With the aid of new information technologies and digital data, new solutions and business models will be developed to help customers deal with the challenges they currently face. Liebherr is working systematically to stay one step ahead in this digital transformation. Kjeld Jespersen from Liebherr-International AG outlines this process and illustrates how important it is to maintain a good balance between centralised efficiency and front-line business integration in order to coordinate this effort.

The greatest challenge will be to effectively manage and prioritise our digital efforts as a diversified company. While digitalisation offers a whole array of new technologies, it is vital not to lose sight among these possibilities, but to ensure that new technologies ultimately serve our customers. This is in fact one of the considerable strengths of our divisional structure: every division is in very close contact with its customers, understands the challenges they are facing, and can come up with individually tailored solutions.

However, at the same time it is equally important to continue to work on identifying overlaps between the divisions. Rather than exploring one technology separately in various divisions, we need to bring the right people together across divisions to achieve this. Sharing experiences transparently and collaborating on common issues enables us to use synergies and drives efficiency.

We have established a digital governance structure to manage the digital project portfolio, facilitate cross-divisional collaboration, and oversee a network of internal experts. At the top level of this structure, we have initiated a digital board that consists of the divisions’ managing directors and acts as a decision-making body. It agrees on cross-divisional approaches and the best practices to be adopted by all divisions.

Below this level, we have established a strategic advisory board as well as technology groups. The technology groups explore external technology trends and share experiences across divisions, while the strategic advisory board examines the strategic side of things and possible new business models.

Defined project teams then work together on cross-divisional projects. We have also established task forces that look specifically into the necessary infrastructure for new digital solutions across the board.

Two closely-related topics that impact most of our divisions are condition monitoring and remote services. Regardless of whether the Liebherr product is a mobile crane, an aircraft landing gear or a refrigerator – each customer wants their product maintained correctly and relies on our quick customer service to have as little downtime as possible. Different gateways, IoT infrastructure and analytic capabilities provide us with a clearer view of a machine’s current condition, identify problems faster and even use data to predict when maintenance will be necessary in the future.

Another important matter is the use of digital tools to enhance our customers’ experience in communicating with us. In our private lives, we purchase effortlessly through big online retailers, view and manage all our past transactions and can use various media to engage and communicate with the retailer – both online and offline. We believe our customers will expect this kind of digital experience from us as well, while still valuing the close, personal relationships with sales representatives. We will therefore need to answer the question of how we can best use digital tools that will not replace but augment this personal relationship and improve our overall customer experience.