Digitalization does not fail due to technology; it often fails because we set it up incorrectly: being too technology-driven, internally focused, or without a proper customer perspective. The chapter titled “Agile Design and Implementation of Digital Offerings: Holistically Realizing Customer Goals, Business Requirements, and Technical Implementation” emphasizes that writing good concepts is not enough. We must also implement them in a manner that resonates with the customer from strategic, technical, and human perspectives.
What I took away from the chapter:
Most digital projects fail because business, IT and the customer perspective operate separately rather than collaboratively.
Customer experience should be integrated into every phase of the project, from prioritization to implementation.
Roles such as “customer advocates” and the creation of integrated, interdisciplinary teams ensure that customer needs are not overlooked.
The customer portal case study demonstrates how to effectively combine technical feasibility, business goals, and customer needs through sprints, real tests, and short decision-making processes.
“Agile” is not merely a tool; it is an attitude that works only if everyone involved understands the big picture: Why are we actually doing this?
My conclusion: This chapter is essential reading for anyone involved in setting up or managing digital projects. It illustrates how agile methods and customer centricity can be seamlessly combined - not as opposites, but as a recipe for success. The highlights include clear role definitions, practical examples, and a mindset that transcends siloed thinking.
This blog post is based on the chapter „Agile Design and Implementation of Digital Offerings: Holistically Realizing Customer Goals, Business Requirements, and Technical Implementation“ by Glenn Oberholzer and Sandro Ruberti from the book "CRM Goes Digital – Design and Use of Digital Customer Interface in Marketing, Sales and Service," published in 2024 by Springer Gabler Publishing House.