Autor: Tobias Wienzek

The market for technical services is currently undergoing a transformation that is having an impact on the business models and structures of companies in this market. This change also has consequences for the specialists at technical service providers: In addition to new technical knowledge, they have to communicate more with customers and partners in particular. These interactions are not always free of conflict and can become stressful for employees. The article shows examples of how technical service companies can improve the interaction situation of their employees with organizational measures.

In the digital transformation, managers are facing changed requirements. They are important actors in the design process of the digital transformation, for which they must change their leadership behavior and acquire the corresponding competencies. In corporate practice, it is necessary to address these issues systematically in leadership training. However, such a qualification is a major challenge for companies. The article shows demands on leadership in the digital transformation and presents an innovative procedure for the competence development of managers at a provider of professional training.

Companies, especially SMEs, face the challenge of introducing digital technologies efficiently and as smoothly as possible. Using the introduction of a digital assistance system in technical service as an example, this article shows which challenges and problem areas arise, how they can be overcome and which factors promote a successful introduction process. In the process it is worked out how SMEs with few resources can generate a high degree of participation and acceptance. The basis is a socio-technical understanding that takes a holistic view of the overall system of people, technology and organization in the introduction process of digital technologies.

The term adaptability is examined from different point of views in modern research. At the same time it can be noticed that adaptability is a more and more important key feature for companies, because of the fact that the ability to adapt is connected to the future development and positioning of a company. Consequently the reaction to a changing environment is an important aspect for companies to act successfully on a long-term basis. To ensure this long-term orientation a company has to analyze a large number of information. The Controlling body of a company plays a central role in getting and analyzing these information. It has also the general competence to retain, select and provide the available information of a company. First empirical surveys show how the controlling can be engaged to recognize and assess requirements of adaptability as early as possible.

Challenges of transformability have recently experienced great consideration within the field of scientific research. First empirical research has shown that the German term for transformability „Wandlungsfähigkeit” in many cases is used as a synonym for the term “flexibility”. Today’s scientific considerations on this topic mostly focus the technical aspects. However, further aspects such as human resources and organizational factors have to be implied in the present research on conditions that enable change processes. In the course of considerations about conditions the aspects of corporate culture and informal structures attain more attention. The evaluation is conducted as a business analysis and is complimented with qualitative interviews (informal structures). Through this first results and indicators for empowerers and constraints for change are identified.