AMAZON TRANSFORMATION DAY Digitale Transformation Von der Strategie bis zur Neuerfindung des Unternehmens

We preserve the Haufe Group as

Long Term Goal

Family Company for the next

Generations

1966 1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 GJ 2001 GJ 2002 GJ 2003 GJ 2004 GJ 2005 GJ 2006 GJ 2007 GJ 2008 GJ 2009 GJ 2010 GJ 2011 GJ 2012 GJ 2013 GJ 2014 GJ 2015 GJ 2016 GJ 2017 Plan 2018 Plan 2019 Plan 2020 Plan 2021 Plan 2022 Plan 2023

Umsatz Haufe Group seit 1966

700

600

500

400

300

200

100

0

Umsatzentwicklung Segmente in % 100%

500,0

90% 80%

400,0

70%

60%

300,0

50% 40%

200,0

30% 20%

100,0

10% 0%

0,0 1990 Print

2000 Digital

2005 Learning

2010

2015

Software Solutions

2017 Misc

Plan 2018

Plan 2020

Trade/Services

Total

Strategie KONTEXT

Mensch

Struktur

KONTEXT

Bei Disruptionen sind die, die vorher an der Spitze stehen in der Regel nicht mehr die, die danach vorne stehen

YEARS IT TOOK TO REACH 50 MILLION PEOPLE RADIO

TV

INTERNET

iPOD

38

13

4

3

FACEBOOK POKEMON Go

2

15d

We are at the dawn of a fundamental change of our whole economical, social and political society, which,

with it‘s unprecedent opportunities, will be a much greater shift than the whole industrial revolution of the 19th century.

1st Order vs 2nd Order Changes

Individual parameters change in a continuous manner but the structure of the system does not alter

System changes qualitatively in a discontinuous manner: changes in the body of rules governing their structure or internal order

DISRUPTIVE SYNTHESIS

Strategie KONTEXT

Mensch

Struktur

„Es gibt keinen Grund, warum ein einzelner Mensch einen Computer zu Hause haben sollte.“ Ken Olsen CEO Digital Equipment Corporation, 1977

„Ich glaube an das Pferd. Das Auto ist eine vorübergehende Erscheinung.“ Kaiser Wilhelm II. 1888

„Das Internet wird nicht mehr Einfluss auf die Wirtschaft haben als das Faxgerät.“ Paul Krugman Wirtschaftsnobelpreisträger, 1998

MARTIN FORD In 1964, US President Lyndon B. Johnson received “The Triple Revolution” memo that laid out the threat of job displacement due to automation.What makes information technology different Horse population USA: 22 mio in 1915, 3 mio in 1960 What is different this time? •

Exponential

•

Cognitive capability (machine learning)

•

General purpose technology

Replacing predictable jobs (~ 50% of jobs – but GO was on the safe side) It as a social problem, basic income might be one need to go for

What will be? What won‘t be? Which viable Options?

Strategie KONTEXT

Mensch

Struktur

1st Order vs 2nd Order Changes

Individual parameters change in a continuous manner but the structure of the system does not alter

System changes qualitatively in a discontinuous manner: changes in the body of rules governing their structure or internal order

V-olatility U-ncertainty C-omplexity A-mbiguity

tactical CHALLENGES

ADAPTIVE CHALLENGES

repetetive | coordinative| planbable

unplanned | complex

command & control IN a VUCA WORLD • •



Product quality Sales performance Warehousing…

• • •

Customer Satisfaction Innovation New Business Models

symptoms Everybody is doing a great job. Though the result for the customer is yet unsatisfying.



 Customer







OPERATING FOR SYSTEM COMPANI ES

ZIELBILD: MEISTERN BEIDER SYSTEME Command & Control

Agile Network

+ Command & Control

Agile Network

Meistern & Aushalten beider Systeme ist die eigentliche Herausforderung

Fehlende Governance Ressourcenkonflikte Budgetkonflikte Frustration

Command & Control

Agile Network

Aushalten zweier Paradigmen in der gleichen Organisation

Chef

AUFTRAGGEBER

Kunde

Stelleninhaber

SELBSTVERSTÄNDNIS

Rolle in Projekt/ Schwarm/Netzwerk

Push

AUFTRAGSERTEILUNG

Pull

Individuelle Leistungsoptimierung/ Karriere

MISSION

Problemlösung

Ich

PERSPEKTIVE

Wir

Marketplace Self-Tuning balance of both Paradigms

BALANCING & ALIGNMENT

TOP-DOWN

PERFORMANCE MANAGEMENT

NETWORK & ALIGNMENT BASED

HIERARCHICAL

LEADERSHIP

MULTI-DIMENSIONAL

FORMAL & HISTORICAL

LEARNING & DEVELOPMENT

STRATEGIC & CONTEXTUAL

TRAINING

ME (PERSONALITY, SELF-AWARENESS)

AWARENESS, PERSONAL ENABLEMENT

1st Order vs 2nd Order Changes

Individual parameters change in a continuous manner but the structure of the system does not alter

System changes qualitatively in a discontinuous manner: changes in the body of rules governing their structure or internal order

Horizons

3

Every organization is in fact three businesses, each with its own horizon.

2

3 Horizons Successful companies continuously nurture activity in all three horizons, currently.

1

Explorations, which, if successfully pursued, may lead to new, emerging businesses

Emerging opportunities promising substantial profits & growth, require substantial investments to realize

Core businesses providing the cash flow and brand

Fit for Purpose

Measure: Potential for Growth Leaders are Inventors

3

Explorations

Measure: Revenue Growth Leaders are Builders

2

Emerging Opportunities

Measure: Margin Leaders are Operators and Caretakers

1

Core Business

THINK IT THROUGH DIVERSITY

Strategie KONTEXT

Mensch

Struktur

2x2

177x284

Wieviele Exemplare jeder Art hat Moses mit auf die Arche genommen?

Wieviele Exemplare jeder Art hat Harald mit auf die Arche genommen?

PRIMING

1st Order vs 2nd Order Changes

Individual parameters change in a continuous manner but the structure of the system does not alter

System changes qualitatively in a discontinuous manner: changes in the body of rules governing their structure or internal order

Vergessen du musst, was gelernt du hast!

COMPETITIVE ADVANTAGE OF THE FUTURE

THINGS ARE ONLY IMPOSSIBLE UNTIL THEY ARE NOT!