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Developing a future-proof company Digitalisation poses major challenges for companies. At the very latest, when considering possible applications and potentials, a lot of companies are faced not only with technical issues, but often with major transformation processes. A holistic view, and thus the networking of different perspectives, combined with the successful handling of multidimensionality play a decisive role here. Yet relevant aspects often fall victim to the desire for expedience and simplification.
The expectations placed on companies have been growing for years: faster, more individual, more digital, more sustainable and more flexible. Since 2020 we have been feeling this highly dynamic climate more intensely than ever before as companies are increasingly confronted with the question of how to secure their performance in a global, digital and rapidly changing world.
Digitalisation is the big topic and it’s on everyone’s minds, but it is only one piece in the overall economic activity puzzle. Still, utilising its potential is undoubtedly a central building block of any sustainable enterprise. However, it will only lead to success if the main question does not focus solely on technical possibilities, but also on the meaningful and successful interaction of technology and infrastructure, of well thought-out and consistent processes and structures, as well as of people, their areas of competence and their cultures. Never before have people, technology and process been more interwoven.
From our experiences of the last few years, a number of factors have emerged that are critical to success, and we would like to highlight five of those below that we consider to be of particular importance for a successful corporate transformation:
In its overall orientation, the company should first be considered free of the familiar subdivisions – whether functional or process-related, or in any other kind, as any sectioning would limit the approach, thus making it impossible to identify and recognize complex interdependencies and relationships diverging in time and space. In addition, points of interconnection and processes across company boundaries are also taken into account. The perception as a living system is particularly emphasised, as the company acts and reacts more like a living organism or a complex ecosystem rather than a technical entity. This aspect is often not considered enough in concepts or models, which leads to severe simplifications (e.g. regarding the planning of impulse-reaction-chains).
Not all complexities can be simplified. Holistic transformation processes are complex, and there are many dimensions and perspectives that need to be taken into consideration and given shape. The spectrum ranges from information architecture to corporate culture, and from strategies to data models. Interdisciplinary teamwork is nothing new in many companies, but the range of experts to be networked has once again risen sharply – especially for those who successfully combine views from different parts of the world and diverse fields of professionalisation, or from abstract overall views to the most precise details. Dealing with multidimensionality must be consciously designed, moderated and managed.
Holistic organisational development is a central, interdisciplinary, and strategically highly relevant field of design that must be consciously anchored and systematically professionalised. As already mentioned, the term holistic refers to all the facets of an organisational network: From architecture to culture! Architectural design in particular – in the sense of generating, structuring, managing, transporting, visualising and consuming information – has never played a greater role. Successfully shaping the interplay of people, structures, processes and technology requires a diverse range of skills and perspectives that work together to align the company for the future.
High levels of agility are required in highly dynamic environments. The ability to change plays a very special role for an efficient company. Even in the design stages of enterprise architecture, attention needs to be paid to making the system dynamic – a learning entity. The basis for an adaptable organisation that is able to learn is formed by intelligent processes and structures, the use of technical possibilities and, most importantly, by the competence and interaction of its people.
It is precisely this interaction of people that is once again to be given special attention in the final point. Despite all the talk of digitalisation and new technical possibilities, one facet from the past and the present will remain highly relevant in the future despite being too frequently ignored: human beings, the way they act, the way they orient themselves and what motivates them. Confronted with growing complexity and a high level of dynamism, the limitations of the individual are quickly reached. The urgently needed networking of perspectives requires cooperation at eye level, the awareness that nobody possesses the truth, an open approach to each other and – regardless of how far one’s own assessment strays from that of the other – a desire to learn and not dominate. All of this is quickly put down in writing, but making it a reality is anything but trivial. Openness, respect, acceptance of responsibility and the will to find constructive solutions together must be actively promoted. These things can quickly go missing, especially in demanding and stressful phases.
We are undoubtedly on a learning journey with our insights and experiences – like so many companies. In the coming years new insights will be added, approaches will be discarded and new paths will be found.
What is your view on this important topic?
We welcome feedback, ideas, thoughts, discussion and the exchange of experiences.
