Digital Technologies


“We are entering a world of continuous transformation, characterised by short implementation cycles, agile projects and evergreen technologies” reflects Andreas. It’s a world, he says, where the pace of change is creating uncertainty. And this is causing no small measure of concern for CIOs responsible for IT strategy.

But Andreas is upbeat too. “I strongly believe that this environment of change also represents a huge opportunity. Digital technologies and processes can be the catalysts for a radical evolution in workstyles and practices – that in turn empowers people to act faster, be more effective, seize opportunities, resolve issues and exceed customer expectations.” All of which Andreas feels presents tremendous opportunities to drive wider operational efficiencies and positive business outcomes.

It would seem then that for those organisations with CIOs able and willing to embrace and deliver digital transformation, the future is undoubtable bright. And if that is the case, where do CIOs begin?

“At Computacenter, we’ve spent decades undertaking complex IT transformations. This experience has crystallised my thinking to a point where I have no doubt that the individual must be placed at the very heart of transformation,” says Andreas.

Computacenter’s answer is ‘Digital Me’ – outcome-based approach to achieving our customers’ business objectives, by enabling and empowering their people with the most appropriate digital technologies and tools. Andreas added, “In my view ‘Digital Me’ is about how we design and build IT around individuals, on an industrial scale.”

The ‘industrial scale’ point is important. According to Andreas: “Because no two people work in the same way, a transformation project must bring everyone along. With four or five generations in the workforce today, you can’t simply focus digital transformation efforts on one demographic.” He points to the dangers of doing so. “Adopting a company-wide social sharing and collaboration platform favoured by younger workers may alienate their older colleagues. What’s needed, and what today’s digital tools offer, is flexibility; allowing people to consume the devices and services that work for them – while empowering all individuals to contribute to the success of the organisation.”

This flexibility can extend beyond the organisation’s borders. Just as staff can be more collaborative with colleagues, they can engage more widely with partners and customers. “The ability to access a host of digital dashboards, data and analytics while working from a customer site, for example, allows us to effectively engage and share information with a much wider community of people. All of which helps individuals deliver on their own goals and objectives,” he says.

In closing Andreas was keen to reflect on just some of the key business outcomes he feels a ‘people first’ digital environment can deliver.

“We can recruit and retain more talent by offering a working environment staff can define and tailor to their particular circumstances and best ways of working. We can give staff the tools to make their jobs easier, faster and more satisfying. We can dramatically enhance innovation. The ability to collaborate with colleagues across the world introduces new perspectives and generates new ideas. And with cost reduction an ever present priority, our ability to consolidate real estate, and to eliminate travel and commuting costs through more flexible ways to work, rather sales the deal.”

Ultimately, Andreas positions ‘Digital Me’ in very simple terms – as a way of helping CIOs deliver critical business outcomes through their people. And ultimately, he believes, that’s what matters.