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.<\/p>\n\n\n\n
In practice, however, software typically models existing operations<\/strong> 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.<\/p>\n\n\n\n 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.<\/p>\n\n\n\n Successful digitalization projects generally do not begin with the selection of technology, but with a review of operations.<\/p>\n\n\n\n In practice, this typically involves three steps:<\/p>\n\n\n\n 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.<\/p>\n\n\n\n When processes are clear and traceable, it becomes much easier to determine where and what kind of development is genuinely needed<\/strong> within a company's operations.<\/p>\n\n\n\n After clarifying processes, the next important step is the collection and organisation of data.<\/p>\n\n\n\n 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:<\/p>\n\n\n\n When adequate data on these matters is unavailable, digitalization projects frequently end up built on assumptions.<\/p>\n\n\n\n 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 \u2014 such as a solar or energy storage system \u2014 is also built on less certain foundations.<\/p>\n\n\n\n When a company already has a clear view of its own processes and possesses the necessary data, the next step in digitalization \u2014 the selection of technology \u2014 becomes a far more well-founded decision.<\/p>\n\n\n\n At this point, it becomes possible to clearly define, for example:<\/p>\n\n\n\n At this stage, a software or system is truly capable of supporting operational improvement, because it is built upon a well-defined process.<\/p>\n\n\n\n Corporate digitalization is not primarily a technological question, but an operational one.<\/p>\n\n\n\n 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.<\/p>","protected":false},"author":1,"featured_media":754,"parent":0,"template":"","format":"standard","meta":{"_acf_changed":true},"tudastar-kategoria":[12],"class_list":["post-753","tudastar","type-tudastar","status-publish","format-standard","has-post-thumbnail","hentry","tudastar-kategoria-vallalati-digitalizacio"],"acf":[],"yoast_head":"\nThe foundation of digitalization is the clarification of processes<\/h2>\n\n\n\n
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The role of data in digitalization<\/h2>\n\n\n\n
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This is when the selection of technology becomes truly meaningful<\/h2>\n\n\n\n
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Summary<\/h2>\n\n\n\n