Disrupt. Digitize. Dominate: Implement digital transformation

Digital transformation is not a passing trend and certainly not an option - for many companies, it is an existentially necessary survival strategy. Especially in economically challenging times, companies that optimally support the business strategy and the respective business model with scalable structures, efficient processes and a well thought-out architecture dominate the market. In concrete terms, this means that digital transformation must be cast in software - in zeros and ones. This is the only way to create innovation, automation and sustainable competitive advantages.

Satya Nadella (CEO, Microsoft) aptly sums up this reality with the oft-quoted statement: "Every company is a software company. You have to start thinking and operating like a digital company."

The message has been received - but not yet properly understood in many German companies. IT and digitalization still do not play the decisive role at management level that would do justice to a real fight for survival.

Digital transformation: it all comes down to implementation

Digital transformation as a theoretical construct is not enough. It is the implementation that makes the difference. Companies need to shape their digital DNA with the help of standard and customized software in order to not only secure their USP, but to expand it. The key question is no longer whether companies digitize - but how they do it right.

Stability meets flexibility: standard solutions as a solid foundation for digital transformation

The introduction of standardized software solutions ensures a minimum level of digitalization for all companies. Be it a new ERP or CRM, a new business system for banks/insurance companies or another business or process-supporting system. The first question that arises is: “Which provider with which solution or service is best for my company?”. The answer is usually of a strategic nature and requires a structured selection process. This is because the goals associated with the associated implementation project can only be achieved if the “right” provider is selected. Instead of simply replacing the status quo, the new solution should enable progress and create room for future innovation and optimization.

For a long time, the motto was to customize standard software to the maximum in order to ultimately map all business eventualities. Today, it is becoming more and more common to stay close to the standard system in terms of processes - and rightly so. Companies are increasingly focusing on a “core-satellite” strategy. This involves using standard software for core processes and adding specialized, tailor-made satellite solutions for business-critical differentiation features.

Case study “System and provider selection”

• Objective: An outdated core system is to be replaced by a modern system that meets the specific requirements.
• Requirements elicitation: Strategy workshops with managers, analysis of current processes and definition of high-level target processes, requirements elicitation along the target processes with the specialist departments.
• Selection process: Implementation and management of a structured selection process including market analysis, request for information, request for proposal and demo sessions.
• Results: Selection of a provider on the basis of objective evaluation methodology, in particular on the basis of requirements coverage (IT/specialist), business case, risk assessment, financial due diligence.

As soon as the selection has been made, the actual implementation begins. Depending on the scope of the project, the phases of conception, parameterization and development through to go-live can take several months or even years for particularly large projects. A regular and objective “look under the hood” enables fact-based management of the implementation service providers and ensures that schedules, budgets and quality requirements are consistently adhered to.

However, successful implementation goes far beyond pure technical implementation. A smooth project process through to go-live requires holistic planning and close cooperation with the specialist departments. The design phase in particular requires specialist knowledge, intuition and adequate documentation - after all, this is where the foundation is laid for what is to be “built” in the next step. Testing and migration processes are complex tasks that require specific expert knowledge and sufficient time to ensure error-free integration into the existing IT environment.

Another key success factor is a tailor-made change management concept that is specifically adapted to the organization. Ultimately, it is not only the technical quality of the system that determines the success of the project, but above all the acceptance of the users. If this is lacking after the go-live, even the best and flawlessly implemented solution will fall far short of its potential.

Case study “Introduction”

• Objective: Replacement of Microsoft NAV with Microsoft Business Central.
• Requirements elicitation: Definition of governance, process map and target processes, functional and technical requirements definition (infrastructure, cloud-ready architecture, integration, security), business case.
• Implementation: Agile implementation based on core-satellite strategy (Microsoft Business Central as core with MS Power Platform satellites for special topics), management of several service providers.
• Results: Implementation phase currently running successfully.

Uniqueness as a success factor: securing real competitive advantages with customized solutions

Today, employees and the market have expectations that standard solutions cannot fulfill. They transfer their personal digital experiences with Amazon or Google to the business world and ask themselves why companies still rely on paper processes instead of using modern apps or digital platforms.

Looking inwards, solutions such as SAP, Microsoft or Salesforce cover many company requirements. However, industry-specific or competitively differentiating processes are often not included in standard software. Eliminating these would be a strategic mistake. It is precisely in such cases that the “core-satellite” strategy offers an intelligent solution for optimally orchestrating standard software and individual solutions. A particularly innovative approach here is the use of the Microsoft Power Platform, with which customized business processes can be efficiently digitalized and seamlessly integrated into existing systems.

Looking outward as well: Companies must move beyond standard solutions to digitally differentiate themselves. Whether it's online banking, insurance platforms, e-commerce, or digital government services—users today expect an intuitive, seamless experience. Those who fail to deliver risk losing customers to competitors. A customized digital customer interface makes this possible and offers far more than conventional off-the-shelf software. Companies that invest in this area are not just building digital services—they are securing a sustainable competitive advantage.

When implementing custom solutions—both internally and externally—the key is finding the right balance between individuality, complexity, and scalability. Rather than trying to build a “jack of all trades” solution, customized systems should focus on clearly defined goals and deliver specific value. The principle for design is “less is more,” regardless of whether the solution is built for customers or internal users. A successful digital experience starts with sharply defined use cases that create real added value and resonate with users in a way that is intuitive and inspiring. It's no longer enough to deliver a functional product—it has to be the product of choice. Few things are more disappointing than a well-intentioned but poorly executed solution.

Strategic custom solution design requires forward-thinking architectural decisions and the selection of the right technology stack. These elements ensure seamless integration with the existing application landscape and lay the foundation for efficient future expansion after a successful market launch. To achieve this, custom solutions should be viewed as satellites—connected to and strategically complementing the core system. This approach allows well-designed, strategically aligned solutions to generate real competitive advantages.

Case Study: Customer Portal

• Strategy: Digitalization of business processes aimed at increasing efficiency and quality while enhancing transparency in collaboration with customers.
• Concept Design: Development of future-state digital processes, selection of a suitable technology stack for step-by-step implementation starting with an MVP and subsequent expansion stages, and definition of operational and support models.
• Change Management: Training sessions for internal users, provision of information for external users, and setup of the interaction model between internal support teams and external application support.
• Technical Implementation: Development of a digital customer portal for processing business transactions and securely exchanging large volumes of data, including hardware provisioning, testing, and IT operations.

Driving Successful Transformation: Digitalization Requires Foresight, Operational Excellence, and the Right Partner

The successful implementation of both standard and custom solutions requires strategic foresight, operational excellence, and above all, reliable partners.

Strategic Foresight for Sustainable Digital Transformation

The Search for the Right Digital Solution Doesn’t Start in IT – It Starts with Customer Needs, the Business Model, and Core Processes:

Business leaders and decision-makers must ask themselves the critical questions:

• Which digital solutions directly support our strategic goals?
• How can we achieve efficiency, scalability, and the capacity to innovate?
• What will secure sustainable competitive advantages?

From these questions, potential technology and software solutions can be derived. This provides a foundation for building solid business cases and addressing key strategic decisions, such as:

• Make or buy? Or is a hybrid approach the better option?
• Standard or industry-specific platforms? Which solutions are the best strategic fit?
• On-premises or cloud? Which architecture is more future-proof?

Answering these questions with confidence requires deep market knowledge and a clear understanding of available vendors and technologies. Companies that make the wrong decisions in this phase risk high downstream costs, missed opportunities, and a fragmented IT landscape.

Operational Excellence for a Seamless Digital Transformation

Let’s Be Honest: Many companies lack the internal expertise and capacity to shape their digital future on their own. A shortage of skilled professionals and IT resources, unclear roadmaps, and slow decision-making processes hinder innovation and put market positions at risk. Even the best solution loses its value if it arrives too late or is poorly executed.

Horn & Company: Your Trusted Partner in Transformation

Digital transformation initiatives thrive when companies work with strong partners who not only support operational execution but also help shape strategic decisions at the leadership level. These partners empower executives to drive sustainable success. After all, no company can master every aspect of digitalization on its own.

Strategic partners help organizations make the right decisions, reduce risks, and move transformation forward with discipline—from system selection and agile implementation to long-term optimization. In an increasingly digital world, success is determined not just by the technology itself but by the combination of expertise, experience, and trusted collaboration.

Those who want to secure competitive advantages, streamline processes, and accelerate innovation need more than just an IT service provider. They need a strategic partner who supports the digital journey from vision to execution. In other words, a true "all-inclusive" approach. Because only companies that intelligently integrate technology, business, and strategy will not just survive in the digital age—they will lead it.