Recognising and accepting the challenges of digitalisation
Many managers today are faced with the challenge of actively supporting the digital transformation. Those in management positions must not only understand the technological innovations, but also keep an eye on the effects on the working environment and employees. Digitalisation does not just mean introducing technology, but also shaping processes, communication and corporate culture in a sustainable way. In industries such as retail, manufacturing or the service sector, managers are experiencing how digitalisation is bringing about far-reaching changes and often requires new skills.
This applies to the automotive industry, for example, which is increasingly focussing on automated production and digital networking. Companies in the banking sector are also focussing on digital customer portals and smart services. In the healthcare sector, electronic patient files and digital diagnostic systems are boosting efficiency. Managers often report that they need to be flexible in order to utilise technological developments quickly and productively and support their teams in adapting to new ways of working.
Developing digital expertise and a leadership mindset
Digitalisation supports managers who adopt a conscious attitude towards change. Digital transformation often requires breaking old patterns and breaking new ground. It is important to develop a digital mindset that allows for innovation and promotes fault tolerance. In practice, this can be seen in the IT industry, for example, which uses agile methods such as Scrum to continuously develop further. In fashion retail, too, managers are increasingly recognising that digital analysis tools help to better understand customer trends and manage product ranges in a more targeted manner. In the education sector, digital learning platforms are driving the offer, but also require new forms of dialogue and leadership.
Managers should confidently set an example of digital change. They support their teams with clear communication and encourage dialogue. Emotional intelligence is crucial in order to absorb uncertainty and strengthen cohesion. Leadership concepts are therefore increasingly developing in the direction of actively shaping change and being open to feedback.
BEST PRACTICE at company XYZ (name changed due to NDA contract)
A management initiative was launched at a medium-sized mechanical engineering company to specifically promote digital skills. In cooperation with external coaches, the company focussed on workshops that taught practical tools for agile project management and digital communication. The managers reported how they became more confident in supporting digital processes and were able to involve employees more closely. This led to an accelerated implementation of digitalisation projects and better handling of the associated changes.
Agility and resilience: key qualifications in the digital transformation
Digitalisation is not only changing technology, but also the way we work. Managers are realising that rigid structures often no longer do justice to a dynamic environment. This is why agility is becoming increasingly important as the ability to react quickly and flexibly to new challenges. In the logistics industry, for example, digital tracking systems and intelligent planning have become standard, which means that rapid adjustments are necessary. Similarly, in the media industry, streaming and digital content require a continuous reorganisation of offerings. Managers support their teams in independently developing solutions and trialling decisions.
In addition, resilience is becoming increasingly important, i.e. the ability to remain capable of acting and resilient even in uncertain times. Managers should provide impetus to strengthen stress management and offer space for reflection. In the telecommunications industry, managers report that coping with change processes promotes emotional stability and facilitates innovation. Building resilience is also a key management task in the public sector, many of which are currently undergoing digital transformation.
BEST PRACTICE at company XYZ (name changed due to NDA contract)
A healthcare provider implemented an internal coaching programme for managers which, in addition to digital know-how, primarily taught methods for stress management and conflict resolution. This concept significantly improved the handling of rapid changes and the atmosphere in the team. Employees were able to react more flexibly to digital innovations, which improved the daily quality of work.
Using communication culture and digital tools effectively
Digitalisation also includes changes to communication - both internally and externally. Managers are required to utilise digital tools in such a way that collaboration becomes more efficient. This is not just about technology, but also about the question of how to maintain dialogue and motivation. In the consulting industry, for example, video conferences and digital whiteboards are now commonplace. Managers should take care to establish clear rules for digital meetings and not neglect personal contact. In retail, digital platforms help to better analyse customer data and communicate in a more targeted manner.
It is very important to establish a culture of communication based on trust. Clear and transparent information makes it easier to accept changes. Managers report that it is also important to take employees' fears seriously and work out solutions together.
BEST PRACTICE at company XYZ (name changed due to NDA contract)
A medium-sized IT company introduced a new communication concept that supports the hybrid working day. Managers were trained to organise virtual meetings in a lively and interactive way. Employees benefit from a well-functioning digital platform that significantly improved the transfer of knowledge within the company. As a result, communication barriers in the transformation process were broken down.
My analysis
Digitalisation is a complex challenge for managers that goes far beyond the mere use of technology. It requires a modern management approach that combines agility, resilience and a digital mindset. Supporting employees is at the centre of this, as this is the only way to achieve sustainable success in the transformation. Managers benefit from developing their digital and social skills in a targeted manner while maintaining transparent communication. In this way, change can be actively shaped and the potential of digitalisation for the company and its employees can be exploited in a very tangible way.
Further links from the text above:
Leadership training and digitalisation 2025 as an opportunity [1]
Focus 2025 - Digital transformation [5]
5 Change Management Trends for 2025 [7]
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