Digi­ta­liza­tion chan­ges the corpo­rate culture

Networked products or entire plants lead to new trans­pa­rency along the entire value chain. Form­erly sepa­rate areas such as rese­arch and deve­lo­p­ment, produc­tion and logi­stics, marke­ting and sales will be merged in terms of data tech­no­logy and will allow more inten­sive coor­di­na­tion than before. In order to control the proces­ses, high speed, agility, new inter­ac­tions with custo­mers – in short, a new company culture – are required.

Exis­ting func­tions can be coor­di­na­ted quickly and directly with each other, at best opti­mi­zing the produc­tion process. At the same time, new func­tions such as central data depart­ments and, last but not least, new teams that are constantly deve­lo­ping products and others that are dedi­ca­ted to proac­tive service and, above all, main­ten­ance are being crea­ted. This results in inten­si­fied custo­mer rela­ti­onships with the poten­tial for the long term.

While person­nel, tech­no­logy and capi­tal were previously the most important resour­ces of a company, data are now being added as a new value and also a deter­mi­ning factor for compe­ti­tion. Inno­va­tions and new busi­ness models will shape the new corpo­rate culture, provi­ded that digi­tiza­tion is initia­ted in good time and mana­ged in accordance with the new requirements.