How Large Corporations Survive Digitalization

  • Robert JacobiEmail author
  • Ellena Brenner


The transformation brought about by digital marketplaces will be the key challenge for any industry in the coming years. The media, IT and telecommunications sectors have struggled to adjust to a changing business environment for almost two decades. Now, companies from the financial services, transportation or even engineering sectors are ripe for disruption caused by technology and new business models. The only way to survive this process is by thoroughly preparing the entire organization for a transformation of unprecedented scope.

Providing strong leadership and vision or turning over the corporate culture is just a first step. In addition, cross‐functional teams should become the norm, as well as incentive systems that reward risk‐taking and agile development processes on the technical side. Taking cues from scientific literature, the authors’ personal experience as digital transformation consultants and interviews with top executives, this article delivers a set of recipes for C‐level management on how to transform their organizations for digital success.


  1. 1.
    Handelsblatt, “Die deutsche Karte,” 26 August 2016.Google Scholar
  2. 2.
  3. 3.
    R. Todnem By, Organisational change management: A critical review, Bd. 5, Journal of change management, 2005, pp. 369–380.CrossRefGoogle Scholar
  4. 4.
    S. Woodward und C. Hendry, Leading and coping with change, Bd. 4.2, 2004, pp. 155–183.Google Scholar
  5. 5.
    E. Cameron und M. Green, Making sense of change management: a complete guide to the models, tools and techniques of organizational change, Kogan Page Publishers, 2015.Google Scholar
  6. 6.
    P. Bullock und D. Batten, It’s just a phase we’re going through: a review and synthesis of OD phase analysis, Bd. 10.4, 1985, pp. 383–412.Google Scholar
  7. 7.
    McAllen Williams Consulting, 28 August 2016. [Online]. Available:
  8. 8.
    C. Deuringer, Organisation und Change Management: Ein ganzheitlicher Strukturansatz zur Förderung organisatorischer Flexibilität, Springer Verlag, 2000.CrossRefGoogle Scholar
  9. 9.
  10. 10.
  11. 11.
  12. 12.
  13. 13.
  14. 14.
  15. 15.
    S. Chaudhuri und G. Rajashi, Reverse mentoring a social exchange tool for keeping the boomers engaged and millennials committed, Bd. 11.1, 2012, pp. 55–76.Google Scholar
  16. 16.
  17. 17.
  18. 18.
    Gartner, Inc., [Online]. Available: [Accessed 26 October 2016].
  19. 19.
    M. Hammer und J. Champy, Reengineering the Corporation: Manifesto for Business Revolution, Zondervan, 2009.Google Scholar
  20. 20.
  21. 21.
  22. 22.
    T3N, 31 August 2016. [Online]. Available:
  23. 23.
  24. 24.
  25. 25.
    M. Fowler und J. Highsmith, The agile manifesto, Software Development, 20101, pp. 28–35.Google Scholar
  26. 26.
  27. 27.
    Deloitte Digital, 12 September 2016. [Online]. Available:
  28. 28.
    U. Schäfer und M. Beise, Deutschland Digital, Frankfurt: Campus, 2016, p. 91.Google Scholar

Further Reading

  1. 29.
  2. 30.
    IBM, 12 September 2016. [Online]. Available:
  3. 31.
    Fortune, 06 September 2016. [Online]. Available:

Copyright information

© Springer-Verlag GmbH Germany 2018

Authors and Affiliations

  1. 1.The Nunatak Group GmbHMunichGermany

Personalised recommendations