Leistungen // Laterales Management

digitalisation: what will 2017 bring?

VW's CEO would rather address the subject of digital transformation than the after-effects of the diesel scandal. The company's objective is namely to be number one in electric vehicles in a few years from now. The Chairman of Deutsche Post AG believes the logistics sector will be digitalised in a few years. The logistics centres will be manned by robots and goods will be delivered by driverless trucks and drones. Consequently, the restructuring of Deutsche Post AG is regarded as the most important topic at present. Telekom takes the same view - after all, digitalisation is their business.

Discounters are going digital

Discounters are also meeting the challenge of digitalisation. For example, customers can order conveniently online from Rewe. Food products are delivered to the door at the same price as in the shop, punctually in just two hours. The Rewe employee is friendly, communicative and has a migration background. We tried it: it works!

It's a little surprising that even Lidl is going digital and now likewise intends to offer this service. Whilst at Rewe a digital purchase from EUR 100 does not trigger a special payment, it remains to be seen how a discounter will manage this.

The Denkwerkstatt für Manager is going digital too

We too are meeting the challenge of digitalisation: We don't just blog about digitalisation and culture, we have also extended our consultancy service:

  1. We advise spin-off companies from established entreprises in order to make start-ups really successful. After all, it is very difficult to introduce a start-up culture in traditional organisations. That is why we strongly encourage spin-offs because they are quicker and easier to establish.

  2. With our new toolbox for digital transformation, we help companies to convey the urgency of digital transformation to their workforce in a meaningful way because whoever expects performance has to present the case convincingly. There are new ways to do so such as hackathons, which are especially popular in Silicon Valley and up-to-date forms of mobilisation such as our think tanks. Anyone who is familiar with our previous publications also knows that we like to use classical tools such as Open Space or Future Conference in transformations. A particular innovation here is learning experiments concerning attentiveness such as those carried out with Google Insights for Search.

  3. The growing economic pressure that weighs upon companies due to digitalisation appears to prompt some managers to return to the prescriptive, dominant style of management: In a long-term study Sonja Bischoff, Professor of Economics, found that whereas 80% of managers regarded themselves as practising a co-operative style of management in 1998, ten years later only half of them did. In September 2016 the Niederrhein University of Applied Sciences confirmed this finding in a comprehensive study: "Unfortunately, management in Germany still tends to be mainly the traditional directive style".

    Although companies are investing more and more money in further management training, not much is changing. Companies that want to shape their digital future need a different form of management training. Skills now have to include management tools for the most diverse styles of management: for vertical management (also known as management from above), for horizontal management (we prefer the term lateral management at eye level) and for managing from below. Our partner companies hier are taking new, successful paths together with us.

  4. Especially exciting in this context are the projects we are currently carrying out with human resources specialists for "blended learning" and "chief culture officers" (CCO).

2017 will be very exciting – we are looking forward to it!