Disruptive changes in the way of business make the ability to transform vital
Faster innovation cycles, the expanding digitization and the just beginning trend to industry 4.0 have changed the rules according to which markets work dramatically. This increases the pressure on the organization to change, especially for established players. The intensity and speed of these changes will all increase in predictability, making the ability to repeat transformation at all organizational levels and in all areas to survive.
In reality, transformation projects often fail due to the high complexity, unclear expectations or inconsistent orientations of the employees and the organization.
What do we mean exactly with the word transformation?
Well, the spectrum of these transformations ranges from the well-known operational level, the better to handle the business so far, faster and more efficiently. The use of new technologies for known challenges (e.g., digitization of existing customer processes) fits into this category.
The next level describes drastic changes to the existing "operating model" in an industry, such as, e.g. The replacement of DVD machines by streaming services or the stationary sale of food to full-service delivery services. In any case, this form of transformation already leads to the need to use new skills (and thus employees) and technologies in the company, which is usually driven by a change in the end customer.
The third level describes the strategic transformation in which every aspect of a business model and usually the DNA of a company is affected. This can be technology driven (autonomous driving) or also market driven (contest over contents in the media area). In any case, almost all aspects of existing business, supply chains and customer relationships are changing at the same time, which on the other hand represents a huge potential for growth but also for failure at the same time. This applies not only to Old Economy companies, but also to the new stars of digitalization, whose profit sources are already coming from areas that are not related to the original business idea (eg Amazon as a cloud service provider, Netflix as the mediacontent producer or the focus of Google on autonomous driving). In any case, companies must develop the ability to quickly and routinely adapt to these requirements. To do so, it certainly needs new skills, talents, decision-making processes, procedural models and changed attitudes to risks and opportunities. In any case, it needs a clean orchestration and sustainable control and / or implementation and the right people who are ahead.
We accompany companies and above all their employees on the way to business transformation with methods and people who are rowing in the boat and are not standing at the footbridge.
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Master of Engineering and Business Administration
Successful mediators are usually familiar with both sides of a problem. Uwe Dorst is such an intermediary. As an industrial engineer, he throws both weights his technical understanding as well as equally extensive expertise in business administration into the balance of his consulting work. A virtue extremely beneficial when orchestrating optimization and transformation initiatives. Particularly when it is executed in his typical style: quietly, calmly and deliberately.
Uwe Dorst has outstanding experience in financial services and business transformation. He focuses on IT strategy, modernization of IT platforms, sourcing management, processing and operations, digitization and project governance/management.