In the digitally based world, there are hardly any constants, but rather constant developments. Learning processes are no longer completed, but flow seamlessly into the next. We have to learn to deal with this. And for each of us - and by that I mean people of all ages and backgrounds - this means adapting our skills and abilities in equal measure. This is one of the topics that the TCI is addressing in a separate event. Decision-makers in the SME sector will be invited to Montabaur* in September. Here is an interview in advance of the presentation and discussion about the demands on people and organizations in the digital transformation: Walter Manns (WM) spoke with Manfred Hargarten (MH) about his expert contribution "Successfully shaping change - criteria and experiences to make people and organizations fit for the future" at this exclusive event.
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Digitalization in the company: How to successfully shape change - Interview with Manfred Hargarten
WM: The probably most frequently used buzzwords of the present are digitalization or digital transformation. The ideas of what this means in detail and in concrete terms vary widely. Mr. Hargarten, how do you understand these terms and what they mean?
MH: I don't see the term digital transformation as a buzzword and no longer as a future scenario, but as an everyday task. Digitalization has long been part of our lives, our work and our world. We communicate via digital channels, we organize our lives, whether work or leisure, predominantly with digitally functioning means. We make phone calls, we plan our appointments and our leisure time, we order our goods, we receive and process our orders digitally. We don't have to transform anything. It's there and it works.
WM: And yet many people still find it very difficult to grasp what digitalization actually means for the company/entrepreneur.
MH: The processes in the company are recorded, controlled and evaluated digitally across the board. Never before have we so much data for evaluation and use about customers, trends, availability and demand. At the moment, we have to learn how to deal with this. But thanks to artificial intelligence, we are becoming increasingly better and more efficient. Digitalization is the greatest opportunity and a powerful tool for success. But of course also for failure if we handle it incorrectly.
People and organization: What you need to consider to successfully manage change
WM: Digitalization is often understood more as a technical innovation or technology-driven transformation. However, the title of your article focuses more on people and the organization. Why is this the case and what do you specifically want to suggest to companies?
MH: Digitalization is of course a technical process, but we humans have to learn to draw the right conclusions from the resulting volumes of data. Artificial intelligence will provide us with increasingly valuable services and open up completely new paths and opportunities. We must not allow ourselves to be unsettled - out of a misplaced fear of losing control - but must seize this opportunity.
WM: That sounds like a permanent challenge for management and employees. Where are the focal points here?
HM: The real focal point is people, whether manager or employee. It is the challenges to the process and organizational structure that are constantly changing. In a matrix organization, I have to respond to different tasks with multifunctional mechanisms and thought processes. For each of us - and by that I mean people of all ages and backgrounds - this means adapting our skills and abilities in equal measure. In the digitally based world, there is hardly a constant, but rather a constant development. Learning processes are no longer completed, but flow seamlessly into the next. We have to learn to deal with this. As the saying goes: the only constant is change. Only faster and faster. The management task of the future will be to shape these processes individually for everyone.
WM: Let's delve a little deeper into this aspect. In your view, how will the digital transformation or "the digital company" of the future change the role of management? Do you already have an idea today?
MH: We all still have to learn and optimize the handling of the new, admittedly gigantic amounts of data. And above all, we will have to keep on learning as developments progress. There is no conclusion, but rather a perpetuum mobile. When it comes to strategic issues, management must be able to understand and evaluate big data-based findings as well as establish links to the next relevant determinants. Products, supply chains, market mechanisms, Customer needs and to keep them there is the task. It requires the permanent further training of the teamsto be able to draw the right conclusions when dealing with results. And by that I don't just mean the management teams, but everyone in the process.
Involving the affected employees in the change process, or: This is how change succeeds!
WM: Let's take a closer look at the change process. In practice, many people are not really familiar with change management. You, on the other hand, say that change must/can be successfully managed. What's the difference? Or what is your answer to the doubts of practitioners?
MH: In my opinion, change management gets incredible support and opportunities with data that can be analyzed in a targeted manner. Never before has it been possible to make decisions and define tasks based on such precise information. It couldn't be more precise. Only those who allow themselves to be fed by this data and continue to make gut decisions are soft. But please: common sense and the ability or willingness to take social responsibility still remain the supreme entrepreneurial discipline.
World Cup: The "age-old" question: gut or head? How do gut decisions and "big data" go together? Or is there no such thing as "either/or"? What do you think?
MH: The digitalized evaluation of data on the basis of algorithms that appear plausible is not in itself a quality feature for good decisions. Ultimately, gut decisions are nothing more than decisions based on personal experience and experience is nothing more than the sum of experience data. If you have a lot of experience, you have a large amount of personal big data. And at the end of all processes, there is always a (management) person who compares technically collected data with personal experience and says yes or no in order to make a decision. So I don't see an "either/or", but an "and" as a necessity.
WM: One last question on the classification of the changes brought about by the digital transformation. There are those who say: "Digitalization is nothing new. We've been doing it for years. Why all the hype now?". Is that the case or is what is currently happening different?
MH: I wouldn't call it hype, but rather a continuous but increasingly rapid development in which we can participate if we want to. Only those who remain indifferent to these technical developments and possibilities for too long can speak of hype. has negated. There are incredible opportunities. Artificial intelligence is one of them. And it is no reason to be afraid: based on ever better data, it will not replace us, but make us better.
WM: Thank you very much for this exciting interview, Mr. Hargarten. I think we can look forward to your presentation "Successfully shaping change - criteria and experiences to make people and organizations fit for the future" at the event on 24.09.2019 in Montabaur.
The interview with Manfred Hargarten was conducted by Walter Manns.
Change management in the digital transformation: Take part!
Successfully shaping change in medium-sized companies: For the ideal transfer of knowledge on this highly topical subject, TCI is offering its own TCI event specifically for decision-makers in SMEs. The main aim is to give participants the opportunity to talk about all those aspects that represent the most important levers in their respective companies. So that you can take home exactly the right food for thought and information to be able to carry out successful change management: You can find more detailed information on the procedure and participation at our event page on XING and at https://ocm-event.tci-partners.com/.
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Discuss highly topical issues directly: TCI events offer the ideal platform
The event in Montabaur in September is part of a tradition of TCI events that deal with hot topics and specific challenges from a corporate perspective. For a brief insight into the atmosphere of these exclusive events, simply click on the following image: You will see a video to last year's TCI event:
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*Montabaur: Conveniently located on the A3 and ICE route between Cologne and Frankfurt - and the perfect venue for "Change management in digital change".
You can gain further insights into the event in other exciting contributions during the event:
- Digital change, digitalization, digital transformation - just buzzwords or more?
- Everyone is talking about digitalization. So are we.
- Roadmap for digital transformation: the successful path to becoming a digital company
About Manfred Hargarten
Manfred Hargarten has more than two decades of extensive experience, which he has gained in various positions in well-known national and international companies. His current project on digitalization and customer experience is set across Europe; his focus is on route to market and customer care as well as the development of the people involved in the process. He is also one of the expert speakers at the TCI event "Change Management in Digital Change". He will be speaking on the topic of "Successfully shaping change - criteria and experiences to make people and organizations fit for the future".
(Cover image: © Bastian Weltjen | stock.adobe.com)
