Torsten Beyer holds an MSc in computer sciences. He has been working in the IT industry for more than 25 years and has managed IT companies and consulting businesses throughout the last 15 years. Having worked in software, services and consulting, selling hardware is the only IT discipline he has never done. He currently works as a partner at AXXCON GmbH & Co KG. He helps companies implement digital change by supporting senior management when it comes to making the tough choices: make vs. buy, priority setting, where to focus investment, and developing programmes for executing change.
Publications
Part 4
There are a host of issues to be aware of on your way to becoming a digital enterprise. The most important is your current reality. It continues to consume resources, which you should target on becoming a digital enterprise instead of maintaining your status quo. Capacity must be freed up to redirect the organisation’s focus on the complex task of digitalisation, which has many facets. Firstly, there is the issue of people: you need to supply sufficiently skilled resources to reach your digital goals. This usually means more headcount is required. And a major digital change programme will most likely create uncertainty and maybe even fear among your staff.
