Digitalization: opportunities and challenges for voestalpine 3 minutes spent reading
Innovation

Digitalization: opportunities and challenges for voestalpine

Viktoria Steininger
Holds editorial responsibility for blog topics, is researching and writing articles. Her stories give insights into the world of the voestalpine Group.

Digitalization is essential for voestalpine driving forward its position as a leading global technology and capital goods group. However, digitalization brings challenges which must be mastered if the digital transformation is to be implemented at all levels.

For voestalpine, advancing digitalization is, above all, an opportunity to secure and improve its position in the global marketplace. It is a key driver behind improvements to the quality and processes inherent inFor voestalpine, advancing digitalization is, above all, an opportunity to secure and improve its position in the global marketplace. It is a key driver behind improvements to the quality and processes inherent in

  • business models,
  • products,
  • customer interactions,
  • value chains,

and in increasing the efficiency and effectiveness of activities in general.

"voestalpine will benefit from digitalization in almost all sectors. Efficient processes and workflows will allows us to further improve the services we offer our customers. This will be a huge advantage for our company."
Mathias Farthofer, Head of Corporate Development

Challenge: networking the entire value chain

The digitalization process is one of constant change, and this itself poses a certain challenge for the voestalpine Group. On the one hand, the new technologies and data processing opportunities make processes ever faster, and on the other, digitalization will have an impact on an increasing number of levels. What is vital to the voestalpine Group is the end-to-end, digital mapping of the entire process chain—“from the mine to the finished product”. This offers key levers making it possible to

  • optimize interfaces and network the “right” data with added value,
  • achieve a total optimum, rather than merely suboptimal improvements to individual value creation stages, and to
  • increase flexibility, efficiency, effectiveness and improvements to quality in processes, the working environment, service offerings, and customer interaction.

Karl Radlmayr, Vice President Technology & Digitalization in the Metal Forming Division, is convinced that where this succeeds, it will offer voestalpine huge advantages over the competition. In the end, digitalizing the value chain will help to better fulfil customer requirements and to optimize internal workflows.

Employees as the key success factor

In addition to greater value for customers, employees also enjoy significant benefits from digitalization in their daily work. For example, digitalization encourages Group-wide methods, mutual learning, and the harmonization of procedures. However, this increases the demand for additional skills and qualifications for which the right preconditions must be created within the company. According to Michael Eder, Global Chief Digital Officer in the High Performance Metals Division, finding the right competencies and integrating them, step by step, into existing teams and processes is essential. A further important point, he adds, is to internalize the culture upon which digitalization relies. Employees will need to be even more willing to learn, and to be agile because much will change in this field in a short space of time. In brief: employees are THE key criterion for the digital transformation to succeed.

"We are taking a considered, yet active and determined, approach to shaping this digitalization transformation process—just as we took a considered, active, and determined approach to transforming the company from a steel manufacturer into a technology group."
Wolfgang Eder, Chairman of the Management Board of voestalpine AG
Viktoria Steininger