When well-established structures become an obstacle
Medium-sized companies are characterised by pragmatism. Solutions are devised in close alignment with needs, often quickly and with a high level of commitment. Over the years, this gives rise to stable processes that function reliably in day-to-day operations. However, it is precisely this strength that can become a challenge. This is because many of these processes are neither fully documented nor consistently integrated. Knowledge is often held by individual staff members, whilst different departments have established their own tools and procedures. What works well at a local level cannot easily be managed at an organisational level.
This becomes particularly apparent when several departments need to work together or when transparency across the entire process is required. Discontinuities, manual steps and inconsistent data hamper collaboration and lead to unnecessary effort.
Rising pressure meets growing complexity
These structural weaknesses are increasingly exacerbated by external factors. Rising costs, volatile supply chains and new regulatory requirements are increasing the pressure for efficiency and adaptability. At the same time, the shortage of skilled workers remains a key challenge, forcing many companies to make the best possible use of existing resources.
Added to this is the growing importance of new technologies. Particularly in the context of automation and artificial intelligence, it is clear that their benefits depend significantly on the quality of the underlying processes and data. Without clear structures, their use remains sporadic and fails to deliver a lasting impact.
Enterprise Service Management as a unifying element
Against this backdrop, Enterprise Service Management (ESM) is gaining in importance. It is neither a technical concept nor purely a matter of tools, but rather a holistic organisational approach. At its core, it is about not viewing services in isolation within individual teams or departments, but thinking about them end-to-end across the entire organisation. From the initial enquiry to the final delivery of the service, this creates a consistent overview that fosters transparency and enables targeted control.
ESM helps to structure existing processes transparently, clarify interfaces and make responsibilities traceable. At the same time, it forms the basis for the sensible use of automation and digital platforms without losing the company’s existing strengths.
Digital platforms as enablers
Digital platforms are a key component in this context. They create a common foundation on which processes can be handled effectively and information processed consistently. The aim is not to completely replace existing systems. Rather, platforms enable different solutions to be integrated, thereby minimising media discontinuities. Enquiries are recorded in a structured manner, processes are managed transparently and data is made available centrally. However, the real added value only arises when these platforms are built on clearly defined processes. Without this foundation, even the best technology remains ineffective.
Transformation in SMEs: Step by step towards the goal
Practical experience shows that successful transformation in SMEs is rarely achieved through large-scale, comprehensive programmes. Instead, an iterative approach based on pragmatism, clear prioritisation and a focus on benefits has proven its worth.
The first step is to ask what the purpose is: what specific improvements are to be achieved? Building on this, the status quo is analysed pragmatically to identify bottlenecks and areas of potential. The next step is to select, in a targeted manner, the use cases where the greatest benefit can be expected in the short term. Implementation is deliberately carried out in small steps, with feedback and review cycles. Initial improvements become apparent quickly and build trust in the change. At the same time, this lays the foundation for incorporating further areas and continuously developing the transformation.
Employees as the key to success
A crucial factor for success lies in engaging employees. In SMEs in particular, they often bear a high level of responsibility and possess in-depth process knowledge. This knowledge is indispensable when it comes to sensibly developing existing processes. At the same time, the transformation offers the opportunity to reduce the workload on employees by automating repetitive tasks and clarifying structures.
This requires clear communication from management. It must be clear why changes are necessary and what specific benefits they bring to the company and the employees themselves.
Structure as the foundation for sustainable digitalisation
Small and medium-sized enterprises are well-placed to successfully shape the digital transformation. Customer proximity, quality and strong decision-making form a solid foundation. However, securing these strengths in the long term requires more than just the use of new technologies.
What is crucial is an organisation that consciously designs its services, value streams and processes in collaboration with all stakeholders, manages them transparently and continuously develops them further. Enterprise Service Management provides a suitable framework for this. It combines processes, people and technology into a holistic approach and creates the conditions not only to implement digital transformation but also to ensure its long-term effectiveness.
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