INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 973
BUSINESS MODELS IN DIGITAL ECOSYSTEMS
Tairova Zarnigor Mammat kizi
University of Tashkent for applied sciences
Annotation:
This article discusses the digital economy and a number of digital technologies.
Therefore, it is possible to have knowledge about modern digital technologies and what
opportunities and threats they can pose to business ecosystems.
Keywords:
Disruption, disruptive technology, surviving digital disruption, digital operating
models, leadership and culture
Introduction.
Digital disruption describes the change that happens when new digital
technologies, services, capabilities, and business models affect and change the value of the
industry's existing services and goods.
These new elements change or disrupt the status quo, forcing businesses to reevaluate the
current market regarding goods and services and possibly adjust. Disruptive technology relates
to instances where technology is used to fundamentally change and ‘disrupt’ the existing
business model in an industry.
Digital disruption, can be a challenging and painful process, but does offer significant business
benefits. For example: It can contribute toward increasing customer satisfaction. Customers
today want more variety, more innovation, more choices, and all of it delivered immediately.
As a result of social media (itself a beneficiary of digital disruption) today’s customers are
more informed, and more discerning. Digital disruption has resulted in businesses needing to
rise to the challenge of today’s consumers by staying ahead of the technology and
incorporating the latest changes faster. For example, one outcome of digital disruption big data
and analytics, allows businesses to gain more sales by gaining insights into customer buying
habits. Digital disruption has therefore made marketing more manageable and effective,
resulting in a healthier company overall.
Materials and methods.
FinTech is empowering consumers to take charge of their
financial lives, leading to much greater financial literacy than ever before by tearing down
the old silos and helping to advance the consumers’ financial situation and outcomes by
leveraging advanced technology
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 974
The advantages that Fintechs have are:
better use of data - providing better understanding of their customer and giving
customers a wider choice
a frictionless customer experience using elements such as smartphone apps to provide
a broad and efficient range of services
more personalisation of products/services to individual customers
the lack of a physical presence (with associated overheads and operating costs)
access to cheap capital to fund growth - much like when internet based businesses first
came to prominence in the 1990’s, investors want to get in on the growth potential that
Fintechs offer. This gives Fintechs a wide scope for raising cheap finance in order to fund
their future expansion.
Analysys and result
. We are all pretty much used to sharing information through a
decentralised interactive platform - the Internet, but when it comes to sending money or
other valuables we usually have to use the same old services provided by centralised
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 975
financial institutions (i.e. banks). There are methods of making payments via the Internet
(the most obvious example is PayPal), but they usually require integration with a bank
account or credit card; otherwise they cannot really be used. Blockchain technology offers
an attractive opportunity to get rid of this "extra link". It’s perfectly designed to take on all
three most important roles of the traditional financial services: registration of transactions,
identity verification and contracting. The financial services industry is the world’s largest
market in terms of capitalisation. If some part of those services will switch to using
blockchain, this will certainly disrupt the industry, but at the same time it will significantly
improve the efficiency of those services. As transactions are completed directly between the
parties with no intermediary and in digital form, settling a deal can be faster than ever. The
benefits noted below of perfect transparency, traceability and security provide further
reasons to understand its potential. Moreover, blockchain can be used not only for sending
digital money but as well for tracking physical goods in a supply chain, helping companies
to monitor their suppliers in real time. So how might management ensure that their
organisations survive digital disruption and rethink their business models so that they can
thrive in a digital age?
The consultancy group Accenture wrote a report in 2015 called Accenture Technology
Vision, which highlighted five emerging trends that were shaping the digital landscape for
organisations and which business leaders should focus on in developing digital strategies:
Picture 1. Five emerging trends
1.
The Internet of Me - users are being placed at the centre of digital experiences through
apps and services being personalised.
2.
Outcome economy - organisations have an increased ability to measure the outcomes
of the services that they deliver; customers are more attracted to outcomes than just simply
to products, and this is what organisations should focus on.
3.
The Platform (r)evolution - global platforms are becoming easier to establish and
cheaper to run. Developments such as cloud computing and mobile technology offer huge
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 976
potential for innovation and quicker delivery of next-generation services. The rate of
evolution is only going to increase.
4.
The intelligent enterprise - using data in a smart way enables organisations to become
more innovative and achieve higher degrees of operating efficiency.
5.
Workforce reimagined - whilst greater use is made of smart machines, the role of
human beings is not being removed altogether; they are simply being used in a different
way. Ways need to be identified in which man and machines can work effectively together
to create better outcomes.
Firms looking to become digital enterprises face two main challenges.
The business model that served them well for decades has been disrupted by digital
innovation and no longer works as desired.
All attempts to create a new, viable business model for the digital age will flounder
unless a company is willing to disrupt itself.
This conundrum has been termed “the innovator’s dilemma”.
An operating model can be defined as the clear, ‘big picture’ description of the key
relationships between business functions, processes and structures that are required for the
organisation to fulfil its mission.
It is a description of how people, teams and organisational units interact and is the critical
link between strategy definition and execution.
As we have already discussed, digital innovation is reshaping industries by disrupting
existing business and operating models, but it is also having a profound impact on society,
presenting a series of opportunities and challenges for businesses and policy-makers.
To compete, companies will have to change their business models and how they deliver
that business model by re-examining every aspect of their operations.
The table below shows roles that might now be relevant for certain aspects of an
organisation:
Table 1
Commercial
Technology
Web
Marketing
Facilitation
HR
E-business
manager
Scrum
master
Web project
manager
Digital
marketing
professional
Service
design
thinker
Design
learning
manager
Digital
account
manager
Data
scientist
Web
designer
Digital
copywriters
Content
curator
Digital
work
experience
officer
Digital
product
manager
Chief Data
Officer
(CDO)
Webmaster
Media
acquisition
manager
Editorial
manager
Employer
brand
director
Fraud
manager
Data
protection
Developer
User
experience
Chief
Listening
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 977
A fear of cannibalising profits is just one obstacle standing in the way of organisations looking
to launch new business models. Such organisations often have a risk-averse culture that
focuses on the present rather than the future.
For example, managers often are very adept at running existing business units but do not
have the creativity to identify radically different business models or the decisiveness to
commit resources to experiment.
In order to create a workforce with the right digital skills, organisations need to collaborate
with educational establishments - universities, colleges, schools - with a long term view to
giving students the right skills and confidence to be the employees of the future.
Conclusion.
In order for digitisation to work, leaders need to adapt. This may mean a
different approach to establishing a corporate structure and also fostering an alternative
culture in the workplace. Leaders need to show that they are forward-thinking and
progressive, and not just rely on business practices that worked in years gone by.
A traditional approach to structure might be hierarchical and autocratic - roles and
responsibilities are clearly defined and work on a top-down basis. In the digital age
leaders need to accept that this traditional approach will not attract people of the right
skills and will certainly not get the best out of them.
Furthermore, a culture of being more risk-tolerant is to be encouraged. Instead of focussing
on the mistakes of employees, the organisation should be encouraged to accept failures and
to persuade staff to take higher amounts of risk. This will necessarily mean changing the
focus on how the organisation performs - it cannot restrict itself to just short term goals,
with failure to hit annual targets being seen as career-threatening. Management need to take
a longer view of performance, and instil a culture that promotes this.
References:
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2. Aguinis, H., Joo, H., & Gottfredson, R.K.(2011)
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integration. Measuring business Excellence
4. Armstrong M. (2006) Performance management: Key strategies and practical guidelines,
Kogan Page Limited.
5. Hvidman, U., & Anderson S.C. (2014). Impact of performance management in public
and private organizations
6. Natasyah Aliyah Ramadina- Comparative Analysis Of Calculation Of Expedition
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