Digital transformation is one of the defining management topics of our time. No week goes by in which blessings and curses of digitalisation and its effects on industries, companies and customers are not reported and passionately disputed. While some say that German companies are well prepared, others complain that the country will not wake up in time for digitalisation. The joyful expectation of new jobs will counter the impending loss of jobs. Regardless of the euphoria, scepticism and scaremongering, it is undisputed that matters such as digitalisation, digital networking or big data will have a serious impact on economic and social life.
Digitalisation is much more than just an IT matter – companies in all industries are facing an uncertain future; new players emerge, previous business models must be reconsidered and adapted or even completely replaced. Changes to existing structures and increasing efficiency no longer suffice. Companies need to anticipate the changing expectations and needs of their customers and at the same time respond to changing requirements of a new employee and management generation. Various stakeholders – both internal and external – must be incorporated at an early stage. They need to be convinced that they should get on-board with the renewal.
More than ever, the tasks of the CEO include seeking dialogue, breaking through mental barriers, allowing for objection, making room for new things, organising participation and bringing renewal to life. This requires power of imagination and persuasion, but also a comprehensive understanding of communication. The demands on corporate communication are also changing: It must effectively support the CEO in his or her role as the driver of the digital transformation, secure the involvement of external and internal stakeholders and gain acceptance for the digital transformation.
Deekeling Arndt/AMO has supported companies in digital transformation over the last two to three years and continued to develop findings from this work into consulting services. We assist companies in
- developing an understanding among top managers and executives for the disruptive effects of digitalisation and the chances and risks for the company which it entails,
- creating scenarios and a vision of a revised business model in the digitised world and making them conceivable,
- providing impulses for the renewal of the business culture in terms of customer centricity, agility, capacity for innovation and intrapreneurship,
- orienting and positioning the area of corporate communication in line with the requirements of the digital world,
- conveying confidence in the opportunities of the digital transformation in a close exchange with all external and internal stakeholder groups,
- confidently orienting themselves in a highly dynamic stakeholder environment at all times and finding a clear position in respect of competitors, politics and society,
- actively shaping the regulatory environment for their corporate activity,
- renewing their 'licence to operate' and protecting proven business models and value chains in view of digital transformation,
- gaining acceptance and goodwill in politics and society towards disruptive technologies and innovative business models,
- building a new (beta) understanding of leadership which reflects the openness of the process towards the goals and matches the communication patterns of the digital world,
- winning over and involving executives and staff as pioneers in the digital transformation,
- opening up the company and interconnecting it with the new worlds of digital competence and the start-up scene as well as Generation Y.
Please read "The 10 commandments for communicating digital transformation" by Egbert Deekeling.