Why is a new software not the first step towards a solution?
Many digitalization projects begin with a company expecting operational improvement from a new piece of software. The assumption in such cases is that implementing a suitable system will automatically result in more efficient processes.
In practice, however, software typically models existing operations rather than transforming them on its own. If processes are not clearly defined or operations are not transparent, a new system will simply replicate this uncertainty.
In such situations, developers or system integrators are also unable to propose a truly tailored solution. Most often, they recommend systems that have proven effective at other companies. This is not necessarily a flawed approach in itself; however, if the company's own processes are not precisely defined, the implemented system will rarely be truly optimal.
The foundation of digitalization is the clarification of processes
Successful digitalization projects generally do not begin with the selection of technology, but with a review of operations.
In practice, this typically involves three steps:
- mapping of existing processes
- elimination of unnecessary or redundant steps
- definition of clear areas of responsibility
This work is often less visible than implementing a new system, yet it is precisely this that creates the foundation for digitalization to deliver genuine operational improvement.
When processes are clear and traceable, it becomes much easier to determine where and what kind of development is genuinely needed within a company's operations.
The role of data in digitalization
After clarifying processes, the next important step is the collection and organisation of data.
If a company does not have measurable, structured data on its operations, it is difficult to define precise development needs. This manifests across several areas:
- operational processes
- production performance
- resource utilization
- energy consumption
- cost structure
When adequate data on these matters is unavailable, digitalization projects frequently end up built on assumptions.
This is clearly visible in energy systems as well. If, for example, an accurate consumption profile is not available, then the sizing of an energy development — such as a solar or energy storage system — is also built on less certain foundations.
This is when the selection of technology becomes truly meaningful
When a company already has a clear view of its own processes and possesses the necessary data, the next step in digitalization — the selection of technology — becomes a far more well-founded decision.
At this point, it becomes possible to clearly define, for example:
- what functions are needed
- what systems the new solution needs to integrate with
- what data the operations will be built upon
At this stage, a software or system is truly capable of supporting operational improvement, because it is built upon a well-defined process.
Summary
Corporate digitalization is not primarily a technological question, but an operational one.
Successful projects generally begin with understanding processes and organising data. When these foundations are in place, the selection of the appropriate technology can be carried out with far greater precision and efficiency.