Brands, retailers, and manufacturers need innovative solutions to meet the fast pace of the digitised economy. It requires short communication channels, fast feedback loops, and rapid decision-making, in short: a flexible work organisation. Away from pyramid-shaped hierarchical structures to cross-team network structures. Agility is a buzzword that has already been heavily used and often debated in this context. The questions posed (most of the time from management) and the honest answers will be found here today.
Twelve years ago Handelskraft saw the light of the virtual world as a blog. Since then we have been reporting day by day on topics and trends of the digital revolution. And six years ago we published our first trend book: Handelskraft 2013 »Trends, strategies and potential in everywhere commerce«.
Old but gold, because going through it, you realise how long so many trends actually last. In 2019, and more than ever before, it’s all about theory becoming a real-life success and how to turn trends into innovations.
To do this, companies need to write their own digital code, because »Digital DNA« is what they need to survive in a highly competitive online business. It’s their evolutionary
advantage in the digital age and our title for this year’s trend book: Handelskraft 2019.
The 2019 Handelskraft Conference is getting closer and closer. And preparations continue to run at full speed. We introduced the first speakers and sessions. NO Today, we’ll introduce you to those who share their knowledge and best practical insights at the Digital Experience Base on 28 March 2019 at the Klassikstadt in Frankfurt am Main.
2018 is slowly but surely coming to an end. But preparations for 2019 are continuing to run at full speed. Even better? There’s still news to announce before the end of the year! True to the motto: Think about tomorrow, today. We’re giving all brands, retailers, and manufacturers the chance to do just that. At the Handelskraft Conference on the 28th of March 2019 at the Klassikstadt in Frankfurt am Main.
Experience, wisdom, leadership – all these qualities are spoken to people who are older than you, right? From small business to schooling to the completion of vocational training or studies, it is primarily older people who educate, advise, train, and lead. This socio-cultural character ensures that one expects a senior person to be someone older than oneself.
Thanks to digitisation, new job profiles and the demographic change 4.0, it’s precisely this expectation that is increasingly being met. The tendency is to have a project and team leader around 30 with a staff of 40-plus years.
Some work best under the pressure of time. Especially when it comes to e-commerce projects, we all know how important it is to keep up with the times when it comes to demands and trends, as well as literally being on time. Both levels can only be justified if internal and external conditions are right. In other words: Both processes and employee responsibilities in the company, as well as the system and technology framework must be well thought out or compatible. What this theory looks like in practice is shown in record time by the project we implemented together with our client Netto eStores.
German companies are fit for the digital transformation from the inside out. Not just external macro data such as the status quo of the online retail has proven this. Working methods and internal organisation are adapting to the pace of the digital world. Agile methods are no longer empty promises. On the contrary: Every other major company already relies on agile project management, as a from Bitkom Research makes clear (German only).
Software development without agile methods is like jogging without a fitness tracker: old-fashioned. It’s no different in app development. But it’s not the companies that are able to react quickly to market changes thanks to agile actions, but users who influence the app while it is being developed. Through early user feedback, developers can customise the app to taste, so that the target audience is as satisfied as possible.
When talking about project management, the phrase »agility« cannot be ignored. A quick look at Meriam Webster gives »agilie« the following definition: “Marked by ready ability to move with quick easy grace.”
Consequently, the lean philosophy behind agile project management promises a flexible way of working away from the rigid system of the waterfall model. Of course flexibility sounds great Nevertheless, there are also some risks behind the modern way of working. In the end, the crucial management question arises: Can you reach goals faster and cheaper with agile methods?
Digital transformation, change management, and agile methods are words that naturally come to mind when thinking about how organisations should face the challenges arising from innovation and digitalisation. Executives seem to know how critical these words are for the future possibilities of their companies but they are still static or just about to start preparing for new business models in the best case. And, what is more worrying, they forget that people are the key to master digital transformation, while technology and data are only enablers.