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We at Coroplast face the same challenges as many other businesses which, over a period of several decades, have gone from being a small, family-managed company to a group with worldwide operations and several thousand employees. And we, too, are under pressure to adapt processes which used to be optimally aligned to the needs of our organisation and its customers to this new situation. “Coroplast is a success story. If a brand is strong enough, timely optimisation often tends to remain unnoticed. We pay particular attention to improving our working environment and making it fit for the future. We aim to encourage learning effects through ‘agile projects’ and in doing so make the transformation ‘fit’ on a people level”, says Joachim von der Bey.
70 % of all transformation projects fail because they are unable to get the people most directly affected on board.
Against this background, we put together a made-to-measure digital agenda that is precisely focused on our requirements and our corporate culture: the slogan “digital for future” reflects our pragmatic approach to the digital future. Over the next few years we will be guided by a roadmap with 5 key priorities:
Digital transformation – as we understand it – doesn’t mean technology, social media or apps; it means the transformation of processes and the way we work together. The principal challenges here are getting people on board and continuing to develop the digital system landscape at Coroplast. This is the job of DTS. “Seventy percent of all transformation projects fail because they are unable to get the people most directly affected on board. Yet the reason why Coroplast is so successful is that in the past we’ve avoided the temptation to follow every single trend blindly; instead, digitalisation has always been linked to a goal – to a specific benefit”, says digitalisation expert Joachim von der Bey.
DTS drives process optimisations, innovations and new ideas in support of the Coroplast Group’s strategies and objectives. Digital transformation is not an end in itself, but a partner and a platform for successful implementation. “We see DTS here in the role of our customers’ attorney – as a networker and a mediator that accompanies the changes taking place within our organisation. Our aim is to think strategically, and with a strong operational orientation to assist in the transition from decades-old processes to new process routines.”