Since OSRAM was founded in 1906, this traditional German company has become a leading global lighting manufacturer with over 33,000 employees and an annual revenue of over €5 billion. Its portfolio spans everything from high-tech applications using semiconductor-based technologies like infrared or laser all the way to networking intelligent lighting solutions in buildings or cities. To remain successful as an established company in the time of digitisation, OSRAM is reinventing itself. A systematic approach to digital transformation is necessary here.
Developing and implementing a digital strategy is crucial for OSRAM to be prepared for the digital age and remain competitive. Based on the digital strategy, targeted, systematic measures and solutions should be derived for all stakeholders, both internally and externally. In addition, a sustainable change management process should be established.
To determine the best strategy for OSRAM, first, we assessed their current digital positioning using a digital media maturity model analysis (DM³). Based on this, we determined the next steps for digitisation. In a further step, we defined and agreed on OSRAM’s digital customer contact points for the performance analysis, clustering them according to functional areas such as home page, social media, or search engine marketing. Based on these touchpoints, we chose a defined set of metrics as well as the required analysis tools. Through the results of the quantitative touchpoint analysis, we identified key findings regarding OSRAM’s digital performance and derived two overarching action areas: tactical, operative quick-wins and strategic, long-term development initiatives. To further categorise and prioritise the action areas, we put them into an effort/impact matrix. Next, as part of the digital readiness analysis, we interviewed approximately 20 OSRAM employees. We filtered out key findings about digital readiness from their answers, and again visualised the resulting action areas in a matrix. Finally, the results of both analyses led to: a cumulative DM³ score, classification into one of the five maturity levels, and high-level recommendations for OSRAM.
The DM³ analysis revealed the areas in which OSRAM had already made digital progress and where the biggest challenges remained. From here, concrete action recommendations for digital transformation could be derived. Moreover, it gave the company concrete proof that could be used to convince any remaining sceptics about the necessary changes. Resulting from the DM³ analysis, prioritised action areas were tackled directly and coordinated through structured programme management. This led to the introduction of new governance structures across business areas, investments in technological infrastructure, a newly developed website model, a higher prioritisation of social media through relevant analyses and concepts, and the hiring of new employees.
USPs and innovation are part of the holistic and rigorous nature of the approach: the strategy does not remain a high-level PowerPoint presentation, rather, it is systematically translated into appropriate measures and metrics. Instead of singular individual activities, a coordinated and prioritised catalogue of measures emerges.