Firstly:

The determination of the possible degree of digitalization of a product or service.

1.

Secondly:

The determination of the degree of networking of an organisation or product with its environment.

2.

Thirdly:

How great is the need for security on my part or on the part of my stakeholders?

3.

Fourthly:

Determination of the degree of digitalization of value-added-relevant processes.

4.

Fifthly:

Clarification of the extent to which the degree of digitalization of a company- and industry-specific business model is sufficient or must be increased.

5.

Once a company has gained clarity about where it stands digitally and which possibilities for optimizing customer and supplier relationships are possible, a digital transformation roadmap can be specifically formulated and tackled.

Contrary to popular belief, how successful this transformation process will be in the end depends less on how consistent or half-heartedly companies invest in upgrading their IT structures. Even more important than the development of suitable technological infrastructures is the establishment of attitude-changing human thought structures.

This means that the management and staff not only perceive the changes in our world and the respective industry caused by digitalization, but actively question what opportunities they have to increase their competitiveness. It can generally be stated that there is hardly an industry in which digitalization has not either changed existing value chains or new market conditions have been created by the entry of new market participants.

In our restructuring work, we therefore focus on the three decisive dimensions of digital transformation processes:

Firstly:

A customer-oriented sales orientation. To this end, we rely on the digital networking of sales and customer channels.

1.

Secondly:

An organizational orientation that increases competitiveness. This is about the digitalisation of work organisation and processes.

2.

Thirdly:

An organizational orientation that increases value and growth. The aim here is to establish a "digital mindset" in the organisation, which sees digitalisation as a vehicle for increasing profitability through increased performance and innovation.

3.

Let's talk about it.
We look forward to hearing from you:

Benjamin Klenk
Partner
Dipl.-Wirtsch.-Ing.
Email to Benjamin Klenk
T +49 (0)221 91 27 30 - 70

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