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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, iswords. 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 Leading Through Digital Disruption 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.

MSc Management MSc Management with (Project Management, Data Analytics, Digital Marketing) Leading through Digital Disruption Coursework Assessment Brief 1 Submission mode: Turnitin online access

Leading Through Digital Disruption 1

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Table of Contents Introduction ...................................................................................................................................... 3 Task 1: Analysis of Opportunities and Challenges .......................................................................... 3 1.1 Background of the Toshiba .................................................................................................... 3 1.2 Current digital disruption challenges Toshiba faces in marketing and sales, emerging technology adoption, and business model evolution ................................................................... 5 1.3 Recommendations to mitigate the above challenges ............................................................. 7 Task 2: Enforcement of “the Digital Business Agility Model” ....................................................... 8 2.1 Technologies and methods Toshiba adopt for appropriate detection of changes in the market that they operate ............................................................................................................... 8 Task 3: Build a Digital-Ready Culture .......................................................................................... 11 3.1 Developing sustainable action and value creation for stakeholders through a digitally ready culture ........................................................................................................................................ 11 3.2 Innovative Approaches for Toshiba to Integrate a digital-ready Culture ............................ 11 Task 4 Collaborative Team Leadership ......................................................................................... 12 4.1 Skills of Digital Leadership ................................................................................................. 12 4.2 Appropriate leadership approach in reference to Goleman's leadership style for Toshiba. 13 Conclusion ..................................................................................................................................... 14 Reference list ................................................................................................................................. 15 2

Introduction Toshiba is a multinational company that originated in Japan and offers a wide range of electronics, energy, infrastructural, and medical equipment. This company was founded in 1875 by a Japanese electrical company, and since 1978, it has been known by the name “Toshiba” (Global.toshiba, 2023a). Like other companies, this company faces several challenges due to digital disruption. This report analyses these challenges and suggests mitigating them with the help of a digitally fit culture by a collaborative leadership team. Task 1: Analysis of Opportunities and Challenges 1.1 Background of the Toshiba Toshiba is an international electronics company established in 1875 in Tokyo, Japan (Global.toshiba, 2023a). This company has expanded since then as one of the most prominent electrical and electronic manufacturers organisations. It produces technological instruments like TVs, refrigerators, laptops, home appliances, and much more. It also offers medical tools, information and communication-related devices, and industrial working tools. This company also operates in more than 100 countries. Additionally, as per Figure 1 in 2022, Toshiba Tec Corporation engaged approximately 18.91 thousand people, a slight increase from the previous year's employment (Statista 2023). This company makes products for workplace and retail businesses, like "multi-functional printers" (MFPs) and "Point of Sale Systems"(POS). 3

Figure 1: Number of employees with Toshiba Tec's (Source: Statista 2023) On the other hand, as this company offers a wide range of products, it has a large consumer base. SMEs are purchasing Toshiba products to attract more tech-friendly consumers. Toshiba company always prioritises their consumer feedback to improve consumer satisfaction. Toshiba Group is known not only for its various technological products but also for its after-sale services. This increase the company's reputation in the global technological market (Global.toshiba, 2023b). This group has customer satisfaction policies like customer support service strategies mentioned in Figure 2. 4

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Figure 2: Customer satisfaction structure of Toshiba (Source: Global.toshiba, 2023b) 1.2 Current digital disruption challenges Toshiba faces in marketing and sales, emerging technology adoption, and business model evolution The transformation of any company as technological innovation is known as digital leadership ( Sheninger,2019) . However, the change which occurs in the business model due to new technology that may affect companies' value id known as digital disruption (Christensen, 2015). Unlike any other corporate group, Toshiba faces challenges in sales and marketing and increased competition with the latest market entries, which offers similar products at low prices due to innovative technology. In the recent digital market, Toshiba fails to highlight its unique value and make it different from the new startups ( Nussipova,2022) . The increasing favour of e- commerce platforms has transformed consumer purchasing behaviour. Toshiba's website is not well-designed to attract e-commerce-loving consumers. As per Buchholz, (2021), due to the covid-19 and the companies in appropriate e-commerce presence in 2020, companies' revenue dropped significantly below 40 billion US dollars, as shown in Figure 3. 5

Figure 3: Annual revenue of Toshiba (Source: Buchholz, 2021) Moreover, Toshiba is a conventional consumer electronic firm; therefore, it feels difficult to cope with the fast-changing advanced digital landscape and emerging technologies. It is difficult for Toshiba to incorporate trendy technologies like cloud computing, IoT, AI and big data. Using this advanced technology, new innovative startups have upgraded business operations and helped analyse consumers' technological preferences. Digital disruption is a fast-paced technology in three main categories, as mentioned in Figure 4: gathering consumer data, using computing power for automation, machine learning and personalisation, and ensuring proper connectivity. Figure 4: Advanced Technology Driving Digital Disruption Source: Moazed and Johnson, 2016 This fast-paced pace and innovative character of digital disruption can make it difficult to adopt Toshiba, which is a traditional technology brand. Moreover, these technologies help to analyse the core business model. The purpose of digitalisation is to adopt advanced social change quickly 6

and business chains value environmental sustainability (Global.toshiba, 2023c). Therefore, Toshiba have to improve its IT system to the modern process 1.3 Recommendations to mitigate the above challenges Toshiba has transformed to adopt the digitalisation of the existing systems. Toshiba can follow the Figure 5 approach to mitigate challenges faced during the adoption of " digital transformation. The main objectives for the transformation are the integration of corporate value, reducing costs, and optimising internal resources ( Peng and Tao,2022 ). To follow this approach, the company should initially identify the reason for the transformation and how it relates to Toshiba's value by analysing consumer feedback (McKinsey, 2023). Then, the “Strategy & Transformation (S&T)” leadership team of Toshiba should build a team, Scaling the advanced products and assessing them strategically. Figure 5: LEAP approach (Source: McKinsey, 2023) The three main recommendations are- ● Toshiba should implement data-driven technology like ToI and AI to analyse marketing sales. ● This company should also invest in emerging technology. ● The company should build an agile team to implement a fast-paced industry model. 7

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Task 2: Enforcement of “the Digital Business Agility Model” 2.1 Technologies and methods Toshiba adopt for appropriate detection of changes in the market that they operate The digital agility model consists of three stages a business can follow while transforming its operation. The three elements of this model for Toshiba to adopt digital transformation are described below. Hyper-awareness Hyperawareness helps any company react to digital disruption rapidly and effectively to sense changes in the environment through the collection of valuable data and insight. Toshiba can increase its hyperawareness by noticing and monitoring environmental changes through the use of advanced data collection technology. An enterprise like Toshiba can be aware of its internal environment to fit a digitally ready culture. Employees, stakeholders and customers are the person who affects a company's internal environment; on the other hand, rules regulations and modern trends are external factors of a business (Branding Strategy Insider. 2023). Toshiba should stay competitive in the advanced digital market by gathering data of customer choices, getting insights and understanding the recent trends in digital marketing Green, 2015) (refer to Figure 6). Figure 6: The main component of Hyperawareness (Source: Green, 2015) Toshiba can collect real-time data with the help of IoT to know the consumer preference pattern (Clark, 2016). There are two types of hyperawareness that a company can build: one is behavioural, and another one is situational hyperawareness. Toshiba should know the Machine 8

learning (ML) algorithms to get an advantage in consumer behaviour analysis. Advanced ML can help to build the ability to guide employees as per the customer's choice. On the other hand, situational awareness is another important ability to manage the operation in a trending digital environment. Toshiba should make a data-driven decision-making process with the use of ML ( Alekseeva et al. 2023 ). The analysis of the external environment in which Toshiba operate provides an advantage in the global marketplace. Make informed decision An informed decision-making ability is essential for a company to develop effective strategies in every situation (De Marsily, 2017). Toshiba should adopt data visualisation techniques with the use of advanced AR and VR facilities. Experts should analyse the company's external and internal situation before making any decision. Using advanced technology, a company can get good quality data that helps the company make appropriate decisions in difficult situations. An effective partnership or collaboration with a technologically aware company helps Toshiba adopt creative technology in its products ( De Paulo and Porto, 2023 ). This informed design fosters the growth of the company not only in special citations but also helps it continuously compete with global technological brands. Additionally, an informed decision is a combination of the inclusive and data-driven decision-making process, as mentioned in Figure 7. Figure 7: Informed decision-making action (Source: De Smet, 2019) Moreover, real-time collaboration is a part of uniform decision-making ability (De Smet, 2019). Toshiba can make effective decisions by analysing real-time data from the use of IoT. Toshiba should prioritise its marketing strategy, emphasising the data protection and privacy policy that the company follows while making its electronic products. Fast execution 9

The company can react quickly in the technologically changed situation by executing fast (McKinsey, 2020). Toshiba company can incorporate the 3D features in their printing machine product to complete this digital landscape. Figure 8: Steps of Fast Execution (Source: McKinsey, 2020) The company should focus on dynamic resources and processes for the fast execution process, as shown in Figure 8. For example, brands like Adidas use personalised marketing tactics to gain ROI and profit ( Samad et al. 2023) . Toshiba company should also invest in market research to gather knowledge on which the companies effectively adopt 3D parenting features and follow their change management style. Companies' sales can be increased by incorporating advanced features in the company product by executing fast within this advanced digital environment. 10

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Task 3: Build a Digital-Ready Culture As per Toshiba's digital transformation, an innovative, digital-ready culture is a must. Here, some of the key strategies to incorporate a digital-ready culture will be depicted. 3.1 Developing sustainable action and value creation for stakeholders through a digitally ready culture In terms of sustaining actions of Toshiba along with creating value for the stakeholders, the organisation needs to promote efficiency of 'environmental, social and governance' (ESG) (Kwilinski, Lyulyov and Pimonenko, 2023). in terms of digital-ready culture, it impacts the sustainable actions and value creation of a company quite positively. Although there are chances of negative environmental impact, risks regarding privacy, and accessibility to technologies, it can be said that the positive impact of digital-ready culture can be proven revolutionary. There are measurements that Toshiba can take when it comes to ensuring closing the digital divide and gap within the organisation (Hemerling, 2018). Arranging the affordability of internet access, spreading digital literacy, and creating digital inclusion within the organisation can act as maintenance of sustainability. Opting for a more technologically advanced infrastructure may ensure high-speed internet performance, better digital platforms, and connectivity, which can create value for the stakeholders. It is important that the organisation takes mitigating actions regarding the environmental impact of digital-ready culture (Colon, 2018). By investing in protecting and preserving the green environment and attaining sustainable operations, Toshiba can create value for the stakeholders. By incorporating supportive policies and regulations, they can promote cleaner energy source consumption, better environmental impact, and efficient resource usage. 3.2 Innovative Approaches for Toshiba to Integrate a digital-ready Culture In terms of incorporating innovative approaches, Toshiba can push the digital-ready culture. Some of the strategies would be discussed down below: Stakeholder-centric approach: Often, a digital-ready organisational culture focuses on the infrastructure process of it. Stakeholders are often neglected in the process of that. Hence, it can become a reason for failure in terms of making the organisational culture digitally ready. In terms of incorporating a digital-ready culture the normative culture of an organisation needs to be changed as well (Merks-Benjaminsen, 2018). The organisational culture, decision-making 11

culture and authority, outlook on cooperation and competition among the existing employees, and so on. Therefore, thinking about the stakeholders and acquiring strategies according to that can be helpful for Toshiba. Incorporating a collaborative culture : A customer-first strategy needed to be inculcated in making a digital-ready culture. A collaborative approach like Volvo would be most suitable for Toshiba as it creates value for the company along with a sustainable transportation system ( Volvo Group, 2023) . By reusing fuel like hydrogen or even in terms of collaborating with other partners to take a more sustainable approach, the organisation can successfully lead towards taking an innovative approach. Even within the organisation, collaborative teamwork would be most beneficial for this organisation. Culture of innovation: In terms of the automobile industry, it is important to keep up with the innovation. If the company is innovation-driven, then it grows faster. In today's updated innovation, the Internet of Things (IoT), Artificial Intelligence (AI), blockchain, big data analytics, robots, autonomous vehicles, tracking software, electrification, and other technologies are being heavily used (Ask Leanstack, 2023). Automobile companies are incorporating technologies in every aspect of manufacturing their vehicles: in the supply chain, manufacturing process, the functionality of automobiles, organisational operations, and other aspects. Toshiba can inculcate these innovation cultures within its organisation to pace its growth. Digital championship: Being a digital champion in their organisational culture, a company needs to incorporate an agile and lean approach. In terms of management and leadership, these approaches can bring out the effective use of technology as well as efficiency using them. Constantly innovating digital efficiency and modifying it, testing the effectiveness through MVP process , using Scrum technique where operations can be sectioned into agile sprints and attained; also by using agile board and other technologies, Toshiba can create their digital championship (Yoshida, 2018). Task 4 Collaborative Team Leadership 4.1 Skills of Digital Leadership There are certain digital leadership skills that are expected of Toshiba leaders in order to establish a digital-ready culture. Digital vision and strategy are the most important skills of any digital leader in an automobile manufacturing company. Through the visions and strategies of a 12

leader, a company can attain its goal of being innovative ( Westerman, Soule and Eswaran, 2019) . A blueprint of goals and success is another essential skill that a leader should possess. Articulate and analyse where the organisation stands in the present along with where it aims to be. Incorporating a roadmap with high standards is important to process. Utilising a blueprint along with clear communication with the employees can attain the goal. Hence, the next required skill in a digital leader is communication skill . Quick decision-making ability, flexibility , and others are essential leadership skills as well. 4.2 Appropriate leadership approach in reference to Goleman's leadership style for Toshiba Figure 6: Goleman’s leadership style (Source: Yanovska, Baldzhy and Fayvishenko, 2019 ) As per Goleman's leadership styles, there are six major leadership styles such as coercive, autocratic, affiliative, democratic, pacesetting, and coaching leadership ( Yanovska, Baldzhy and Fayvishenko, 2019) . Here, out of all of these styles, coercive, authoritative, and pacesetting leadership is most appropriate for Toshiba. Coercive leadership is a command-based leadership style that can elicit innovation in people to attain its goal. As this leadership style focuses on attaining organisational goals, it can help this company to reach its digital-ready phase. On the other hand, autocratic leadership suggests that the leader leads their employees to attain the vision of the organisation. If the company takes an approach to setting up its innovation bar, then autocratic leadership can help them to draw out the goal and achieve the mindset of employees ( Jaafar, Zambi and Fathil, 2021) . Lastly, pacesetting leadership communicates with employees from time to time and paces up the process of operations from time to time. It helps to attain 13

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time-bound goals with optimum outcomes. Hence, a blend of all three approaches would be most suitable for Toshiba. Conclusion This discussion shows a brief background of Toshiba and the current challenges that they are facing regarding innovation and digitalisation. This report recommended incorporating emerging technologies along with an agile approach to management, operation, and leadership. Advanced technologies like AI, IoT, and others have also been proposed. It shows the inclusion of hyperawareness, merging inclusive and data-driven decision-making into an informed decision- making process in order to create an agile framework for Toshiba. The stakeholders-centric approach, appropriate innovation-driven mindset, and incorporating leadership approaches like coercive, autocratic, and pacesetting leadership styles are proposed in this report. 14

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https://www.mckinsey.com/businessfunctions/people-and-organizational-performance/our- insights/three-keys-to-faster-better-de cisions [Accessed on: 26th December 2023] Global.toshiba, 2023a. History. Available at:https://www.global.toshiba/ww/outline/corporate/history.html#:~:text=The%20company %20was%20soon%20well,accommodate%20the%20growing%20government%20orders. [Accessed on: 26th December 2023] Global.toshiba, 2023b. Improvement of Customer Satisfaction. Available at: https://www.global.toshiba/ww/sustainability/corporate/performance/social/cs.html [Accessed on: 26th December 2023] Global.toshiba, 2023c. TOSHIBA DIGITAL SOLUTIONS. Available at: https://www.global.toshiba/ww/company/digitalsolution/articles/tsoul/28.html[Accessed on: 26th December 2023] Green, N. 2015. Going Digital: Why Situational Awareness Matters. LinkedIn. [online] Available at: https://www.linkedin.com/pulse/going-digital-why-situational-awarenessmatters- nigel-green/ Hemerling, J. (2018) It’s Not a Digital Transformation Without a Digital Culture. BCG [online] 13 Apr 2018. Available at: https://www.bcg.com/en-gb/publications/2018/not- digitaltransformation-without-digital-culture.aspx Jaafar, S.B., Zambi, N.M. and Fathil, N.F., 2021. Leadership style: Is it autocratic, democratic or laissez-faire?. ASEAN Journal of Management and Business Studies , 3 (1), pp.1-7. Kwilinski, A., Lyulyov, O. and Pimonenko, T. 2023. Unlocking Sustainable Value through Digital Transformation: An Examination of ESG Performance. MDPI . McKinsey, 2020. Strategy at the speed of digital. Inside the Strategy Room. [podcast] Available at: https://www.mckinsey.com/business-functions/strategy-and-corporatefinance/our-insights/ strategy-at-the-speed-of-digital McKinsey, 2023. Leap by McKinsey . [website] Available at:https://www.mckinsey.com/business-functions/mckinsey-digital/leap/overview[Accessed on: 26th December 2023] Merks-Benjaminsen, J. 2018. Whitepaper: How culture makes a difference in digital transformation. Think with Google [online] Available at: 16

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https://www.thinkwithgoogle.com/intl/en-gb/marketing-resources/content-marketing/ makingculture-count/ [Date accessed: 01 March 2023] Moazed, A., and Johnson, N. 2016. Why Clayton Christensen Is Wrong About Uber and Disruptive Innovation. Available at: https://techcrunch.com/2016/02/27/why-clayton- christensen-is-wrongabout-uber-and-disruptive-innovation/ [Accessed on: 26th December 2023] Nussipova, G., 2022. Framing changes of the value proposition of emerging technologies in a B2B context. Journal of Business-to-Business Marketing , 29 (2), pp.99-118. Peng, Y. and Tao, C., 2022. Can digital transformation promote enterprise performance?—From the perspective of public policy and innovation. Journal of Innovation & Knowledge , 7 (3), p.100198. Samad, A., Izani, M., Razak, A. and Mustaffa, F., 2023, May. Understanding advertising in virtual worlds and best practices for metaverse advertising. In 2023 Zooming Innovation in Consumer Technologies Conference (ZINC) (pp. 45-50). IEEE. Sheninger, E., 2019. Digital leadership: Changing paradigms for changing times . Corwin Press. Statista 2023. Number of employees working for Toshiba Tec Corporation from fiscal year 2013 to 2022. Available at: https://www.statista.com/statistics/1325895/toshiba-tec-number-of- employees/ [Accessed on: 26th December 2023] Volvo group. 2023. Collaborative Approach. Volvo Group. [Online] Available at: https://www.volvogroup.com/en/sustainable-transportation/collaborative-approach.html [Accessed on: 26th Dec., 2023] Westerman, G., Soule, D.L. and Eswaran, A., 2019. Building digital-ready culture in traditional organizations. MIT Sloan Management Review , 60 (4). Yanovska, V., Baldzhy, M. and Fayvishenko, D., 2019, May. Coaching as a leadership style and a business education model. In 3rd International Conference on Social, Economic, and Academic Leadership (ICSEAL 2019) (pp. 210-214). Atlantis Press. Yoshida, T. 2018. A pretty good summary of Lean, Agile, Scrum. Medium [online] Available at: https://medium.com/@takeshi.yoshida/a-pretty-good-summary-of-lean-agilescrum-168cf123748 [Date accessed: 01 March 2023] 17

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