Our AI impulse events made it clear that only 30% of transformation is achieved through technology – the remaining 70% involve people and the organisation. For an organisation to be successful in the digital transformation, structures and processes need to be adapted and behaviours and existing patterns need to be developed further with a targeted approach. It is crucial that people are not only qualified, but also given space to reflect on their attitudes and develop new ways of acting.
Three key insights:
Technology is only the beginning
The success of the digital transformation depends above all on people and organisations being able to grow together. A ‘form check’ makes it possible to specifically evaluate and adapt the existing framework conditions in order to promote the desired behaviour. The central question here is: ‘How do we need to adapt structures and processes so that the desired behaviour can be demonstrated in the first place?’
Workarounds often arise after system implementations in order to maintain old behaviour. In addition to training – which is often the sole focus – it is therefore also important to create spaces for reflection in which employees can analyse their attitudes and discover new options for action.

The process as a living example
A rigid plan is not enough. The transformation process itself must already reflect the desired new behaviours and patterns.
This prefigurative work, in which ‘the process already embodies the new’, is crucial. If cross-divisional or more agile work is to be carried out in the future, this requirement must be recognisable and tangible right from the start of the process.
Holistic collaboration is the key
Sustainable transformation succeeds when HR, managers and all organisational units are cooperatively involved. But that alone is not enough.
New role models are emerging that are not only defined by job descriptions, but must be negotiated together, as the challenges arise at the interfaces.
The central question here is: ‘Where do we need to hold the baton together, and what does that mean for collaboration?’ Only through this close collaboration can digital and social aspects of the transformation become deeply rooted and have a lasting impact.


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