Because dynamic changes caused by new software must be strategically well planned.
The introduction and networking of software brings about change. Both direct and indirect, the effects of which develop dynamically and with varying degrees of importance. We offer you the necessary insights.
Depending on the areas of tension, questions arise when planning new software, adapting existing software, and connecting different applications with each other or with partner systems. Some relevant questions would be:
In times of automation, which has a partially disruptive effect, the rules of rationalistic organizational forms, within which companies dictate structures, no longer apply. The boundaries between micro, meso, and macro levels are becoming blurred. Nowadays, the structure of an organization is increasingly determined by external factors. Your company's performance must lie in its ability to adapt to this dynamic. This requires highly flexible software, interfaces, systems, and processes. This applies not only to the introduction of company-wide ERP software, but also to software that is supposedly only intended for use by one department.
Every software introduction brings change – regardless of whether standard or individual software is introduced. HighPots looks at the introduction and the associated opportunities and risks with foresight.
Farsightedness does not only mean that we define the software functionalities in such a way that they meet future requirements through the stress fields. It also means that the possibilities to remove the software from operation are taken into account during the planning.
Modern software is connected to other technical systems or people via interfaces. But the roles are dynamic. People can sometimes be suppliers and sometimes customers.
The same applies to the interaction between organizations. This places high demands on interface design. Connections to new customers, suppliers, and partners must be established quickly, ideally in real time. And they must also be disconnected again. Increasingly, software independently decides which connections are established or disconnected and when.
Data is exchanged between the systems. With regard to data protection, data usage, and the new opportunities and business models that arise from this, software design must be defined as part of the implementation strategy.
When new software is introduced, processes are usually improved as well. These improved processes are mapped electronically by the software. Process improvements go hand in hand with efficiency gains. Work steps that were previously performed manually are now handled by the software. This generates a lot of data and thus new tasks for employees. Employees must learn how to evaluate and analyze the data, but the software must support their creativity in order to extract the relevant information from the data. Only then can the department or area in which the software is used take advantage of the opportunities. Opportunities in the form of discovering new business areas, increasing efficiency so that jobs that may be eliminated do not have to be refilled, and identifying opportunities for continuous improvement of the new software.
In the future, your organization will have to do more to stand out from the competition and discover new high-revenue business areas. But it will also have to identify shrinking areas early on. It is time to find creative solutions that work for both you and your target market; solutions that also bring digitalization into play.
We support you in identifying the consequences of new interfaces or the introduction of custom software. Where are the risks and how high are they? Where are the opportunities and what financial benefits do they bring? Which interfaces should be started with, and how should they be prioritized?
