The machine and plant manufacturer is changing its role from that of a product provider to that of a solution provider. Product management must drive this change and map it in terms of strategy, organisation, and processes. In order to be able to crystallise what is technologically feasible into what makes economic sense, we are developing, together with our customer, the “Product Management 2025” divisional strategy.
DIGITALTRANSFER helps companies and executives in industry to strategically seize the opportunities offered by digitalisation and implement them in their organisation.
As an expert team for transformation, we are forward thinkers and companions of agile corporate development.
“Moving the organisation forward, DIGITALTRANSFER makes complex change happen on cultural and leadership levels.”
Creating strategic focus
Digitalisation is continuously changing the business environment and rendering previously proven concepts and practices ineffective. More software and more consulting not only change products and services, but also challenge traditional forms of organisation, leadership models and working methods. We help managers and teams to focus strategically so that they can rethink their service offering and initiate and embody the necessary change in the organisation while continuing day-to-day operations.
“You put a focus on what needs to be addressed.”
Management consultancy is often not very effective because ready-made solutions provided by external sources are rejected by those concerned. We take a different approach and understand strategy and organisational development as process consulting, in which those affected actively participate as stakeholders in the development of their organisation. In this way we achieve a high degree of willingness to support change and to promote changes in the individual area of responsibility.
“Everyone is behind the result, it is not imposed from above. Even if change is challenged, the team stays with it and follows its strategy.”
Activating knowledge, broadening the horizon
In order to develop new options for action in complex projects, we involve the central stakeholders in the transformation process at an early stage. The most important method: Asking questions. Asking again. And asking again. By analysing all the perspectives, we create clarity regarding the possibilities and limitations of an organisation and point out new strategic options.
“Because of all the questions you ask, you look at an issue from all sides. You create a bigger picture. I am aware of new opportunities I hadn’t seen before.”
Starting small and allowing to grow
Transformation processes are complex projects that are often thought out on a large scale and fail at a great cost. We minimise this risk by designing strategy as a step-by-step development process that takes into account the cultural and structural characteristics of an organisation and breaks the vision down into quantifiable stages.
“You remain on board and help us to approach things consistently with structure and motivation and do not push away the unpleasant aspects – unlike other consultants who copy trends and theories that are difficult to implement in practice.”
Mobilising teams, ensuring success
If you want to bring about change, you have to mobilise others to join in. We support managers in taking their team with them, exploiting resistance, and gaining support for their plans across hierarchical boundaries.
“You do not simply deliver beautiful theory and slides. You roll up your sleeves and get involved in the implementation, dealing directly with the people who are affected by the change.”
Whether on an individual, team, functional or corporate level – regardless of the location and scope of the transformation project, our approach is always structured into the steps “Analysis”, “Diagnosis and Strategic Options” and “Implementation in Cycles”.
Data, facts and figures are essential to outline the starting point and target corridor of a transformation. However, it is equally important to exchange and interact with all those involved: Using interviews, live demos and story mapping, we bring together all of the aspects that are necessary for understanding the initial situation and condense these into a map of the essential elements, subsystems and basic processes of the organisation.
“Your work created the perfect setting. The customer interviews in particular were extremely helpful. I still come back to them when it comes to improving our sales approach.”
Diagnosis and Strategic Options
From the sum of all the analysis information obtained, we identify the focus areas that are essential for change and derive development strategies and options for action: How big are the steps towards the defined goal? How can they be divided into feasible stages? What alternative routes are there that have not yet been considered?
“You offer different perspectives to explore the topic from different angles. That really helps and creates new ideas and ways to handle the change we need. That’s really dynamic.”
Implementation in Cycles
Since complex projects cannot be realised with the help of classic project plans, we work together with our clients in cycles of two to four weeks. This allows all parties involved to continuously incorporate new findings and changing conditions into the long-term implementation planning and to resolve conflicts immediately. In this way we achieve better results faster.
“So many building sites – you have taken us along and shown us how to approach this step by step and make it a success.”
What tasks do we tackle with our customers and what benefits do we bring them through our work? Here are a few examples to illustrate the results.
In the spring of 2020, the Corona crisis forces the majority of jobs to be relocated to the home office. The customer needs a model, working methods and tools for working “remotely”. The “New Normal Working Model” developed for the organisation increases the effectiveness and efficiency of cooperation in and with distributed teams and remains valid after the lockdown.
After two years on the market, the most important new product development by a machine manufacturer is nowhere near meeting sales expectations. A relaunch is to initiate the turnaround. But before the company invests further, the reasons for the failure so far require clarification. DIGITALTRANSFER is commissioned to analyse the causes and develop a relaunch concept, which will form the basis for a successful relaunch.
Owner of DIGITALTRANSFER and strategy expert with more than 25 years of experience in corporate business development (IKEA, ELIXIA) and consulting (e.g. for Hewlett Packard, BSH Hausgeräte, PERI). Executive Coach and Scrum Master with a focus on Agile approaches in the manufacturing industry, lecturer on Strategy and Implementation of Modern Business Management at the University of Applied Management and consultant for “Offensive Mittelstand”. Graduate in business administration (Friedrich-Alexander-University Erlangen-Nuremberg), resident of Munich by choice and enthusiastic sailor.
Partner, Team Developer and Coach with many years of experience in the planning and design of complex change projects (including for clients such as Inselkammer KG and Robert Bosch GmbH). An expert in storytelling, she has a particular passion for good stories and clear messages. Prior to this, several years as spokesperson and Strategy and Communications Consultant in corporate and association communications (BDI e.V., Axel Springer AG, Bombardier Transportation GmbH). Background: Professional Scrum Master and Agile Leadership Expert, several years of training as a Systemic Coach and Team Developer, internship at the Frankfurter Allgemeine Zeitung, study of humanities (M.A. – University of Passau, Pontifical University of Salamanca, Humboldt University of Berlin).