Digital Transformation in Swiss Companies, an Illusion?

The digital transformation in Swiss companies is not yet as far advanced as it could actually be. Roger Eric Gisi, entrepreneur and founder of Swiss expert and market platforms on cloud computing, IT security, CRM/ERP, energy and digitization, believes that too many entrepreneurs are still under an illusion. They believe they are "digitized"; in fact, most companies do not yet have sufficient digital maturity.

Isn't your statement a bit provocative, Mr. Gisi? Is the situation really that bad? We're making quite good progress in Switzerland, aren't we?
Well - I'm asking the question - but yes, it's deceptive. On the digital transformation, decision-makers in the Swiss economy are deluding themselves about the progress their companies are making. It is only thanks to a customer focus that is really well centered in some cases that it is possible to channel customer wishes into digital projects and ultimately products and to implement them quickly on an individual, selective basis. Nevertheless, executives assess the digital transformation of their organization significantly differently than those responsible for implementing new technologies. They are mistaken about the status, the digital maturity of their company.

What is missing, then, for companies to anticipate this change or simply successfully create digitization?
Well, the digital economy is a seamless process landscape. This also means that in traditional business, the problems are already at the process level in many companies. The result: lack of flexibility, poor efficiency, insufficient customer orientation, rampant bureaucracy, exploding costs, growing complexity. With Internet computing as the computing model for a digital economy, the barriers to new organizational solutions with highly streamlined processes have fallen. But: the culture change, changes and tackling of new business models must be pushed much harder. The possibilities of new technologies would drive this, but the will to change is missing. The prospect of something truly new, measured against other economies, needs to be promoted much more strongly in all organizations and levels, so that we are better off digitally for the future.

What does that mean for companies in concrete terms? What do they have to tackle and which projects do they have to implement? You are appealing to digital platforms, what do you mean by that?
Yes, platforms are a central infrastructure of a digital economy and their importance will increase strongly. Because they are Internet-based, they are an important tool of the digital economies, and these in turn create new market structures through their economies of scale, scope and networks. We now know from studies and research that the more digitally mature a company is, the more it uses platforms itself, whether for infrastructure or market development. And these companies are equally aware of the importance and value of these platforms in achieving their business goals. But just: All these impacts of AI, IoT, predictive analytics and blockchain on the economy and society, even if they are so enormous and have the potential of digital solutions to improve competitiveness, are still paid far too little attention by decision-makers in Switzerland compared to other economies in Northern and Eastern Europe or in Asia. After all, computerization only becomes digitization when processes, products and services in their value chains can be digitally mapped in models, i.e. digital twins. That's what I mean by platforms and that we have to learn how to use these technologies properly in order to optimize existing business models and create new ones.

Once these platforms are in place, how can they be successfully operated yes further developed?
The technology requirements of companies are becoming more complex. Not only do they need new platforms and systems on which new innovative services can be built seamlessly and securely, but they also need an enterprise-wide shift in mindset. In this landscape, a culture of continuous learning and agility will then accelerate digital transformation across the enterprise. As a result, new subject areas, applications and solutions will emerge and platforms can be used for all sorts of purposes and businesses. Economies of scale and multiplication must be driven in a targeted manner. In this way, profits will soon fall on the relatively low marginal costs. In in-house production, infrastructure platforms enable significant quality improvements and much faster time to market, as well as more accurate knowledge about customer needs. If this expertise and data is systematically fed back, functions and services can be continuously expanded and adapted to specific customer segments.

More information: "Digitale Schweiz" / "Digital Switzerland