See the digital transformation as an opportunity

Technology adoption – If a technology exists, sooner or later it will be used!

Learn from those who have already sailed around the shoals of digitisation and digital transformation.

The iXenso Group has been using these solutions productively throughout the company for years and works according to the motto “our workplace follows us”. Time and place are no longer relevant, Internet access and an Internet browser are required. Along the way, we have often discussed and revised decisions that have been made. Our modern and flat organizational form with “Process Owners”, “Enterprise Developers” and “Steering Committee” create agility and speed. However, more freedom, delegated responsibility and agile teams require clear rules and structured processes (guard rails). But products and services are also subject to change, because the market is changing at a rapid pace!

The essential part of this is when a technology is widely used by customers and how companies react to it.


Digitale Transformation

1. Technological development

This straight line shows the course of technological development. It goes without saying that technological development is always ahead of the adaptation by users and companies.

2. Adoption of the technology by the customers

This curve shows the adoption of the technology by society, or (because we are speaking of a business context here) by customers. It is typical that when a new technology appears, customers are initially reluctant to use it. If a critical mass of users is reached, the use of the technology usually spreads “jump-fixed”. This is simply because we humans are much more likely to do what our fellow humans do.

3. Adoption curve of average companies

This curve shows in simplified form the degree of adoption by an average-sized company. It traditionally lags behind social adoption. If, as is now the case in the digital revolution, the adoption behavior of users changes very quickly, companies are surprised and fall behind. This is what has happened in the digital sector over the last 10 to 15 years.

4. Adoption curve of doomed companies

Typically, there are always companies that do not manage to adapt to the new market environment. This can have various reasons such as lack of market analysis, lack of willingness to change, lack of change management or even a stoic “we-always-did-it-this-way-and-continue-so” attitude. A brief look back over a person’s life span shows that there has never been a time when a market environment has not changed rapidly. These companies will not be able to adapt and will sooner or later leave the market.

5. Social, digital transformation

The approximation of the technology adoption curve of the users can be described as social, digital transformation. This is what we can observe every day also in ourselves. It is the way and when we use new technology. I know you have dozens of examples in your daily life. If not, please send me an e-mail. I am curious if we really don’t find anything. Because change is not always obvious.

6. Digital Business Transformation

The approximation of the technology adoption curve of companies to that of users can be described as digital business transformation. Companies have to change their communication, products and business model to meet the new needs of the users/customers. The fact that the user and his behaviour and not the available technology is in the centre of attention is absolutely decisive for the match. If the company aligns itself with the already available technology, it overtaxes the users/customers and simply does not find the critical mass to operate the offer economically.

Quelle: Alain Veuve

Modern and agile forms of organisation are indispensable

Without motivated employees and their adaptation to change (mindset), a digital transformation is doomed to failure. Thus, before the digital transformation, a transformation of the organization must take place. Profit focus becomes purpose focus, hierarchy becomes network, pure controlling becomes personal responsibility, stupid planning becomes development and closure becomes transparency. We would be happy to discuss with you how this can work quite well, based on our internal experience.


Agility &

  • Flat hierarchies and internal networks
  • Small teams with max. 10 participants
  • Decision-making power of the management
  • Digitale Workspaces

Trust &

  • Leap of faith in employees
  • “Letting go” of management
  • Role concept with authority to issue instructions
  • Steering/Advisory Board (conflict resolution)
  • Space/time for social exchange (personal/private)

Flexibility &

  • Flexible working time models
  • Digital workplace “follows me”
  • Define private/professional limits
  • Reconciling family & career

Controlling &
Error Tolerance

  • Business information in real time
  • Defined digital processes/sequences
  • Controlling for optimization, not for control
  • Clear rules & limits
  • Establishing an error culture in the company


How digitisation will continue and what consequences it will have is not a natural phenomenon or a fatality. There is no lack of alternatives, because the crucial question is not whether we want digitisation – but which digitisation we want.

(Armin Grunwald – Technikphilosophie/-ethik)

“Simply digitizing the paper-based processes is like hoping for a ship at the station”

(Thomas Kleiner, Principal Business Consultant & CEO of iXenso Group)