Shaping the future 2025
END-TO-END – INCREASE PERFORMANCE
Both the change of power in the USA and the current election campaign in Germany are dominated by the current economic situation. The “Shaping the future 2025” study therefore looks at how industrial companies on both sides of the Atlantic are approaching the all-important year 2025. One key finding: American industrial companies are much more confident about the future than their competitors in Germany, Austria and Switzerland.
About the study:
For this study, a total of 313 industrial companies in Germany, Austria and Switzerland were surveyed in November 2024.
In addition, a survey was conducted among 280 companies in the USA.
KEY-INSIGHTS – Important insights
Pressure is increasing
Companies are under tremendous pressure and they are confronted with more challenges than almost ever before. In particular, due to the difficult economic situation, but also to international competition, high energy costs, bureaucracy, geopolitical insecurities, and last but not least, the lack of skilled labor. The consequence: Only 31% of companies are facing the future with unbridled optimism. Last year, the figure was 40%.
Trust in resilience
Despite all the challenges, companies are proving to be remarkably resilient. 87% reckon that their resilience is pretty high or high; this is a proud 6% more than last year. Companies trace this back to their employees (62%), their products (61%), and their business models (43%).
Home field advantage was yesterday
When the home fi eld advantage becomes a location disadvantage: 64% of industrial companies in the DACH region believe that their factories in home fi eld locations are losing a competitive edge in international comparison. Nearly half (48%) are considering closing facilities or shifting production. But sticking your head in the sand is not the right answer: Despite everything, 82% believe that there are more opportunities than risks in their home field location.
Saving – but also in the wrong place?
The focus is on cost reduction. In addition to operating costs, purchasing, and personnel, one-quarter of companies also want to save on the important future items research and development. This is where the conflict of goals between quick cost optimization and long-term promotion of innovation emerges. To resolve this conflict, consistent end-to-end processes are indispensable.
Innovation management in distress
21% of the companies say their innovative capacity is very good; another 57%, pretty good. But although many people recognize the significance of innovations, frequently the cultural and organizational bases for driving innovation are lacking
The world of data is part of the shop floor
The key to being fi t for the future lies in analyzing large quantities of data and deriving recommendations for action from this. A majority of companies are already on their way — about half claim that they are, at least in part, operating smart factories. To take the next big step here, companies must ensure that they have quick information about the entire production process.
Detailed findings
Initial survey results from the study are shown in the following charts. For the complete results, please download the study.
For a long-term, successful future, it is essential that the strategy be tangible for all employees. The strategy as a gearbox must be broken down into its individual gears, the operational objectives. This way, specialists and managers can jointly measure their own contributions to the company’s success and prove the effectiveness of the strategy. Otherwise, efficiency gains and potential synergy effects tend to vanish.Andreas Hüsers
Lean Expert, Röchling Industrial SE & Co. KG
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Process optimization, digitalization and qualification as key levers
Although almost all current crisis phenomena can be observed globally, there are significant differences in how individual economies are dealing with them. This can be seen not only in a comparison across the Atlantic, but also within the DACH region. However, everyone agrees on one thing: in order to take advantage of the opportunities that every crisis offers, companies need to improve their own performance quickly.
This is where every company can take action. The three key measures: effective process optimization, consistent digitalization and fast and targeted employee training.
Wilhelm Goschy
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