Digital Transformation

Why do companies fail to introduce and implement an agile way of working or decide against it altogether? According to analyses, the most common reason is the lack of innovation and organizational culture. Companies are often trapped in their static and hierarchical cultures and knowledge silos, which result in reduced participation in change processes. The goal of agility, however, is the exact opposite: a heterogeneous composition of self-organized and cooperative employees in cross-functional teams that enable increased quality and shortened time-to-market. Crucial to collaboration are the short time intervals and the performance of regular reviews, which ensure that a product is developed according to relevant market and customer needs. Accordingly, the associated financial and content-related risks are significantly minimized. But when is such a change process at all meaningful and effective for a company? Particularly in complex and changeable environments, an agile organization makes it possible to react and adapt to changing, unexpected conditions in a more targeted manner. It quickly becomes clear that not only internal structures need to be changed, but also the mindset of each individual in order to sustainably build up and anchor agility in the teams and the organization.

At first glance, the introduction of new, digital products focuses on two central disciplines: technical software development and the market entry and marketing strategy. At second glance, however, one crucial component is often neglected in our experience, namely the content-related and organizational orchestration of these disciplines. Why do we see this as a decisive success factor in the launch of new, digital products? Especially in this project phase, product owners, project managers and others are confronted with a multitude of goals and requirements from customers and management. For example, customer feedback must be recorded almost daily and ideally integrated directly into the product. At the same time, there are preparations for the beta launch, such as the provision of content for the urgently needed landing page. In addition, management and committee requests regarding strategy, data protection and co. have to be dealt with in parallel. We accompany you in this phase both in the strategic elaboration as well as in the operational execution and support you in finding the right balance for dealing with the issues in the dynamic environment.

One way to optimize your existing business processes is to automate them. Understanding internal processes is the foundation for process optimization and the associated achievement of set corporate goals. At this point, digitization offers a variety of opportunities for active process optimization of business processes. Processes that are optimized lead to faster throughput and response times and at the same time contribute to a reduction in costs. Excellently designed and thoroughly structured processes can be flexibly adapted and expanded to new framework conditions. Repetitive activities can be automated, freeing up targeted capacities for core business activities. Automated processes stabilize process reliability and improve process quality. Regardless of your specific automation goals, the starting point for process optimization should be to improve the user or customer experience. From process optimization to process management to the use of process mining: We support you in your business and process automation with the help of individually selected and customized solution approaches.

The digital transformation requires significant changes in existing corporate processes and structures. A more intensive focus on digital innovation projects promotes the targeted progress of the digital transformation. But how can the scalability of a promising innovation project be ensured in the long term? The focus here is on defining and evaluating the appropriate organizational form to combine the newly developed, digital business idea with the established core business the best possible way. We support you in conducting a detailed analysis of the identified key factors, from which tailored recommendations for action can be derived for the business model embedding of your innovation project. Basically, we differentiate between three different strategic options to successfully expand your digital business: First, developing a digital business within your own organization in line with your existing business. Second, the development of a digital business outside and parallel to the existing business with its own brand and in its own legally independent unit. And thirdly, incubation - i.e. the initial outsourcing and development outside the existing organization as well as the simultaneous preparation of the organization for the subsequent integration of the digital business. We will be happy to advise you on the selection and sustainable implementation of the option tailored to your individual needs.