Digital Transformation Strategy

Successful digital transformation in companies is often slowed down or even partially prevented by the following factors:

• An overly theoretical corporate strategy with a lack of practical implementability and focus on digital relevance.
• A missing strategy and incomplete overall view of all relevant digital topics.
• Business and IT stakeholders that underestimate the relevance of the customer or external perspective and the use of new methods to enable a "best-in-class" customer experience.
• An excessive focus on the ERP systems and the associated core processes from both IT and business side.
• Wrong decisions made in software evaluations, for example, due to high business pressure and siloed decision-making.
• A purely factual transformation based on systems and processes, which forgets to involve the people affected by accompanying measures and to influence their attitude.
• A lack of appropriate resources due to a lack of prioritization between operational business and projects.

Analysis

The analysis phase is about defining the outline of the case, examining the status quo, the current challenges, pain points and potential ideas for the future.

The status quo is checked from two perspectives.

• Inside-out: From the view of strategic and operational internal stakeholders
• Outside-in: Involvement and interview of B2B and B2C end customers as an integral part

Vision

The vision phase forms the overarching, central element, which clarifies where your company wants to be in 3 - 5 years using various perspectives.

The development of this target image takes place from three levels of consideration

• Customer: What does the customer expect and need across all touchpoints in order to do business with your company easily and with low entry barriers?
• Business: What new offers, products, services or processes can be incorporated into your existing offering in a successful and sustainable manner? What are the business levers to achieve the greatest impact? Which measures taken make sense from the internal organization’s?
• Technology: What technology (architecture, software, data) is necessary to make the vision become reality?

Transformation

In the transformation, the step-by-step planning of the procedure from the status quo to the developed vision takes place.

• A central roadmap shows the various streams, the chronological order and the mutual dependencies.
• The robust investment recommendation shows the cash-out over the coming years.
• With our recommendation of necessary steps for the project and operational organization, we put the transformation on a solid base and also show the necessary measures to accompany and bring people along on a cultural, communicative and knowledge-based level.