Case Study: Panasonic IT Innovation

Make structures more efficient in order to meet agile market requirements.

The problem:

A well-known situation: there are numerous IT applications in the company, but they are largely isolated in the respective areas. For the agile requirements of corporate management, marketing and sales, important prerequisites for the implementation of corporate goals are missing. It was no different with Panasonic.

The task:

Consolidation of the IT landscape from 25 mostly proprietary systems down to 6-8 systems, which enable an easier, faster and networked approach to the implementation of company decisions.

How to:

  1. The most important basic requirement came from the management with the statement: "What do you need to do this job?“Obstacles were quickly cleared out of the way, but the implementation responsibility lay with the team.
  2. The team for the implementation was put together with the actual users from the departments and deliberately not with their superiors. Process knowledge was immediately present and silo thinking was no longer an issue.
  3. Project approvals were tied to the benefit of the respective development.
  4. The IT innovations department became the funnel for all IT-relevant inquiries and developments from sales, marketing, service and central administration, as well as for the IT department itself: a gatekeeper with budget responsibility. At the same time, the department acted as a translator between the worlds thanks to in-depth process know-how on the one hand and rapidly growing knowledge of IT implementation on the other.

The results:

  • Due to the enormous reduction in complexity, the company quickly achieved greater stability and process speed.
  • The more sustainable IT structures significantly reduced IT costs.
  • Speed ​​of adaptation + cost reduction = increase in resilience.

Key learnings:

A strong entrepreneurial leadership that trusts the employees and hands over responsibility can move mountains in a short time if 'was' and ,like'are clearly defined.

"Without the necessary structural adjustments to the IT world by process experts, Panasonic's market entry of the digital photo brand Lumix (now market leader) would not have been as successful!"

For further information on the Panasonic / Lumix case, our CEO, Thomas Dobberstein, will be happy to help. Contact Thomas>thomas (at)

How can you discover the potential in your company?

Quite simply, with our business scan we also examine your process structure and quickly identify existing system breaks and silos together. We bring the tools to break open. We use the best resources in your team for implementation. #lifematters

This is how we make your company faster and more adaptable!