Sample Answer
Individual TCA Report
Reflection on Group Website Development Experience
The group website development project provided a practical foundation for understanding how e-business concepts translate into real organisational activity. From a managerial perspective, the experience highlighted the importance of aligning technical decisions with business objectives rather than treating website development as a purely technical task. Our group approached the project by first defining the purpose of the website, its intended users, and the value it was expected to deliver. This early focus on objectives helped structure later technical choices and reduced unnecessary complexity.
In terms of web software, the group selected a template-based platform rather than building a site entirely from scratch. This decision reflected a realistic organisational context, particularly for small to medium-sized enterprises that require speed, cost efficiency, and scalability. Using ready-made templates allowed us to focus more on content structure, usability, and customer journey design rather than low-level coding. However, the project also revealed the limitations of templates. While they provide a strong starting point, they can restrict customisation and differentiation if used without further development.
To address this, the group made several enhancements beyond the default template. These included modifying page layouts to improve navigation flow, integrating basic analytics tools to track user behaviour, and adjusting visual elements to reflect a consistent brand identity. From a capability perspective, this required us to develop skills beyond those assumed by the platform, particularly in areas such as user experience design, basic scripting, and content optimisation. This reinforced the idea that even template-based solutions demand a blend of technical and managerial skills to be effective.
The project also raised important questions about complex organisational requirements. Large organisations often require integration with legacy systems, advanced security controls, regulatory compliance, and high levels of reliability. Our experience suggested that while template-based solutions can support early-stage or customer-facing functions, more complex requirements may necessitate in-house development or hybrid approaches. This is particularly relevant for organisations operating in regulated sectors or those handling sensitive customer data.
In terms of staff capabilities, the project demonstrated that effective e-business development requires more than technical competence. Skills such as project coordination, stakeholder communication, data literacy, and change management are equally important. Employees must understand how digital tools support strategic goals and be able to collaborate across functional boundaries.
Potential problems in e-business environments became more visible through the group work. These include cybersecurity risks, system downtime, poor user adoption, and misalignment between technology and business needs. Addressing these concerns requires clear governance structures, ongoing training, robust security policies, and continuous evaluation of system performance. Overall, the group project provided a realistic insight into the challenges and opportunities of e-business development within organisational constraints.
Usefulness of the E-Business Course in Preparing to Lead the Initiative
From a managerial standpoint, the e-business course has been valuable in preparing me to lead a new e-business initiative, particularly in terms of strategic awareness and decision-making rather than technical execution alone. The course provided a structured understanding of how e-business supports organisational strategy, customer value creation, and competitive advantage. This perspective is essential for senior roles, where the focus is on coordination, evaluation, and leadership rather than hands-on development.
One of the most useful aspects of the course was its emphasis on linking technology to business models. Concepts such as value proposition design, digital supply chains, and customer relationship management helped frame e-business as an integrated organisational capability. This aligns with established theory suggesting that technology delivers value only when embedded within broader organisational processes and culture. The course reinforced the importance of viewing e-business initiatives as change programmes rather than isolated IT projects.
The coverage of e-business infrastructure, including platforms, databases, and network considerations, was sufficient for the duration of the course. While it did not aim to develop deep technical expertise, it provided enough knowledge to engage meaningfully with technical specialists. This is particularly important for managers, who must evaluate proposals, allocate resources, and manage risks without necessarily writing code themselves.
However, the course could be strengthened by deeper exploration of emerging technologies and data-driven decision-making. Areas such as artificial intelligence, advanced analytics, and automation are increasingly central to e-business strategy. While these topics were introduced conceptually, more applied case studies would enhance understanding of how they are implemented and governed in practice.
Another strength of the course was its focus on risk and ethics in e-business environments. Issues such as data protection, cybersecurity, and regulatory compliance were discussed in a way that highlighted managerial responsibility. This is critical given the increasing scrutiny organisations face regarding data use and digital trust. Understanding frameworks such as risk management models and compliance requirements equips managers to make informed and defensible decisions.
The course also encouraged reflective learning, which is particularly relevant for leadership roles. Reflecting on group work, decision-making challenges, and project outcomes helped develop self-awareness and critical thinking. These skills are essential when leading cross-functional teams and navigating uncertainty in digital transformation initiatives.
Despite these strengths, the course could benefit from greater emphasis on organisational change management. E-business initiatives often fail not due to technical issues but because of resistance to change, poor communication, or lack of stakeholder engagement. Including more content on change leadership models, digital culture, and employee adoption strategies would better prepare managers for real-world implementation challenges.
Overall, the course has provided a solid foundation for leading an e-business initiative, particularly in terms of strategic understanding, risk awareness, and managerial perspective. While it does not replace the need for specialist technical expertise, it equips managers with the knowledge required to lead, coordinate, and evaluate e-business projects effectively.
