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Topic - Digital Economy


Table of Contents:

1) Introduction

2) Context

3) Focus

4) Conclusion

5) References


1) Introduction

In present one of the top organizations named “Google“ operate in an increasingly digital landscape. Organizations are harnessing the digital revolution to transform their businesses. To make these innovations happen in a smooth manner, a new generation of “digital” workers are required who are comfortable with a new set of skills and techniques for achieving business objectives. These skills must encompass a broad range of competencies that go beyond traditional IT skills, such as “network and system admin,” or “desktop and mobile computing.” Organizations are looking for people with the mindset of “digital natives,” who can easily use emerging technologies and be creative problem-solvers.


Digital transformation has always been a critical part of the industrial revolution, but the digital transformation has a different function in this new industrial revolution. Digital transformation is a much broader process that can drive the next industrial revolution in many different directions. It is also important to note that digital transformation is not the only critical factor for creating the next industrial revolution. In fact, all of the factors related to digitalization are also important, but when looking at digital business transformation, we should make a clear distinction between these factors.


The future industry includes not only industries but also professions and services. All of these sectors must-have digital transformation in order to use the resources of the world in the most efficient manner. In the future, we will see an increase in the use of technology, digital solutions, smart contracts, as well as smart devices. These devices, including smartphones, wearables, tablets, smart homes, smart cars, smart cities, and smart factories, will be the core elements of the future industrial revolution.


Smart devices such as smart homes, smart cars, and smart farms will be more in demand than the number of jobs in industries. Smart homes and smart cities, for example, will need the help of professionals who will be able to create data-driven business models.


2) Context

In a complex world where we increasingly interact with each other and the world at large through digital devices, a large amount of information can be created, collected, shared and stored online. New information and communication technologies and the rise of the “Internet of Things” are revolutionizing the way companies interact and do business (Harford and Jones, 2012). These technologies have a broad impact on the activities and working practices of an organization.


The impact of the Digital Economy on the activities and working practices of Google organizations is not as simple as it might seem and the evidence of this impact can be found in many of the ways in which employees interact with their devices, their working practices, and the way they communicate with their clients, peers, and stakeholders. They also depend on this knowledge to make good business decisions. In this paper, I look at the impact of the digital economy on the activities and working practices of organizations in the UK. I do so by drawing on the experience of two organizations a major food retailer and an international shipping company. These organizations provide a useful reference point for considering a diverse range of organizations, which can be found in the rest of this issue of the journal.


When digital transformation becomes a reality, the entire Google business ecosystem, which is composed of physical and intangible assets, becomes more flexible and adaptable. Digital transformation makes the entire business ecosystem more competitive. The business ecosystem, including manufacturing, services, and trade, is the core component of the entire economy. The economic impact of digital transformation is the highest in the service industry. We need to make the transition to a new industrial revolution as quickly as possible.


3) Focus

A lot has been written about the importance of the digital economy and its impact on google’s job market or any other, particularly on the skills and knowledge needed to thrive in this new world. I would agree with much of this analysis, but I believe the digital economy also has a broader and deeper impact on the activities and working practices of organizations. This paper describes the impact of the digital economy on organizations by describing the way in which a number of employees’ activities are being changed and, in some cases, revolutionized.


The argument for an increased focus on the ways in which employees are affected by the digital economy is that it is relatively easy to measure the effects of the digital economy on the activities and working practices of an organization if you do a ‘top-down analysis of the impact of digital technology on people’s tasks, and the information they receive and create through that technology. However, if you want to get at the root of the problem the ways in which technology is transforming the ways in which people work, communicate and collaborate you are looking at a much deeper phenomenon. How does this impact on their activities and working practices? This requires a ‘bottom-up’ analysis of employees’ activities because this is what’s happening at the ground level. If you want to get to the root of these impacts, you need to look at the way in which technology is changing the way people communicate and exchange information.


Another reason for a greater focus on the impact of the digital economy on employees is the need for managers to understand these changes in order to identify and exploit new opportunities as well as mitigate any challenges. Employees are changing and they are doing so in part because of the way digital technologies are interacting with their jobs and their jobs. This is a very challenging job because the information created by digital technologies is fast moving and the technology itself is evolving at a fast rate. I would argue that it is a better use of time to focus on how digital technology is changing the way employees do their jobs, rather than to focus on the impact of digital technologies on the organization’s activities.


The digital economy of Google also has implications for the way in which employees interact with each other, and these have changed the way employees and managers interact with one another. The advent of a fast-moving digital economy has led to information creation and transmission being in the hands of individuals or small groups of individuals rather than in the hands of a corporation. It has also led to the creation of new channels of communication that are more direct, but can be unreliable. These are not ideal conditions for people to be communicating with one another. If you are trying to do your job in an increasingly competitive market place then you need to be very careful with your communications.


Employees are being challenged to manage more, do more and work together, but they are no longer being provided with the support or opportunity to develop and grow through work. Digital economy technology provides greater convenience for customers, who can engage more easily with brands and services, but this can be at the expense of the relationship between the company and its employees.


We looked for the ways in which research on the impact of the digital economy on activities and working practices was being conducted. There were many relevant research projects I was able to find and the papers I cite in this paper are drawn from the experience of just two organizations, although they represent a wide range of firms in the UK. The key findings from these research projects are below.


1. Digital devices and working practices

Employees increasingly have access to digital devices, such as smartphones and tablets, which allow them to carry out information and communication tasks in the office and outside the office. The availability of these devices in the workplace also creates a need for managers and employees to work together to understand what is happening and to manage the potential problems and conflicts that they may create. Managers need to be aware of the range of devices that are being used by employees and make arrangements to ensure that the company complies with all the appropriate legislation, such as the Data Protection Act (1998) and other privacy-related legislation.


Companies are more profitable, more efficient, and more agile than they have ever been. Through digital transformation, companies can create better customer value than ever before, and it is this advantage that gives them an advantage over other companies. In other words, with digital transformation, companies can connect all of the systems and people of their value chains, and then they can understand the connections and provide customers with better and faster service. When we understand and explain all of the connections of the value chains and people, we can easily understand the needs of the customers, The entire value chain is linked together with different techniques and services. When a value chain is linked together with different technology, it becomes very powerful.


This involves the manager understanding their rights under this legislation as well as the duties and responsibilities of the manager under this legislation. It also involves the manager is aware of what types of information is being collected from and by their employees. This includes the type and level of detail collected and how that information is used. It also involves the manager understanding their employees’ rights in relation to this information. Managers also need to understand their legal obligations under relevant contracts. This involves knowing the terms and conditions under which employees are allowed to access the network and how the firm manages user rights to the information stored on the network. Managers also need to understand the need to keep their workforce informed of any new features or functionality that they are introducing on the network.


Managers also need to manage information flow on the network. The network can have a number of purposes, some of which are private, while others are business related. Managers must keep employees aware of what is going on and ensure that they are able to access that information when they need it.


2. Technology and the future of work

Google Workers are increasingly being challenged to work long hours and be accessible outside the office. Employees must ensure that they manage time effectively and stay motivated. They must also ensure that they are not putting their jobs or the company at risk. Employees are being asked to do more and more while knowing that they may be at risk of losing their jobs if they cannot meet the demands. At the same time, employees must increasingly understand the ways in which their tasks are changing as a result of digital economy technologies.


3. Working together

I interviewed 18 managers to find out more about their experiences of managing the interactions between employees and digital technologies. I wanted to find out how the managers were addressing these issues and I was very interested in what their experiences were like particularly the experiences of managers who had already implemented and had the experience of managing a number of the changes I was looking at.


Managers from a range of organizations with different business models were interviewed. The majority of the managers had been managing these issues for many years and they had learned as they went along. Most had been managing it for many years and most of them had never had any training or support in relation to digital economy technologies. They were all familiar with the potential problems and challenges of managing technology in the workplace.


They also had to manage the way in which they interacted with their employees, and they faced a number of issues. Managers needed to understand their legal and contractual obligations in relation to the management of employee information and activities. Managers also had to consider the rights and privileges of their employees under the Data Protection Act and under the Employment Rights Act (1999) and they had to be aware of their employee's rights and responsibilities in relation to the information they were required to provide. This meant that managers needed to be aware of the requirements of the law. They needed to be aware of and understand their employees’ legal rights. They also had to be aware of their contractual obligations to their employees, and be mindful of the fact that these changed over time as the economy changed. They needed to be aware of the potential implications of outsourcing activities to third parties and to external suppliers.


4) Conclusion

Digital transformation is more complex than simple process automation it transforms processes, business models, and customer expectations themselves. Through comprehensive digital connections between systems, people, places, and things, digital businesses create value and generate revenue. Every business today can develop strategies and use digital technologies to create a position that benefits their business and their industry. The potential unleashed by digital transformation is the next stage in the evolution of the global and national economy; new phenomena are also used to achieve communication between companies and external parties - suppliers, distributors, and customers.


It is more complicated than the simple exchange of messages or orders. It helps to research and analyze the current market situation and customer needs and reveal future changing trends to adapt and coordinate business efforts by anticipating market conditions, demand of customers, and technology, In the digital era, it is no longer only important to look at the value chain and make sure the entire value chain is digitalized, but rather it is also important to consider what is the value that an individual company creates. In other words, the focus of digital transformation is now on the value that a company creates and not the systems it uses to create that value. When we talk about the digital transformation of a company, we must focus on the individual activities of the company, as well as all the individual activities within the company. Each of these individual activities is also a separate value chain.


Digital transformation is the transformation of businesses through digital processes that connect people, information, things, services, markets, and technologies. This is the most valuable service that can be provided in the field of service technology, and it can be done only with a digital mindset. In other words, business leaders must change their mindset and consider what kind of value they want to create. This requires a complete, 360-degree digital transformation of the organization. What is also interesting is that these leaders can actually create their own digital transformation based on their own specific needs.



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