Editorial: End-to-End Digital Transformation
The digital transformation is no longer just around the corner — it’s in our living rooms! New technologies, platforms and business models, and the associated customer requirements, have become a reality, and the question is no longer whether we want to digitally transform our company, but how we are going to do it. What does digital transformation look like for you, and what strategies do you have for meeting your customers in the new reality? Answers to this and other questions about digital transformation can be found in this ti&m special: End-to-End Digital Transformation.
In a complex and ever-changing environment, having a strategy, or in other words setting goals, is not a linear, one-off process. It is, rather, a process that “captures” the constant change in the life of the company and converts it into value-added activity. In this respect, our approach to strategy development operates in three dimensions: the digital business models and the processes implementing them; the agility of the company, i.e. the ability to respond to change; and innovative capacity, i.e. the ability to shape change.
Only when these three dimensions are attuned to the market situation, the target groups, and the expertise and potential of an individual company is it possible to develop a custom‑made digital strategy that will deliver long-term success. For example, a company whose established business model is under threat will set different priorities than a forward-looking company wanting to utilize new potential without such acute pressure, or a new entrant wanting to make waves in its sector.
As a digital strategies consultant, we also face the challenge of uniting all these dimensions under one umbrella: the umbrella of our customers. To achieve this, analysis of market and technology trends has to be tailored to the development of business cases, the objectives of agile teams coordinated with the company’s business objectives, and an appropriate technology portfolio for implementation. Last but not least, the cultural aspects of leadership, transparency and decentralized responsibility must be incorporated into the organization. As a company that lives and breathes agility, whose name references innovation, and that is valued for its partnership and cooperation with local and multifunctional teams, this sounds like the perfect challenge for us.
If a customer asks us for support with the development of a digital strategy, for instance, we can draw on our vast experience with digitalization. Our industry experts position the company and identify promising future business models, while our agile coaches put agile approaches and values in place within the organization. Our designers and design thinkers use innovative approaches, such as our ti&m garage, to devise digital products while our architects and developers provide the latest technology and software architecture. And that’s not all — our digitalization products, the ti&m channel suite and ti&m banking suite, provide ready‑to‑use building blocks for digital customer interaction. As a result, our portfolio has developed into a comprehensive end-to-end service that is in step with the requirements of the market. We develop strategies for our customers that keep the end user in mind, and are able to rise to the dynamic challenges of the digital world.
In the latest ti&m special, we give our customers and partners the opportunity to speak about their individual experiences and approaches. This is complemented by articles from our experts, as usual. The focus this time is on the core issues and building blocks of digital transformation, such as cloud computing and cloud government, building a digital organization, and new trends and business models in the banking and insurance industry.
I hope you enjoy reading it and I look forward to an interesting and thought-provoking conversation with you and our authors.
Many banks have only just begun to take a closer interest in the cloud. They continue to have reservations, first and foremost about the compatibility of the cloud with banking secrecy. Martin Hess, Head of Digitalization and Economic Policy and Board Member of the Swiss Bankers Association, has the answers.find more information
Die Forschung rund um das Thema AI hat in den letzten Jahren grosse Fortschritte gemacht. Jedoch sind für das Training oft immer noch Millionen von Versuchen nötig, um AI-getriebene Systeme zu entwickeln und der damit verbundenen Verantwortung in kritischen Situationen gerecht zu werden.find more information
Digitalization // Digitalization is also an opportunity for small and medium banks. In this interview, Bruno Thürig, CEO of OKB, and Patrik Gallati, corporate management division manager at GLKB, reveal how banks can hold their own against the big tech firms.find more information
Die Potenziale der AI-Technologie sind gross, werden aber häufig überschätzt. Zeit, um einen kritischen Blick auf die Möglichkeiten und Auswirkungen auf die Gesellschaft zu werfen.find more information
Research // When it comes to digitalization, companies often find it difficult to make fundamental changes to their business model without losing sight of their core activities. Being ambidextrous, i.e. doing one thing without letting the other go, can help companies successfully manage this balancing act. However, they may face a few challenges along the way.find more information
Innovation is not usually the first thing that comes to mind when you think of public administrative bodies. But, as Zug Municipal Council demonstrates, there is another way. In our interview, Town Clerk Martin Würmli explains how Zug became a first mover in e-ID and why public bodies need to take the lead when it comes to innovation.find more information