Digital value enhancement programs
Digitalisation theatre. Into the digital performance.
Realism, not fiction or even illusion.
Particularly when it comes to digitalisation, we are working for results, not experiences. For a digital transformation to be successful, you need both a high level of technical expertise, and a lot of experience in the active transformation of corporate structures and processes. After around 40 years in the business of holistic realignment of companies, we have that experience – especially with companies in a state of upheaval.
That is why there is no blah blah blah here about disruptive digital business model innovations. We get straight to the heart of digitalisation for you. And focus on the practical aspects: the determination of the digital maturity of companies, for example, and the five key potentials that every (!) company should certainly raise in connection with digitalisation.
The five core themes
1. What degree of digitalisation is possible for my product or service?
2. How well networked is my organisation or my product in its environment?
3. How great is the need for security on my part or on the part of my stakeholders?
4. What is the level of digitalisation of the processes in my company that are relevant for value-creation?
5. What level of digitalisation is sufficient for my company and industry-specific business model? Where and how does it need to be raised?
The basic dimensions
Contrary to popular opinion, the success of a transformation process does not ultimately depend on how consistently or half-heartedly companies invest in updating their IT structures. What is far more important is the establishment of behaviour-changing human thought structures. What we mean by this is that a company’s management and staff not only perceive the changes in our world and their industry brought about by digitalisation, but also actively ask themselves what opportunities these changes could hold for increasing their future viability.
We can safely say that there is barely an industry in which digitalisation has not either altered existing value creation chains, or created new market conditions by admitting new market participants.
We thus focus in our work on digital transformation on what we consider to be the three key dimensions:
1.
On an increasingly customer-oriented sales strategy. To achieve this, we aim to improve and expand the digital networking of sales and customer channels.
2.
On an organisational alignment geared to increasing the competitiveness of the company. This is a question of digitalising the work organisation and work processes.
3.
On a value-enhancing and growth-increasing organisational alignment. This is about establishing a “digital mindset” in the organisation that sees digitalisation as a vehicle for increasing profitability through innovation and improved performance.
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