After seven remarkable weeks, the Digital Business Models module is (almost) finished. It is time to draw up a reflection with what I have learned!
I think this module has helped me to become aware of how important digital scenaries are. An online master, with digital resources (iExeter, FutureLearn…), doing assignments on Blog platforms, taking references from online newspapers… Now explain that to my grandfather!
I challenge you!
Before starting I must say that the structure of the module, and especially the use we have made of the blog, seemed pleasant and original to me. Without a doubt, it has been very positive when dealing with assignments.
The content of the module has been very varied and interesting. During these weeks we have studied many subjects of vital importance and discuss them, taking as a starting point the future of business with the incidence of digital spaces. From our current situation to the assumptions about the future of companies with the presence of disruptive technologies. We have also emphasized the importance of integrating this digital change in our cities and the appearance of new business models, such as circular (Brady, 2017) and sharing (Miller, 2018) economies.
However, this is not a summary of the course, but of our blogging’s performance.
My first post was related to my professional background: journalism. It was a curious reflection, because it made me understand better the delicate situation that the profession is going through. I would like to accentuate how I highlighted the paradigm shift of the consumer’s relationship with the profession. I have no doubt that journalism has been one of the most affected careers by these disruptive digital models. In addition, it was particularly interesting to see the posts of my colleagues, whose considerations on their professional fields were very enriching.
In my second entrance I wrote about one of my favorites companies nowadays, Xiaomi. In my post I tried to do an analysis on how this company addressed the opportunities and challenges presented by operating in both digital and physical locations. The deepening on Xiaomi’s business model has been very valuable, since it has taught me a very solvent financing strategy for a start-up using digital media.
Finally, in my third entry I discussed the situation of Hawkers, and the ways in which its digital business model has contributed to its success. As with the previous post, I learnt a lot analyzing its business models and the ways in which they had interacted with digital media when developing their product. Even more knowing the fact that both companies (Xiaomi and Hawkers) would hardly have existed without the huge technological expansion.
I must say that the part I enjoyed the most was commenting on my colleagues’ articles, whose quality impressed me. It was incredible to read their points of view. God bless the collaborative intelligence (Isak, 2015). Moreover, the comments I received in my blog seemed very constructive.
The completion of this module has given me guidelines to consider in my future career. Times are changing, and with them, business models. This will entail the need for continuous training in new subjects and challenges that we still cannot imagine. Only one thing is for sure: we must take advantage of the situation. We have to adapt to succeed.
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change”
Word Count: 543
Brady, C. (2017), Running in circles: what the circular economy means for consumers. Bioregional. Retrieved from: https://www.bioregional.com/news-and-opinion/running-in-circles-what-the-circular-economy-means-for-consumers
Isak, C. (2015), What is Collaborative Intelligence? Techacute. Retrieved from: https://techacute.com/what-is-collaborative-intelligence/
Miller, D. (2018), What Is the Sharing Economy (and How Is it Changing Industries)? The Balance Small Business. Retrieved from: https://www.thebalancesmb.com/the-sharing-economy-and-how-it-changes-industries-4172234