Entwicklungstendenzen und Erfolgsfaktoren der digitalen Transformation im deutschen Mittelstand in der Industriegüterbranche – Empirische Studie auf Ebene des strategischen Managements

Germany’s medium-sized industrial goods sector is internationally recognised as the backbone and the driving force of the country’s economy. Many companies in this sector operate in the B2B space; are characterised as `hidden champions`; are regionally anchored; are often owner-managed with a high degree of specialisation; and are leaders in the European or world market.

However, the sector is currently under significant pressure due to factors related to the rapidly evolving digital landscape—namely, radical changes in customer orientation, value chains, (digital) business models and services. As a result, the competitive situation is shifting, existing value chains and business models are reaching their limits, and any competitive advantages are temporary.

To enter new markets, attract new customer groups, and maintain or expand profit margins—in other words, to continue to thrive and succeed—German medium-sized industrial companies must master digital transformation. However, most of these companies are driving their digital transformations in a scattered and isolated fashion, primarily from an information technology (IT), rather than strategic, point of view and with limited C-suite involvement. As a result, they often struggle to realize value across the three different digital transformation perspectives: internal (value chain), external (customers, suppliers and partners), and business model.

This empirical study serves as a compass to help German medium-sized industrial companies master digital transformation—with their customers, suppliers and value chains—and build and sustain new digital business models. Based on a qualitative research approach with 15 medium-sized German industrial companies, the study addresses the areas of development perspectives, success factors/best practices, expectations and objectives associated with digital transformation in strategic terms.

The study concludes that the most important success factor is C-suite involvement. More specifically, what’s needed is integrated top-down planning and orchestration across the internal, external and business model perspectives in synchronization with the corporate strategy. The analysis of existing digital transformation theories and models in conjunction with the empirical results also illustrates that there is a need for a more comprehensive, integrated strategic alignment between the three perspectives mentioned above. Consequently, while IT can be an enabler of digital transformations, strategy should be the driver.