Ten fields of action for a successful digital transformation
- Bernhard Nitz
- Jul 15
- 5 min read
There are many ways to successfully approach digital transformation. The following action areas will prepare you and your organization for the future.
Is your organization ready for the next step in digital transformation?
Digital transformation is not an end in itself – it is a strategic means of securing the future. But how does it work in practice? Based on numerous transformation projects I have supported, I will show you the areas of action that have proven critical to success across all industries.
People and culture: Change begins in the mind – in yours
Create a clear answer to the “why” of the transformation
Involve stakeholders and those affected early and consistently
Ensuring psychological safety and the most positive employee experience possible
Promote a culture of error – Learn like a child: curious, brave, fall down – get up
Provide orientation through clear guidelines and role models
The transformation will only succeed if the people affected support it. Support cannot be measured by a yes or no; it is a spectrum. For a genuine commitment, a clear "why" is needed, one that provides orientation and creates meaning. It requires process security and must answer the question "What does it mean for me?" Those who involve stakeholders in the design process early on and establish a culture of appreciation lay the foundation for sustainable change. Dialogue and coordination are not overhead, but enable genuine consent, genuine drive, and have the potential to transform the energy of resistance into energy for transformation. Mistakes are not a risk, but a learning opportunity – if the framework is right.
Existing use: Exploit before you explore!
Standardize & automate processes where appropriate
Establish KPI-based control
Use efficiency gains as an investment basis
Small steps, big impact – no big bang necessary
Before investing energy in new things, it's worth taking a look at what already exists. Standardizing, automating, and measurable processes creates efficiency and thus freedom – both financially and organizationally. These efficiency gains are not an end in themselves, but rather the foundation for long-term transformation. Another advantage is that learning and practice can begin from these activities. Employees can learn and test new methods, technologies, and ways of working. A new culture of collaboration can develop gradually.
Important: It's not always necessary to turn the entire process landscape upside down. Even many small steps can lead to the goal if they are consistently directed in the right direction.
Decisions: Fast, informed, courageous
Analyze & streamline decision-making processes
Clarify responsibilities (“Who decides what, when?”)
Training decision-making skills as a leadership discipline
Understanding and considering group dynamics in committee decisions
Slow decisions cost nerves, energy, time, money, and trust. Reflecting on decision-making processes, clarifying responsibilities, and encouraging the courage to take responsibility not only increases speed but also the quality of decisions and clarity in key corporate processes. The only thing worse than slow decisions is "non-decision."
Data: A strategic asset
Defining strategically important data today & tomorrow
Ensuring data quality and accessibility (keyword: legacy systems)
BCM & compliance as a hygiene factor
Data isn't a byproduct—it's real strategic capital. Companies need to know what data they have, what they need, and how to harness and secure it. Quality, availability, and security are non-negotiable; they're prerequisites.
Customer Experience: Value optimization beats wish concert
Involve customers in a structured manner – analyze and evaluate findings
Well-founded decisions - away from gut feeling and wishful thinking
Deliver fast, tangible added value
Use time-to-market as a differentiating factor
Customer centricity doesn't mean giving in to every wish – neither externally nor internally. It's about creating real added value – quickly, noticeably, and scalably. Those who engage customers early and use time to market as a strategic lever create differentiation. Structured engagement also saves a lot of money because gut feeling or vested interests have less room to play.
Innovation: Explore and jump the curve!
Targeted development of innovation capability (after efficiency phase)
Strategically and consciously shape ambidexterity (Explore vs. Exploit)
Understanding mistakes as innovation potential
Innovation needs structure – and freedom. When operational standards are raised and established, more energy can be channeled into genuine innovation. Whether integrated or outsourced: innovation only succeeds when mistakes are allowed and learning is encouraged. Importantly, true innovation is only possible when you are willing to make mistakes.
Agility: Risk management in the VUCA world
Understanding agility as a response to uncertainty and complexity
Shorten feedback cycles, maximize customer benefits
Live agility properly – not just “do Scrum”
Agility is not a toolbox of methods, but a mental model and a mindset. It helps you learn faster in complex environments, identify risks early, and avoid ineffective perfection. Properly understood, agility is an effective tool for risk management, customer focus, and operational process optimization.
New Work: Culture instead of kicker-table
Promote self-determination and value orientation
Enabling independent development instead of prescribing it
Design a work environment that enables motivation
Promote and challenge: Maximum productivity arises in flow
New Work is more than just working from home or having fun at work. It represents a work environment that enables self-responsibility, meaning, and development. When employees are seen as co-creators, it fosters motivation, loyalty, and performance. A possible side effect: Even for managers, such a work environment can be relieving and motivating – if they can let go.
Agile contracts: trust & competence
Design and maintain supplier relationships as learning partnerships
Establish and secure clear expectations and internal know-how
Trust as a basis – control through competence
Minimize external dependencies for key competencies
In transformation, suppliers are not service providers, but partners. Clear expectations, mutual learning, and internal expertise are the foundation for sustainable, agile collaboration – on equal terms. This is no excuse for the external party not to give their best. I personally prefer a customer who constructively challenges me every day and thus fuels my own personal development, rather than customers who passively wait for external consultants to guide them to enlightenment.
AI & Data Analytics: Trying is better than studying
Continuously check and practice possible uses!!!
Use existing tools (e.g. AI agents, expense AI)
Promote internal knowledge exchange and collaborative learning (e.g. brown bag sessions)
Leaders must set a good example and openly admit their weaknesses or concerns in these areas!
Artificial intelligence and data analytics only unlock their value through application. Regularly assessing where automation and scaling are possible creates progress. This requires a clear framework, guidance, and leaders who lead by example and create a learning environment – because no matter what all the AI prophets trumpet from the rooftops, we are all learners in this process.
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