom needs to create a culture that is ready for digital change in order to deal with the problems that come with it. This means putting the customer first, working together, coming up with new ideas, and making a promise to become a digital hero. Recommendations are given based on academic books and case studies. 1. Putting customer first: For companies to stay relevant and meet changing needs, they need to have a culture that is focused on the customer. Companies can come up with new ideas and keep giving customers value by understanding and meeting their wants (Slater, 2023). For example, Zoom should make it a priority to learn about its many different users in order to create a culture that is focused on the customer. 7

A case study like Amazon shows how this method works by showing how it can improve customer satisfaction and loyalty, which in turn strengthens Amazon's place in the enterprise video communications market. Amazon's goal is to be the most customer-focused company in the world, and many of its 16 Leadership Principles, such as "Customer Obsession," stress this. Amazon's main ideas, like "working backwards," are based on knowing customers' long- term needs and persistent problems (Slater, 2023). This creates a customer-centered culture and encourages new ideas. This method builds trust with customers and leads to success. 2. Creating a Collaborative Culture: A collaborative culture means that people in an organisation work together on a regular basis and on purpose. It's built into the way people work and act every day, and it values the group intelligence that leads to the best answers. Zoom should make it easier for people from different departments to work together on projects, digital tools, and virtual places ( Luhgiatno, 2023). Breaking down barriers and letting people talk to each other encourages the flow of ideas. This method has worked well for companies like Google, resulting in new goods like Google Docs and Drive. Zoom can use this method to make decisions and solve problems faster. 3. Instilling a Culture of Innovation: Innovation culture is a place of work where leaders encourage outside-the-box thought and use, knowing that anyone in the organisation can come up with new ideas. In markets that change quickly, this attitude is very important for businesses (Dyche, 2015). To stay competitive, Zoom should make innovation a priority in its digitally ready culture and work to create a culture of constant innovation. Setting up innovation rooms or incubators can get workers interested in new technologies like AR and VR, which is what successful tech companies like Apple do. This method is shown by how Microsoft's culture has changed under CEO Satya Nadella, encouraging a growth mindset and welcoming new ideas. Zoom can learn from this change and give workers the freedom to come up with new ideas that will help the company grow. 4. Becoming a Digital Champion: Zoom can become a digital leader by promoting digital knowledge and getting involved with digital projects. Leaders should show others how to use digital tools, keep up with the latest tech news, and encourage everyone to keep learning. Zoom can follow IBM's lead in committing to digital success and growth, leading the business towards a digital future. Core ideals of the company, like being dedicated to customers and coming up with new ideas, have helped it be successful. The IBM motto "Faster, Better, Cheaper" has helped clients find 8

answers, such as digital payments (Karam, 2023). This is why half of small business owners feel safe with digital payments. Task 4: Digital Leadership Zoom can handle the digital transformation well by using Goleman's Leadership Style to improve their digital leadership skills. This will help them adapt to new technologies and change the way they lead. 1. Visionary Leadership: Visionary leadership works best when there is a need to change direction and people are willing to try new things and take risks. To deal with digital changes, Zoom's leaders need to take a visionary approach to leadership. A creative leader clearly shares their vision, makes a strategic plan, and gives all levels of team members the power to carry out the plan. They should present an inspiring vision for the future of business video interactions that will motivate teams and build a shared dedication to the change process (Jenniferd, 2023). This method fits with the digital goals of the organisation. 2. Coaching Leadership: Coaching leadership, on the other hand, encourages high performance through teamwork, empowerment, and personal growth. This is different from standard command and control methods (Correia, 2023). It brings together teaching behaviours and ways of thinking to help people reach their full potential, which makes for better leadership. Zoom's leaders should put money into coaching programmes to help employees get the skills and attitude they need to make the switch to digital. As coaches, they should help teams learn how to use new tools and work in new ways. Deloitte's research backs up the idea that coaching can help drive digital change. 3. Democratic Leadership: Democratic leadership encourages team members to work together and talk to each other openly, so everyone on the team is involved in making decisions and taking responsibility for carrying them out. When an organisation goes through a digital change, democratic leadership encourages collaboration and decision-making that takes into account different points of view ( Kadiyono et al., 2020). Zoom's leaders should ask people from different departments for their ideas, creating a culture of openness and creativity. MIT Sloan Management Review pointed out that this method makes transformation projects more effective. 9

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

4. Pacesetting Leadership: Setting the pace is a way of leading where leaders hold their team to high standards and focus on quality, speed, and performance. A big part of Daniel Goleman's leadership style is this style, which comes from emotional intelligence skills like initiative, conscientiousness, and the drive to achieve (HRDQ, 2022). To get their teams excited about the digital shift, Zoom leaders should show that they are flexible, open to change, and always looking for ways to get better. A case study of GE's digital transformation shows how having leaders who set the pace for change can help an organisation. Leaders at Zoom should encourage people to do their best work. 5. Transformational Leadership: In this digital age, transformational leadership is a key skill for businesses. It helps workers inspire and motivate each other, which leads to real change and an engaged workforce that is free to come up with new ideas and shape future success ( Jaroliya and Gyanchandani, 2022). Zoom's leaders should show transformational leadership by encouraging a culture of innovation and resilience and stressing the benefits of digital change for both the company and its employees. A study in the Journal of Organisational Change Management showed that this method is very important for making digital transformations work. Conclusion As part of Zoom's plan to go digital, the company is looking at problems and chances in marketing, adopting new technologies, and business models. For growth and robustness, the Digital Business Agility Model and the use of new technologies are the building blocks. Zoom is set up to be successful in the changing business video communications market thanks to a culture that is ready for digital, focuses on customers, encourages teamwork, encourages new ideas, and has strong leadership. 10

References Beerbaum, D.O., 2022. Artificial intelligence ethics taxonomy-robotic process automation (RPA) as business case. Available at SSRN 4165048 . https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4165048 Cannavo, A. and Lamberti, F., 2020. How blockchain, virtual reality, and augmented reality are converging, and why. IEEE Consumer Electronics Magazine , 10 (5), pp.6-13. https://ieeexplore.ieee.org/abstract/document/9205192/ Correia, R. (2023) What is a coaching leadership style? , Performance Consultants . Available at: https://www.performanceconsultants.com/what-is-a-coaching-leadership- style#:~:text=Coaching%20leadership%20incorporates%20coaching%20mindsets,which %20can%20often%20stifle%20potential. (Accessed: 03 January 2024). Dyche;, J. (2015) What is innovation culture?: Definition from TechTarget , CIO . Available at: https://www.techtarget.com/searchcio/definition/innovation-culture (Accessed: 03 January 2024). HRDQ (2022) What is pacesetting leadership? examples, Pro/Cons, and more , HRDQ . Available at: https://hrdqstore.com/blogs/hrdq-blog/pacesetting-leadership-examples-pros- cons#:~:text=Pacesetting%20is%20a%20leadership%20style,as%20I%20do%2C%20now. %22 (Accessed: 03 January 2024). HyScaler (2023) Zoom Ai Integration 2024 : Anthropic’s genius enhances service , HyScaler . Available at: https://hyscaler.com/insights/zoom-ai-integration-anthropic-contact-tech/ #:~:text=Zoom’s%20AI%20Integration,-Enhanced%20User%20Experience&text=With %20Zoom%20AI%20Integration%2C%20the,more%20experienced%20agent%20or %20supervisor. (Accessed: 03 January 2024). Jaroliya, D. and Gyanchandani, R., 2022. Transformational leadership style: a boost or hindrance to team performance in IT sector. Vilakshan-XIMB Journal of Management , 19 (1), pp.87-105. https://www.emerald.com/insight/content/doi/10.1108/XJM-10-2020-0167/full/ html Jenniferd (2023) What are the qualities of a visionary leader?: MSU Online , Michigan State University . Available at: https://www.michiganstateuniversityonline.com/resources/leadership/qualities-of-a- visionary-leader/#:~:text=A%20visionary%20leader%20ensures%20the,organizational%2C %20team%20and%20individual%20levels. (Accessed: 03 January 2024). 11

Kadiyono, A.L., Sulistiobudi, R.A., Haris, I., Wahab, M.K.A., Ramdani, I., Purwanto, A., Mufid, A., Muqtada, M.R., Gufron, M., Nuryansah, M. and Ficayuma, L.A., 2020. Develop leadership style model for indonesian teachers performance in Education 4.0 era. Systematic Reviews in Pharmacy , 11 (9), pp.363-373. https://www.researchgate.net/profile/Anissa- Kadiyono/publication/348430663_Develop_leadership_style_model_for_indonesian_teacher s_performance_in_education_40_era/links/63fdee950d98a97717c5a8ec/Develop-leadership- style-model-for-indonesian-teachers-performance-in-education-40-era.pdf Karam, A.A. (2023) Transformation of the digital customer experience , IBM Blog . Available at: https://www.ibm.com/blog/transformation-of-the-digital-customer-experience/ (Accessed: 03 January 2024). Luhgiatno, L., 2023. Workplace Collaboration For Increased Productivity: Opportunities And Challenges. STIPAS TAHASAK DANUM PAMBELUM KEUSKUPAN PALANGKARAYA , 2 (2), pp.136-155. https://publisher.stipas.ac.id/index.php/pbs/article/view/64 Ozdemir, M.A., 2021. Virtual reality (VR) and augmented reality (AR) technologies for accessibility and marketing in the tourism industry. In ICT tools and applications for accessible tourism (pp. 277-301). IGI Global. https://www.igi-global.com/chapter/virtual- reality-vr-and-augmented-reality-ar-technologies-for-accessibility-and-marketing-in-the- tourism-industry/271078 Shan, J. et al. (2023) Digital Business Agility and workforce transformation , IMD business school for management and leadership courses . Available at: https://www.imd.org/research- knowledge/digital/articles/digital-business-agility-and-workforce-transformation/ (Accessed: 03 January 2024). Shankar, R.K., Bettenmann, D. and Giones, F., 2023. Building Hyper-Awareness: How to Amplify Weak External Signals for Improved Strategic Agility. California Management Review, 65(4), pp.43-62. https://edisciplinas.usp.br/pluginfile.php/7951234/mod_resource/content/1/shankar-et-al- 2023-building-hyper-awareness.pdf Slater, D. (2023) Executive insights , Amazon . Available at: https://aws.amazon.com/executive-insights/content/the-imperatives-of-customer-centric- innovation/ (Accessed: 03 January 2024). Stone, M., Aravopoulou, E., Ekinci, Y., Evans, G., Hobbs, M., Labib, A., Laughlin, P., Machtynger, J. and Machtynger, L., 2020. Artificial intelligence (AI) in strategic marketing decision-making: a research agenda. The Bottom Line, 33(2), pp.183-200. 12

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

https://research.stmarys.ac.uk/id/eprint/3892/1/AI%20in%20strategic%20marketing %20decision%20making%20final%20V2.pdf Udovita, P.V.M.V.D., 2020. Conceptual review on dimensions of digital transformation in modern era. International Journal of Scientific and Research Publications, 10(2), pp.520-529. https://www.researchgate.net/profile/Viduni-Udovita/publication/339412785_Conceptual_Re view_on_Dimensions_of_Digital_Transformation_in_Modern_Era/links/ 5e4ff449299bf1cdb93cc256/Conceptual-Review-on-Dimensions-of-Digital-Transformation- in-Modern-Era.pdf Weiner, Y. (2023) The inspiring backstory of Eric S. Yuan, founder and CEO of Zoom , Medium . Available at: https://medium.com/thrive-global/the-inspiring-backstory-of-eric-s- yuan-founder-and-ceo-of-zoom-98b7fab8cacc (Accessed: 03 January 2024). 13

Digital transformation of zoom.edited

Related Documents