“The digital transformation is one of the biggest challenges at present and for the future.”

“The digital transformation is one of the biggest challenges at present and for the future.”

The meravis CEO Matthias Herter about the opportunities of digitization and the role of personnel development for a company’s success.

Question: Mr. Herter, what is the significance of digitization in the corporate strategy, goals and visions of meravis Wohnungsbau- und Immobilien GmbH?

Matthias Herter: Digitization and the accompanying digital transformation are some of the greatest challenges of the present and the future. Examining these topics has a high priority in our company, which we have already firmly anchored in our corporate practice.

Let me illustrate this with an example: in order to meet customer wishes, apartments must become digital. Therefore, each of our new apartments will be equipped with smart home technology. In addition, the tenants expect a service like Amazon. Therefore, we have expanded our tenant portal and made it accessible via an app for our tenants. There they have access to numerous chosen services. This goes from from buying electricity to media purchases, which especially new tenants have to deal with. These can already be accepted in the tenant portal. It is similar to buying a plane ticket, where you can also take out insurance and book upgrades. The task of the digital revolution is to design and improve the service quality of living. Until the present time the tenant has paid rent and thus only earned the right to live in the flat. Already today it is about other service approaches and implementations. And digitization provides the framework for this.

WB: Which processes have you already digitized? Which digital innovations / tools are integrated or implemented?

MH: We have already digitized the entire rental process. The same applies to the subject of repairs, which can be reported digitally and then digitally passed on to the craftsmen until they doing their work in the flat of the tenant.

WB: What was your experience?

MH: In connection with the choice of our service providers, we have dealt extensively with our customers. We have put these at the center of our actions and from this point of view, for example, defined the requirements for our ERP system. Based on this we made our decisions. We have had good experiences with this approach.

But digital developments also mean changes for our employees. Therefore, we decided to train their digital knowledge and skills, also to lose fear and timidity. All our employees do the “digital driver’s license”. Our executives support the staff in the digital driving license, by asking regularly interested. So our employees are very eager. They are pleased to report on their progress and happy about the support, interest and promote of their advancement. It contributes to employee motivation.

WB: Why did you decide to expand the project and digital skills of your employees?

MH: When offers are made to expand the digital skills of employees, they are deprived of their fears and at the same time, they are made fit. It is the basis for the future corporate success.

It is important to create a corporate culture that deals openly with the subject of digitization and in which the fitter employees help the employees who are not that fit. An atmosphere where it is fun to spend time on this task every day .

WB: Based on your experience – what tips would you give other companies for implementing digital projects?

MH: For the further development of the housing core processes, it is crucial to train the employees for agile cooperation. We as the companies not only need subject matter experts but also employees with digital skills.

Digitalization and digital transformation must come from the management and be anchored and lived in the mission statement.