Wolfgang Kergaßner, owner of the Stuttgart-based architectural office of the same name, is considered a renowned representative of his profession in the German-speaking area. As the responsible project partner for the construction of the company headquarters in Pliezhausen he designed a building on behalf of DATAGROUP, which is still seen as a benchmark after more than 25 years. He gives some insights in this interview on the underlying concept and presents
his view on general topics such as simplicity in architecture or the significance of corporate architecture.
Is there a project you are particularly proud of?
Among the buildings that touch my heart, I spontaneously think of the company headquarters, which were to become the new location of DATAGROUP then, as well as our own house and the Linde Agora, the restaurant of the Linde AG. These buildings do not only have a high degree of usability, but also a certain emotional quality which can still be felt today.
Tell us more about the DATAGROUP project …
At that time, I was the responsible architect in close cooperation with the subject areas involved and with Max H.-H. Schaber as the representative of the team of builders. Back then, the integration of new thought patterns was on the agenda, combined with DATAGROUP‘s desire to translate the idea of an “open conceptual model” into a building. The result was an approachable architecture for people, in which employees and visitors can come together in an informal atmosphere and feel comfortable. To this day, the building’s architecture is still philanthropic, inspiring and encouraging, open and communicative. And: It stimulates the passion for innovation of employees and visitors alike. I was very pleased to hear that the building was awarded the Hugo-Häring-Preis in 1997, one of the most important architecture awards in Baden-Wuerttemberg.
What is your attitude towards simplicity in design and architecture? What possibilities do you have to reflect simplicity in architecture?
I would first like to go into more detail about how architecture starts. Each design consideration starts with the development of an underlying theoretic conception. This is the only way to develop a holistic concept, which is uncoupled from raw materials and independent of formal surfaces. At the same time, the building must be emotionally accessible. This makes the world more diverse and interesting. It must be reflected in the architecture. Everyone dealing with architecture must be aware that, first of all, architecture always serves a purpose. The architect primarily has the obligation to complete his work program. And then we get started: For every job we do, we have to ask ourselves over and over again how things would ideally look like, without external constraints. A lot of solutions take form when following the very simple decision-making pattern of “right” or “wrong”. And one thing is for sure: The process always ends with the simple things.
How was it to work with Max H.-H. Schaber as a builder?
The cooperation with DATAGROUP, represented by Max H.-H. Schaber, was characterized by mutual acceptance and respect. Even more: It was a symbiosis in the classical sense. The builder’s decision-making competence, his position as exclusive contact and the overall structured and target- oriented approach definitely were beneficial for the project.
How would you specifically describe the cooperation?
DIN standards were critically scrutinized in a problem-oriented way. We did not aim to build a house which complies to DIN standards but wanted to create something which is focused on the users. To this end, we also exploited synergies with the professional planning services involved and interconnected every aspect of building. Our aim was to reflect building and corporate culture through architecture – while complying with the economic conditions. True to the motto that building means responsibility not self-promotion.
The building has some features that are special for the early 1990s. What was your ambition when you planned and designed the building?
From the beginning, the flexible structure of the object
ensures a maximum degree of diversification due to the
arrangement, size and form of the individual rentable utilization units. After all, it had always been planned to also be able to let out certain spaces and floors to other companies, which helped to reduce the investment risk.
Even today, I am still delighted to see that the house has always met the respective generations’ expectations caused by changing working conditions and requirements. This also holds true for the future: The digital natives, young representatives of the generations Y and Z – more than ever they expect spatial and time flexibility at work. The organizational structure and atmosphere of the building also meet these requirements.
Please describe some of the basics and details of the building.
The workflow, communication and interfaces between the individual working groups were the basis for the room design. Areas for confidential talks, areas offering privacy for highly concentrated work as well as space for meetings and conferences were made possible in conceptual terms right from the start. The highly flexible and transparent building concept is suited to the dynamic forms of the project work – in the true sense of a breathing organization, which can respond to spontaneous and constantly changing growth at any time.
How efficient is this object?
Economy in architecture already starts with the general construction in connection with the available premises. It continues with a sophisticated, long-term facility management. With a useful integration of alternative systems such as underground conduits or concrete core activation and a conscious use of energy the building stands for a consistently implemented low-energy concept to this day.
Last but not least, is there something particularly dear to you?
The identity of a company becomes most visible in its buildings. You could say that it is a “built” reflection. Corporate architecture can have a real impact. It requires self-respect to handle it carefully. On top of that, corporate architecture also requires a responsibility for solidarity – next to aesthetic consciousness – and, consequently, a responsibility for the built environment. As such, architecture becomes an identity.
Thank you very much for this interview Mr. Kergaßner!
When did you start working for DATAGROUP and what is your position today?
I’ve been with DATAGROUP since the former arxes GmbH became part of DATAGROUP, in February 2010. I started working for arxes on January 1, 2001. And I have been Managing Director of DATAROUP Köln GmbH since March 2010.
How many people do you manage today?
We have around 200 colleagues on the payroll, 13 of which directly report to me.
How did you join DATAGROUP?
I was “bought”. (Smiles)
What do you appreciate most about DATAGROUP?
On the one hand, my autonomy in operational decision-making processes, and on the other hand, the strength arising from joint cross-company decisions.
Characterize yourself with three keywords / in one sentence.
I am strong, brave, honest and pugnacious.
What is a situation that still makes you sweat today?
To this day I am embarrassed when my own organization cannot fully keep up to the performance I promised to a customer.
Do you have a life motto?
“Et kütt, wie et kütt”* and the remainder can be controlled by stringent project management.
What are typical tasks in your daily business?
To guide, lead and instruct human beings. I attach great importance to personal communication with our customer.
What was the biggest challenge in your career?
My biggest challenge was the company’s restructuring in FY 2013 / 2014. I had to part with 72 employees to eventually have a sustainable, healthy company.
What event in your career makes you particularly proud?
The result of the restructuring. Despite all the hardship that came with this assignment I am very proud today that the implemented measures were right and that my company is in a very strong position today.
What is the one thing you cannot do without in your working life?
My assistant, Mrs. Crüll. We work very closely together every day and are perfectly attuned to one another after these many years of cooperation. A lot of my working days would end in chaos without Mrs Crüll. This has never happened thanks to her. Thank you!
From today’s point of view: What advice do you wish you had received as a novice at DATAGROUP?
I would have liked to have had an experienced DATAGROUP manager by my side, who knows all the internal structures and would have prevented me from various mistakes. Instead, some things have gone wrong, but I have learned from these mistakes and it had a particularly lasting effect.
DATAGROUP in five years – Where is it taking us? Three keywords.
Cloud technologies, social skills among the staff and having more human beings who do not always insist on life-life balance. (Smiles)
What personal goals will you set for the future at DATAGROUP?
I want to continue to help achieve the goals above.
What would you advise to someone in their early twenties, who is currently looking for a job and is interested in IT?
Be on time for the job interview and wear appropriate clothes!
Thank you very much for this interview Mrs. Mülders
Two apprenticeships in the commercial and technical area. 26 years of sales experience in medium-sized IT companies in Berlin and NRW, since 2010 at DATAGROUP. From 2001 Head of Sales and Regions at arxes, since 2010 Managing Director at DATAGROUP Köln GmbH (formerly arxes).
What are typical tasks in your daily business?
Listen, decide, organize. Talk.
What was the biggest challenge in your career?
The merger and the integration of new companies and people.
What event in your career makes you particularly proud?
The IPO of DATAGROUP in 2006.
What is the one thing you cannot do without in your working life?
My colleagues.
When did you start working for DATAGROUP and what is your position today?
Since January 1, 1994. Managing Director of DATAGROUP Stuttgart GmbH.
How many people do you manage today?
160 employees.
How did you join DATAGROUP?
In 1994 through a management-buy-in of the former DATANET GmbH.
What do you appreciate most about DATAGROUP?
I particularly appreciate the successful development in the last 20 years alongside many great people.
Characterize yourself with three keywords / in one sentence.
Pleasure in life and at work.
What is a situation that still makes you sweat today?
Sports in many forms.
Do you have a life motto?
Carpe diem.
From today’s point of view: What advice do you wish you had received as a novice at DATAGROUP?
After more than 20 years: Caution, you will be very successful!
DATAGROUP in five years – Where is it taking us? Three keywords.
Growth. Many exciting new topics. Success.
What personal goals will you set for the future at DATAGROUP?
Strategic alignment of my company, DATAGROUP Stuttgart, to the DATAGROUP 2025 corporate strategy.
What would you advise to someone in their early twenties, who is currently looking for a job and is interested in IT?
Join DATAGROUP – It’s great.
Thank you very much for this interview Mr. Bihler!
Graduate economist, at DATAGROUP since 1994. Senior Sales Representative AC Service AG (today All for One) from 1988 to 1993. From 1993 to 1994 Sales Manager Bechtle AG; 1994 to 2006 Managing Director DATANET GmbH. From 2006 to 2011 member of the executive board of DATAGROUP AG. Today Managing Director of DATAGROUP Stuttgart GmbH.
When did you start working for DATAGROUP and what is your position today?
I’ve been with DATAGROUP since 2014 and I work as an executive of DATAGROUP Mobile Solutions AG. We are the Group’s specialist for customized mobility solutions, supplying numerous top companies with business-critical applications. Additionally, I am one of the Managing Directors of ALMATO GmbH. This very successful company has been part of the Group since early 2018 and is specialized in Robotic Process Automation.
How many people do you manage today?
We are a team of just under 60 people in Mobility and roughly 50 at ALMATO.
How did you join DATAGROUP?
I was one of the founders of Excelsis Business Technology AG. In 2014, we sold the company to DATAGROUP. I stayed with the company after the integration because I like DATAGROUP very much.
What do you appreciate most about DATAGROUP?
I can contribute my entrepreneurial ideas here and implement them together with other ambitious people. We are all makers and benefit from flat hierarchies, but also work closely together with the Group Management Board, which is extremely rewarding.
Characterize yourself with three keywords / in one sentence.
I am attracted to complicated tasks.
What is a situation that still makes you sweat today?
There are two things in Germany right now which I can’t put up with: 1.) The quality of our mobile phone networks and 2.) The reliability of the public transportation companies. These are situations that regularly make me sweat.
Do you have a life motto?
No, I don’t have one. However, it would probably be a good idea to have one. Constant changes driven by technology have proven to be a recurring theme throughout my working life. This is super exciting but also challenging, of course, since the pace of technological developments is picking up.
What was the biggest challenge in your career?
The development of a start-up in Singapore. Culture, customers, product – all of which was completely new for me and extremely challenging.
What event in your career makes you particularly proud?
We have developed and launched the first mobile banking system throughout Europe. This was real pioneering work.
What is the one thing you cannot do without in your working life?
The cooperation in agile and interdisciplinary teams.
From today’s point of view: What advice do you wish you had received as a novice at DATAGROUP?
Things can happen quicker than you may think!
DATAGROUP in five years – Where is it taking us? Three keywords.
AI, AI, AI. We are intensely engaged in AI applications and their impact on business processes. The leaps in development in this sector are breathtaking.
What personal goals will you set for the future at DATAGROUP?
I am working hard on beating our sport’s commissioner Sebastian Darimont in a race sometime. He must have an extremely bad day then, but I will succeed.
What would you advise to someone in their early twenties, who is currently looking for a job and is interested in IT?
I would certainly advise him or her to attach importance on a broad education. It makes little sense to only focus on current products and technologies, whose half-life is steadily decreasing. It is much more important to also – and above all – have a look at the field of methods, for instance in software engineering or project methodology.
Thank you very much for this interview Mr. Sauter!
Studies in Business Informatics and Business Studies (Master of Arts), at DATAGROUP since 2014. Researcher, Software Developer and Director of application development, project management and Managing Director in Luxembourg, Switzerland, Singapore and Australia. Since 1999 founding, building and selling several IT companies. Finally with Excelsis to DATAGROUP.
Some 1,420,000,000 websites are online according to current estimates (summer 2018). And more are added every day. The global increase in knowledge, information and data is bigger than ever before in human history. And the earth is currently populated with more scientists, researchers and engineers today than have ever lived before! We experience these effects every day. The inflow of business options has become exorbitant.
Online marketplaces like Amazon have grown to become giants today, having more than 229 million products on stock (as of 2016). Or the Alibaba Group in the Asian regions, which has generated USD 10bn in one hour at the Singles Day in 2018. These companies spend over USD 10bn p. a. for research and development, more than any other company from the old economy.
Whether technological developments, innovations or new market services, news and novelties are changing by the millisecond. This leads to incredible dynamics and thus changes. The growing desire for continuity and stability on part of the customer therefore does not come as a surprise. For there is a wealth of offers in private and business areas, which mankind simply can’t overlook anymore. This increase in complexity and intricacy eventually leads to the human desire for simplicity and easiness – both in private and business life.
As a counter-trend to these widespread environmental developments, people often search for solutions in the other extreme, namely minimalism. The absolute and omnipresent solution and answer to difficult questions is in focus here. Minimalism is colloquially associated with the term of simplicity (the less the better). As a state which is regarded as perfect, brilliant and graceful.
This may well be a personal and meaningful answer to this development in private life. But it does not have the same meaning in a business environment. It is not a matter of a person’s own focus, but rather addresses customers, users, offers, processes, communication or structures which have to be designed, and which are embedded in the collaboration and organization of people. All this requires a completely different fundamental understanding of how to face this challenge.
First off, simplicity in a business environment is no absolute dimension. It can always be considered relative to the respective industry. Simplicity in a banking environment is not the same as in retail or in a hospital. There are different rules, standards and requirements. The customers’ level of knowledge regarding proposals and processes or priorities is also different. It isn’t about the person itself, who defines simplicity for itself, but rather about arrangements for others! This is one of the biggest tasks to deal with. Current discussions are centered around new leadership approaches and a new customer understanding in the economy, as can be observed, for instance in the topic of agility.
Companies do not clearly define the term simplicity. This is one of the central problems. But what is “simple”? How can we reduce it to a common denominator? If we would ask ten people in the IT departments of ten different companies, whether the software structure of a particular IT system is “simple”, this would most likely result in ten different answers. How can this be explained?
Taking a sober view of the term “simple” and its colloquial use, this is an evaluation, namely a personal evaluation, which depends on a person’s or a group of persons’ experience, degree of knowledge and individual assessment. It reflects what this person or group thinks and believes. Therefore, it is essential to know your customers and their needs and perceptions very well.
For this reason, the term “simplicity” is very conflictual and yet is often confused with right or wrong. If someone said that it is not easy, this would be just as true as if someone said that it is easy for them. There is no one single truth like we are always searching for. This must be accepted first.
If a group has the same basic understanding about a situation, has the same experience, and is living and decides according to the same values and behavior patterns, it can be assumed that they will make a similar evaluation.
In a nutshell, simplicity is an individual evaluation, which is person- and subject-specific and which is constantly being developed. There is no fundamental right or wrong.
An example: While flights could only be booked by specialized persons in travel agencies 15 years ago, it can be done at home by anyone today who has a credit card and access to the internet. Companies therefore should seek to define the term “simplicity” with a focus on the user and should closely monitor its development so as not to miss the boat. After all, simplicity is also a value proposition which is given from a user’s point of view!
The big advantage of simplicity is the impact it can achieve. When an organization can protect the user or customer from a high degree of complexity or intricacy, it has a central competitive advantage. This confidence and binding character must be established and cultivated. This will be awarded by the strong loyalty of the customer and also of the associates to the company itself.
Current studies of the so-called global brand simplicity index from Siegel & Gale also reveal the true value of simplicity. For instance, 63 % of customers are willing to pay more for simpler experiences. But even more vital is that 69 % of customers actively recommend a brand because it is simple and that the share price of these simple companies outperforms the stock market indices many times over. Conversely, it can be observed that customers deliberately decide not to invest because they consider it too complicated, even though they would have the funds to do so! Therefore, billions of euros in Germany are not being spent.
Conclusion: Simplicity is no tool and no method either. It is a shared entrepreneurial attitude. It is ingrained in our way of thinking, in the way we act and decide. It continues to develop in line with a common understanding and the respective priorities which are applied in a company. The individuality of the applied and designed simplicity has become so engraved that it can’t be copied.
Hence the management of an organization determines whether simple brands are realized, simple processes institutionalized, or simple structures are set up. It can be noticed by the clear feedback of associates and customers. You may want to pay more attention to this going forward. For customers love simplicity.
Following studies in mechanical engineering in Stuttgart, Michael Hartschen received his PhD in innovation management from the Zurich Technical College (ETH) and finally discovered his liking for simplicity. He works as an entrepreneur, coach, trainer and presenter in the field of simplicity, innovation and business development and has many years of experience gained in a diversity of industries.
In 1998, he established his first company and in 2001, obtained his first lectureship at today’s Zurich University of Applied Sciences (ZHAW). He is author of various books and specialist articles.
DATAGROUP founder Max H.-H. Schaber has played a crucial part in determining the fate of the company until today. A time for taking stock: In an interview, the Stuttgart-based entrepreneur talks about what is important to him and what motivates him.
1983: At the early age of 27, with a fresh master’s degree in mechanical engineering in hand, Max H.-H. Schaber establishes his own enterprise – Datapec Gesellschaft für Datenverarbeitung. The first contract: an individual solution for a physiotherapy practice. Today, under the name of DATAGROUP SE, the company is one of the 20 leading IT service providers in Germany according to the Lünendonk list. DATAGROUP generates annual revenue of more than EUR 272m (FY 2017 / 2018) with over 2,000 employees.
As a member and Chief Executive Officer of the Management Board, Max H.-H. Schaber is responsible for finance, legal affairs, human resources and corporate development. In an interview with IT’s he tells us what once motivated him as a founder, what makes DATAGROUP successful today and in the future and how the company makes IT much easier.
You established DATAGROUP 35 years ago – back then under the name of Datapec. What was your vision?
I did not have one to be honest. I only wanted to be self-employed. Because it was important to me to be my own boss, to be able to do what I consider right.
What did you learn from your start-ups? What would you advise to a young person who wants to establish a company?
You certainly take a risk when establishing a company. But you don’t look at it like this at the age of 27. This is the advantage of young founders. You have no family to provide for, you do not worry about a failure. If something goes wrong, you simply start all over again. This is the over-riding message I want to share with young people and founders: Don’t let yourself get discouraged. Even the smallest failure receives a thumbs down. We must remain immune to this; we must be able to take blows. There are far more “quitters” than losers.
What has motivated you, back then as well as today?
The daily business is pushing me ahead. When being self-employed, you take on all roles at the beginning – developer, finance specialist, head of sales etc. You gain an extremely broad perspective. In turn, many things are easier to recognize: What else is interesting? What brings more success? A lot of decisions were taken out of necessity, because something did not work anymore – for instance, when margins in IT retail fell rapidly, we sold this business. But there is also this strong will to create!
The IT world becomes more and more complex. How does DATAGROUP make IT simple?
In the end, we simply tried to precisely describe the complexity of the IT world and to break it up into small chunks. This description is predominantly reflected in the CORBOX, our modular all-in-one solution for carefree IT operations. Companies can choose from combinable services which optimally support their business and they receive all IT outsourcing services from a single source. The customer does not have to go into the smallest details but can simply say: Organize my IT operations! This makes it a lot easier.
You started your career as an engineer, you studied mechanical engineering – and today you are a visionary and strategist of an IT service provider with over 2,000 employees. How does this fit together?
An engineer is rather closely related to IT, especially in my generation. During my student days we did not have any IT specialists yet. When you were looking for a certain control as an engineer, as in my case, you had to build it yourself. I really enjoyed it! My first job was in an engineering office which was specialized in processing laboratory data systems. Which was simply perfect.
What differentiates DATAGROUP from other IT service providers?
We define IT services as a product so that every customer knows what to expect and every employee knows what to do: I personally think that this makes us stand out already. A lot of companies make the mistake to be imprecise in this respect.
Why should people work for DATAGROUP?
Very spontaneously: Because it is fun! Because we try to impart a sense of joy in work – by avoiding to put an emphasis on the division of labor; instead we give our employees responsibility, communicate appreciation, have a positive error culture. We have initiated large-scale projects for this, for instance “Master of Leadership”. A still young project for us, which is based on the idea that the better the company the better its managers.
Which characteristics are most beneficial to have a career with DATAGROUP?
Openness, industriousness, courage … Almost everything is possible at DATAGROUP with these characteristics. Some of our employees who started out as apprentices in our house have leading positions now.
All of DATAGROUP’s sites are exclusively in Germany. Don’t you think it would be more profitable to relocate services such as programming or call center abroad?
We once analyzed how much it would cost us to have Indian programmers provide services to customers in Germany. In fact, the all-in-costs are not materially different. I do not know though if it will remain the same forever. We have far too few people in Germany which are trained in MINT* subjects (*mathematics, information technology, natural sciences and technology, editor’s note). It may well be that we have no choice but to go abroad someday. However, we rather think of nearshore solutions, meaning countries and regions such as Lithuania or Eastern Europe in general or Ireland.
How would you describe your leadership style? What kind of leadership culture have you established at DATAGROUP?
I personally think I have an authoritarian-participative leadership style. We are generally trying to have an appreciative but quite authoritarian leadership style in the truest sense of the word – Authority through professionalism but also through personal strengths such as articulateness or the ability to motivate others. I believe that, more than ever, leadership will decide a company’s fate. What will be most important in this respect is to provide space for the development of people so they can develop and use their strengths.
A current study attests DATAGROUP a disproportionately high customer satisfaction. What is the reason?
First of all, there is the eye level: We take our customers seriously but in return want to be taken seriously as a service provider as well. And this also defines the target group which we address – large Mittelstand companies with revenue starting from EUR 100m p. a. There’s a great mutual appreciation and a culture of working together to find solutions. Another reason is, without a doubt, that we only have German-speaking employees at the service desk – people who are socialized here. And: The customer gets the telephone number of the CEO. You can call me directly. Even though this very rarely occurs.
Acting or reacting: How do we systematically think ahead as DATAGROUP does in its business strategy?
I will answer this question with an image: I should know in which direction the wind blows, I should be aware of the currents and where I want to go. In general, we always define the targets in teamwork. The DATAGROUP 2025 vision, for instance, is the joint effort of the upper management level. We take plenty of time for this and put even more work into it. This is the reason for its success: We stand behind it 100 %.
On a more personal level: What hobbies do you have as a balance to work?
I like to play golf, unfortunately not enough and I am not good at it. And I am a passionate skier, at which I am better. I exercise regularly to keep myself fit: Four to five times a week I use the home trainer at home while watching international TV shows. At present, I am very interested in “Black Mirror” – a British series about possible developments in the future. This is a must-see for everyone in our industry! I also like to go to the movies. I am always fully immersed in a film.
What is particularly important to you in your life?
Interior design is extremely important for me. I attach great importance to having a beautifully designed home. My home town means a lot to me – I would never move away from Stuttgart. And I also enjoy gardening from time to time.
Where do you want to see DATAGROUP in ten, fifteen years?
To be honest, that’s a very long period of time. Let’s limit it to between five and seven years: I do believe that DATAGROUP will be a leading, if not the leading IT service provider in Germany by then. What I also hope for in the future is that the company remains as open and willing to change as before. This opens up a wealth of opportunities for us.
Thank you very much for this interview Mr. Schaber!