- In order to keep the employees’ fears and insecurities to a minimum, the interim manager informed and involved them comprehensively. He also actively involved the works council, although it wasn’t legally required at that time.
- Then the employees evaluated the existing processes of the wholesale unit in SIPOC workshops lasting several days (documentation in flow charts).
- The interim manager then formed a team of highly motivated volunteers with digital skills. They also had to be very familiar with the processes of the book market.
- The team immediately began designing the online shop and the ebook lending service. It therefore partnered with other public libraries and collaborated with external experts. The interim manager empowered the team in addition with the training of new online skills (e.g. digital rights management).
- In the end the team adapted a digital mindset and new corporate culture of customer-centricity, innovation, collaboration, and continuous learning.
- It led to a saving potential of 15 % of the business unit’s balance sheet total. Through new digital products and collaboration with external partners.
Tens of thousands
of users of the 250 public libraries benefited from the digital and thus speedy procurement of new books and the option of online lending.
2
successfully launched digital projects marked the nucleus for the digital transformation of an entire media company.
15 %
of the business unit’s balance sheet total could be saved through new digital products and cooperations with external partners.