Digital transformation is one, if not the biggest, challenge for businesses in every industry. It is only a matter of time before it will enter every unit of companies.

Together with this trend, the dynamics and complexity will increase significantly. Expectations will change abruptly and companies will find themselves in a tension between traditional value creation and new digital business models.

To overcome these challenges and overcome the hurdles, companies need to reinvent themselves. Above all, the necessary structural transformation of companies will be the biggest success factor to meet the challenges and speed of digital transformation. In this way, agility is becoming an ever-increasing topic in the course of digital transformation and has long been a major entry into many areas, including outside IT.

Complexity and dynamism are counteracted with self-organization and resilience. Executives become servant leaders and companies act in such a way that democratic structures invite you to participate.

Why do we need more agility?

  • Structural changes from the digital transformation will take place in all areas of the company
  • IT and technology merge
  • Classical departments will increasingly be extinguished by 2025 < (50%)
  • Responsibility of transformation will come from management
  • by 2025, companies will need fewer staff but up to 25% will rely only on experts
  • Knowledge must be built and kept in-house

Sources: iOT Study of Detecon

Need for agile structures is increasing!

Is this need for agile structures on everyone’s face or do German entrepreneurs see this as not the answer to the challenges of digital transformation. Apparently! 95% consider these to be important for the future viability of companies. The study (p. 19 and 21) shows not only the importance, but also the increasing proportion of agile structures by 2025. We notice a significant increase in agility in companies.

agil wichtig
Importance of agility (own presentation derived from the study)

According to the study, agility will not only focus on IT, but will also affect many, even almost all, areas of business far outside IT. This agile reorganization will take place in the next 3 years. For this reason, we are dealing with precisely these agile departments in research (Detecon Study p. 25/26). If you read deeper, you notice that agility in particular and the growth of technology goes hand in hand. Production and logistics are at the forefront of IT. Marketing and finance are also heavily affected by digitalisation. In 3 years’ time, we will be faced with the situation that more than 65% of companies have already completed the agile reorganization. So there is not much time left. Some of these 17% that are already beginning, I accompany on their journey with a case study. I am surprised by the involvement of HR, as there are some sources here and I see a great need. Overall, however, the study shows that IT, sales, logistics and production will require a high need for agility.

agile-when
When should the agile change take place? (Own presentation derived from the study)

The implementation is not yet clear

An exact implementation of what such an agile and future-oriented company looks like is not yet clearly defined. In the course of the research, frameworks for agility from literature have already been found. With the help of experts, case studies and roundtables, we will work together to find a way to implement them and address digital transformation in companies with agility. Read also my other articles on digital transformation and digital leadership.

Genderhinweis: Ich habe zur leichteren Lesbarkeit die männliche Form verwendet. Sofern keine explizite Unterscheidung getroffen wird, sind daher stets sowohl Frauen, Diverse als auch Männer sowie Menschen jeder Herkunft und Nation gemeint. Lesen Sie mehr dazu.

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Verwendete Quellen anzeigen

Detecon. (2016). Digitization and Internet of Things. Retrieved from http://www.detecon.com/de/Publikationen/digitalisierung-und-internet-things-iot

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I blog about the impact of digitalization on our working environment. For this purpose, I present content from science in a practical way and show helpful tips from my everyday work. I am a manager in an SME myself and I wrote my doctoral thesis at the University of Erlangen-Nuremberg at the chair of IT Management.

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