It must be emphasized, however, that companies will continue to employ product development specialists and people in other established roles. What’s more, there will also be departments that conduct traditional business operations in order to generate the revenue needed to set up experimental approaches. Suitable forms of organization must be designed to meet these varying requirements. As a result, the company of tomorrow will be a hybrid – comprising a varied blend of vertical, horizontal, or matrix elements.
The company as a whole will shift even more towards portfolio management: Bonifaz Maag, managing partner of Kugler Maag Cie, puts it this way: “Digital services depend on self-determination; these specialists need the freedom to act independently. This requires companies to be courageous and level-headed, because self-determination can work only if the parameters are clear. Management is responsible for governance and needs to provide guidance. This, in turn, calls for transparency in terms of expectations and targets.”
Digital business models necessitate, first and foremost, new and decidedly experimental approaches. For this to become a reality, the corporate culture must embrace a focus on customers and 360-degree decision-making. It is in this context crucial that the company defines its target as the foundation of its system architecture. The company must then develop workflows and structures tailored to the task at hand – ideally by observing BizDevOps principles.