Digitalisation is the key to becoming a successful, customer-focused company in the energy sector while optimising your cost structure. We create a holistic management of digitalisation at three levels of digitalisation: digital alignment, internal and external digital effects and the creation of digital foundations.
Strategically, there is one thing above all that should be kept in mind when it comes to digitalisation:
The widely quoted term digital transformation is misleading - for the very simple reason that this framing could give rise to the mistaken idea that the process of adapting to digital progress can be considered complete at a certain point in time. In fact, what is important is to continuously anticipate the process of digital progress with the necessary diligence. As a consulting firm with many years of experience in digital transformation, we at plenum.bluberries are happy to offer you advice and support.
"Software is eating the world" - this is how American venture capitalist Andreessen-Horowitz once put it. In view of the latest trends, particularly in the last decade, this statement does not seem to be entirely false. Value drivers are subject to continuous change, especially in the energy industry. As a consequence, the requisite areas of competence and, ultimately, the organisational structures also evolve. This development must be met with modernised ERP system landscapes, flexible system architectures right up to a completely digital customer journey. In this context, a survey, consolidation, classification and evaluation of the current competitive situation should be carried out.
From the development of digitalisation strategies to requirements analyses, concepts and implementation support, we offer our clients comprehensive solutions and are happy to act as a sparring partner. Our services not only focus on hard facts, but also on the organisational and structural measures that are required for change.
Key success factors with regard to the direction and management of the digital transformation include recognising and accepting digitalisation with all its opportunities and risks, defining clear digitalisation goals and agreeing on them among owners, deriving a digitalisation strategy that is aligned with the company's objectives, and defining clear responsibilities within top management.
A clear commitment to focusing on customers with their wishes, expectations and needs, and understanding them as best as possible to systematically derive and supply the necessary products & services by means of digital tools is the basis for future differentiation and market success.
Processes should be consistently transformed within the framework of process digitalisation, and not just "garnished" with apps. This should not give rise to processes embellished with gadgets, but rather in stable, scalable and cost-effective processes with optimised lead times.Processes should be consistently transformed within the framework of process digitalisation, and not just "garnished" with apps. This should not give rise to processes embellished with gadgets, but rather in stable, scalable and cost-effective processes with optimised lead times.
Digitalisation IS cultural change. Actively shaping cultural change is of utmost relevance. In addition to collaborating with others, both internally and externally, free spaces and an appropriate error culture promote thinking outside the box and are essential ingredients for innovation.
Expanding the existing organisational framework in terms of adaptability so that it is able to support dynamic technical developments is essential; otherwise, the digital future may be gambled away to contenders (outside the industry). This means networks instead of hierarchical structures, new forms of cooperation as well as innovative approaches and agile methods. Unlocking and strengthening digital internal resources and combining them with external partners paves the way to a digital organisation.
The creation of digital technical foundations should not be provision-oriented but use-oriented; stockpiling technologies is pointless and wastes money unnecessarily. The expansion of digital foundations should be in line with the IT strategy and synchronised with the digitalisation strategy.