Shaping the future
of your company
New trends in companies can only be implemented through new business capabilities
Identifying trends is essential for companies and determines their sustainable market success. But it is only by acquiring new capabilities that trends can be implemented in a company-specific way.
In order to successfully design this process, a methodology is required that takes into account all design levels, from strategy, processes and IT to the organization and people of a company.
We have developed a method to derive the required capabilities from the trends: “trend2ability”.
We consider all design levels in the company: Strategy, processes, organization and IT&Tools. Our approach is therefore holistic and differentiates itself from approaches that only target sub-areas such as IT or processes.
In the delivery of services we work closely with the management consultancy TCI Transformation Consulting International.
Step 1Identification of relevant trendsIn identifying the relevant trends, we look at megatrends, associated subtrends, technical trends and industry-specific trends. The first step is to determine at which point in a company's business model a trend or one of its subtrends "starts". Only trends that are related to the company are considered. Close
Step 2Prioritization of trendsThe maturity level of the corresponding skills in the company at the respective starting point is then examined. If the respective influence of the trend on relevant processes of the company is high, and the discrepancy between company status and state of the art is relevant, the trend and influenced process are considered further. If the results are consolidated at trend level, a company-specific trend map can be generated. Close
Step 3Mapping of trends against design levelsThe intersections of trends with processes, business models and IT are defined as nodes in the sense of superordinate adjusting screws. Where does action need to be taken? What effect does a change at this node have if something is changed? The result is documented in a matrix. Close
Step 4Derivation of required capabilitiesThe required capabilities are now determined for the set screws determined in the previous step. For example, in order to respond to the mega-trend of individualization, a company wants to offer a product with different variants in order to be able to offer a differentiated range on the market. This requires skills in product development, production, sales and service. Close
Step 5Creation of a roadmapThis step begins with the prioritization of skills to be prioritized. The common 50-30-20 rule can be used for prioritization. For visualization purposes, the prioritized capabilities can be mapped in a roadmap. The roadmap contains the definition at quarts or monthly level of which capability will be available at which point in time. This is not project planning, but the basis for planning projects, which can now take place. Close