The Impact of Disruptive & Digital Technological Change (AQA A Level Business): Revision Note

Syllabus Edition

First teaching 2026

First exams 2028

Exam code: 7132

Lisa Eades

Written by: Lisa Eades

Reviewed by: Bridgette Barrett

Updated on

The impact of disruptive technologies

  • Disruptive technology is any new technology that fundamentally changes how an industry operates

    • It often creates an entirely new market or makes existing products, services or business models obsolete faster than businesses can adapt

  • Unlike gradual technological improvements, disruptive technology tends to overturn an industry's existing rules altogether, rather than simply improving what already exists

    • Artificial intelligence (AI) is the clearest current example of a disruptive technology, alongside autonomous vehicles, robotics and blockchain

The impact on business

  • Entire business models can be made obsolete very quickly, sometimes within a few years, and others changed beyond recognition

Example

Since Uber launched in London in 2012, the number of licensed black cabs has fallen by more than 34 per cent, as the traditional taxi business model has struggled to compete with app-based ride-hailing

  • New markets can be created almost overnight, offering huge rewards to businesses that move early

Example

Wayve, a UK self-driving vehicle company, raised $1.2 billion in funding in February 2026, as investors backed an entirely new 'robotaxi' market that barely existed a few years earlier

  • Competitive advantage can shift rapidly from established, well-resourced businesses to smaller, more agile ones

Example

Revolut built up 13 million UK users by the time it received a full UK banking licence in 2026. Revolut and other neobanks now hold over 20 per cent of the market among customers who opened their main bank account in the last three years, taking market share directly from established high street banks

  • Regulation and law often lag behind disruptive technology, creating legal uncertainty for businesses operating in new areas

Example

E-scooters have been sold and used widely in the UK for years, yet privately owned e-scooters are still illegal to ride on public roads or pavements

Only government-approved rental trial schemes are legal, and these have been repeatedly extended, while the government continues to review the evidence before deciding on permanent rules

Impact on stakeholders

Stakeholder

Impact

Example

Customers

  • Customers often benefit from lower prices, new services or greater convenience

  • However, they may face new risks around safety, trust or data use, particularly with unproven technology

  • In 2024, DPD had to switch off part of its AI chatbot after a customer got it to swear at him, call DPD "the worst delivery firm in the world," and write a poem criticising the company

  • The story went viral, showing how unproven AI can damage trust and reputation

Employees

  • Employees face the risk of job displacement in roles that can be automated

  • They must also respond to growing demand for new technical skills, so retraining becomes essential

  • In 2023, BT announced plans to cut up to 55,000 call handling and network jobs, around 42 per cent of its workforce, by 2030, with the company stating AI and automation as the main causes

Shareholders and investors

  • Disruptive technology carries high risk and high reward

  • Investors in an early, successful disruptor can see extraordinary returns

  • Shareholders in a slower-moving market can see falling profits and share price

  • WPP, a large UK advertising company, saw its share price collapse by around 60 per cent in 2025

  • Fears that generative AI could replace much of the planning, buying and creative work traditionally done by agencies was the main cause

Suppliers

  • Suppliers may need to adapt their own products or processes to remain relevant - or risk being replaced by a more technologically advanced rival

  • Suppliers who develop expertise in the new technology early can become essential partners to businesses undergoing disruption, giving them stronger bargaining power

  • Chipmaker NVIDIA became so central to the AI boom that it invested $2 billion into one of its own key suppliers, Marvell Technology, in March 2026

  • Marvell and rival Broadcom now control around 95 per cent of the market for custom AI chip design between them

Competitors

  • Competitors face an existential threat if they fail to respond quickly to disruptive change

  • They may need to radically change strategy rather than make small adjustments

  • Blockbuster failed to respond seriously to the rise of streaming and mail-order DVD rental pioneered by Netflix, eventually went into receivership in 2010

  • Netflix, however, adapted - and went on to become one of the world's largest entertainment companies

Government and regulators

  • These must try to create new laws and regulations to manage risks, such as safety, copyright or data protection

  • This is often after the technology is already in use

  • The UK passed a law allowing self-driving cars in May 2024.

  • However, it is not expected to be fully in place until the second half of 2027

  • Meanwhile, self-driving car trials, including from the company Wayve, were already running on London's roads in 2026 - years before the law catches up

Impact by business size and sector

Business size

  • Small businesses and start-ups are often the source of disruption themselves

    • They can move quickly and are not tied to existing ways of working

    • They are, though, highly vulnerable if a larger, better-resourced rival adopts the same technology

  • Large, established businesses usually have far greater resources to invest in new technology

    • However, they can be slower to act due to their size, existing systems and organisational culture

    • They are also likely to suffer the innovator's dilemma

      • The challenge faced by successful, established businesses that risk being overtaken by disruptive innovation because they focus on improving existing products rather than pursuing new ones

    • Many large businesses respond by buying smaller disruptive start-ups rather than competing with them directly

Business sector

  • Creative and content industries have been hit hard by generative AI

    • There is, though, some indication that consumers are weary of AI and prefer the human touch

      • E.g. Coca-Cola faced backlash over its AI-generated Christmas adverts in both 2024 and 2025, with viewers calling the ads 'soulless' and 'digital slop'

  • Transport and logistics are being changed enormously by autonomous vehicles

    • E.g. Starship Technologies' small delivery robots operate in UK towns including Leeds, Manchester and Milton Keynes in partnership with Co-op and Just Eat

  • Financial services have been disrupted by fintech start-ups

    • E.g. Wise, the UK money transfer company, grew its customers by 21 per cent and the amount of money sent abroad through it by 25 per cent in 2026 – business that would traditionally have gone through banks instead

  • Sectors involving physical, hands-on and in-person work, such as personal care and construction, remain among the least exposed to AI disruption

    • In 2025 43 per cent of UK construction workers reported that they have no digital capabilities at all in their day-to-day work

Case Study

Larkspur Occasions and disruptive technology

Logo for “Larkspur Occasions” with elegant dark text, light purple letters for “occasions”, and a small blue party balloon hanging from the first O

Larkspur Occasions is a UK greetings card retailer with 30 stores and a small online shop.

For years, Larkspur relied on customers browsing racks of pre-printed cards in store. When a new AI-powered app launched, letting users generate a fully personalised card, complete with custom artwork, a handwritten-style message and even a short AI-created poem, in under a minute on their phone, customer habits shifted quickly. Many shoppers began sending instant digital or app-printed cards instead of buying from a shop, and Larkspur's in-store footfall began to fall, particularly among younger customers.

Rather than competing directly with the app, Larkspur partnered with a similar personalisation platform, installing in-store kiosks where customers could design a personalised card and have it printed within minutes, alongside its traditional range.

Within a year, average spend per customer had increased, as personalised cards were priced higher than standard ones, and younger customers began returning to stores again

The impact of digital technologies

  • Digital technologies are those based on computerised or internet-connected systems used to communicate, process information and carry out transactions

    • Examples include e-commerce, mobile apps, social media, cloud computing and digital payments

  • Digital technologies tend to change more gradually than disruptive technologies

    • They usually form the everyday infrastructure most businesses now rely on, rather than suddenly overturning an entire industry

Case Study

A cashless economy?

Illustration of a card reader showing “Payment approved” as people tap a smartwatch, smartphone, bank card and travel pass for contactless payment

By February 2026, contactless payments accounted for 76 per cent of UK debit card transactions, mobile wallets were used by 57 per cent of UK adults, and cash had fallen below 10 per cent of all UK payments for the first time.

For businesses, these changes bring clear benefits. Digital payments are faster to process, reduce the time and cost of handling and banking cash, and make it easier to track sales in real time.

However, accepting card and mobile payments also means paying transaction fees on every sale, cutting into profit margins, particularly for smaller businesses with low profits already.

For customers, digital payments offer speed and convenience, removing the need to carry cash at all.

However, not everyone has benefited equally.

Around 70 per cent of UK consumers still believe it is important that cash remains available, and some groups, particularly older or lower-income customers, remain more reliant on cash and can feel excluded as fewer businesses accept it.

Impact on business

  • Businesses of any size can reach customers well beyond their local area, often at very low cost, through websites, apps and social media

Example

Gymshark started as a small UK startup selling fitness clothing, and grew into a billion-pound global brand largely through social media and fitness influencers, reaching customers worldwide without ever needing a large traditional retail presence

  • Digital systems allow much faster communication and data-driven decision-making across every function of a business

Example

easyJet uses dynamic pricing, adjusting ticket prices in real time based on demand, how many seats remain and booking trends

Pricing decisions are made automatically and continuously rather than set once in advance

  • Remote and flexible working has become far more practical, changing how and where employees work

Example

By 2025, around 28 per cent of UK workers were working in a hybrid pattern, splitting their time between home and the workplace

This way of working relies on digital tools such as video calls, cloud file-sharing and messaging apps

  • Reliance on digital systems significantly increases exposure to cyber-attacks and system failures

Example

In July 2024, a faulty software update from cybersecurity firm CrowdStrike caused a huge IT outage worldwide

Flights were grounded, banks were disrupted, and the FTSE 100 fell by around £21 billion in a single day

Impact on stakeholders

Stakeholder

Impact

Example

Customers

  • Customers benefit from convenience, round-the-clock access and more personalised experiences

  • They may have concerns about how their data is used

  • Some, particularly older or less confident users, can be excluded

  • Lloyds Banking Group closed 55 branches across the UK in 2026 alone

  • Older, less digitally-confident customers who relied on face-to-face banking said they felt excluded as services moved online

Employees

  • Employees often gain more flexibility over where and when they work

  • They can also face pressure from 'always-on' digital communication and, in some workplaces, digital monitoring of their performance

  • In 2020, Barclays had to scrap its staff monitoring software after employees discovered it was tracking their toilet and lunch breaks, and warning them to avoid taking breaks

  • The backlash was so strong that the bank was investigated by the UK's privacy regulator, facing the possibility of a large fine

Shareholders and investors

  • Digital transformation can require a large upfront investment

  • However, it often improves efficiency and access to new markets over the longer term, increasing returns for shareholders

  • Next plc's online operating profit rose 14 per cent in the year to January 2026

  • This was, largely, driven by investment in its new e-commerce system

Suppliers

  • Digital ordering and stock systems allow much closer, real-time integration between a business and its suppliers

  • Suppliers must, though, invest in compatible systems themselves

  • Every time an item is scanned at a Tesco checkout, the sale is recorded automatically and, once stock of that product falls below a set level, an order is sent straight to the supplier without anyone needing to place it by hand

  • This means suppliers now need their own systems set up to receive and process orders digitally, rather than waiting for a phone call or paper order

Government

  • The government must invest in digital infrastructure and regulate areas such as data protection and online safety

  • The UK government has committed £5 billion to Project Gigabit, funding faster broadband in areas private companies would not otherwise reach

Case Study

Pemberton Crafts and digital technology

Pemberton Crafts logo with dark blue, playful hand-drawn lettering on a white background

Pemberton Crafts is a small UK homeware business, originally run from a single workshop, selling handmade candles and home accessories.

For its first three years, Pemberton Crafts sold only at local markets and through a handful of independent shops, limiting its potential customer base and making growth slow and unpredictable.

The owner began selling through an online marketplace and building a following on social media, posting short videos showing products being made. Within eighteen months, online orders were reaching customers across the UK and overseas, and social media had become the business's main source of new customers, replacing word of mouth.

Growth brought new challenges. Pemberton Crafts had to invest in packaging and shipping systems it had never needed before, and the owner found managing digital payments, online reviews and social media alongside production increasingly difficult without additional staff.

Examiner Tips and Tricks

Strong answers on this topic explain how the same technological change can affect customers, employees, shareholders and government differently, and how the impact often depends on a business's size and sector. This kind of contextual, multi-stakeholder analysis is exactly what higher-level marks are looking for

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Lisa Eades

Author: Lisa Eades

Expertise: Curriculum Expert

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Bridgette Barrett

Reviewer: Bridgette Barrett

Expertise: Development Editor

After graduating with a degree in Geography, Bridgette completed a PGCE over 30 years ago. She later gained an MA Learning, Technology and Education from the University of Nottingham focussing on online learning. At a time when the study of geography has never been more important, Bridgette is passionate about creating content which supports students in achieving their potential in geography and builds their confidence.