Digitalisation and digital transformation lead to fundamental changes in the business world.

It has an impact not only on technology, but on the entire organisation. This counts especially for metal casting operations!!

The Covid-19 pandemic is putting external pressure on these operations as many aren’t prepared to work with 50% (or less) of their workforce from home.

There are many reasons why digital transformation fails!

IT IS a hot topic, but nobody seems to know exactly how to tackle it. Simply putting a team on the job – without a budget and without a clear goal – is by no means digitalisation and / or digital transformation.

Many hope to remain competitive by making small changes to their processes. Usually, however, the approach is just too narrow. Contrary to popular misconception, digitalization or digital transformation is NOT an IT project – it is an organisational transformation in which structures have to be changed in order to achieve strategic goals. Some companies are mastering it with bravura and some fail miserably and fall into the trap of continued business decline.

This is all too often underestimated and the cultural aspects of structural change are not sufficiently considered.

Understanding the challenges means understanding the way how to succeed. Understanding what doesn’t work and what is also outright wrong in digitalisation and digital transformation of metal casting operations will lead to immediate improvements and ultimate success even under most difficult business climates prevailing.

PLEASE REMEMBER!

Digitalization and digital transformation is going far beyond the use of modern technologies in companies. It is a process that fundamentally changes structures and people’s familiar working practices.

In order for a FOUNDRY to start digital transformation and to be successful within an organisation and for resistance to be effectively overcome, it is important to implement professional change management.

This starts with the right selection of project managers, but also implies a change in the attitude of the management board and continuous communication of the necessity and objectives of the transformation.

If this is successful, the process is not necessarily easier for those involved, but in the end the results will prove to be of benefit to all parties and worth the effort.