SME funding for the digital transformation

80 % subsidy to help you capitalise on the opportunities offered by the digital transformation.

✓ From the Initiative New Quality of Work (‘INQA-Coaching’) funding programme
for small and medium-sized enterprises (SMEs)

INQA coaching – support for SMEs in the digital transformation

The digital transformation is having a huge impact on the working reality in companies and is changing the economy and society in unprecedented ways. However, it is often a challenge, especially for SMEs, to keep pace with the speed of these changes.

That is why the European Union, together with the German Federal Ministry of Labour and Social Affairs, is supporting the ‘INQA-Coaching’ programme in Germany through the European Social Fund Plus (ESF Plus).

As an authorised INQA coach, I offer you advice and support in the digital transformation. With the help of this funding programme, you can develop tailored solutions in an agile setting for your HR and organisational change needs in the context of the digital transformation. (See below for case studies)  

A positive side-effect is that the participants try out an agile method and expand their repertoire of actions to adapt to their working reality, remain competitive and position themselves for future changes.

The funding includes 12 days of counselling at €1,200 net each. The (non-repayable) subsidy amounts to  80% of this. A counselling process of about  five to six months  should be planned in total.

Which SMEs are eligible?

Companies that fulfil the following criteria are entitled to apply:

  • Registered office and operating location in Germany
  • Annual turnover < €50 million or annual balance sheet total < €43 million
  • Less than 250 employees
  • At least one full-time employee subject to social security contributions
  • The company has been in existence for at least two years.

Further information is available at inqa.de.

Three-step process:

The first step is the initial consultation at one of the INQA advisory centres (IBS), which are available throughout Germany. They will inform you about the funding conditions, check your eligibility, analyse your company’s current situation and assess your needs.

In the second step, an authorised process consultant of your choice will advise you on the process.

Step 3: After the process consultation has been completed, the IBS, management and employee representatives discuss what has been achieved and how to proceed.

Six areas of organisational design

1. New business models and innovation strategies

– How quickly can you respond to changing market conditions? Case studies:

  • Introduction of booking portals for online appointments in gastronomy, hairdressers or doctors.
  • Identification of new digital business areas (e.g. online sales channels in retail).
  • Development of an online shop as a new ‘marketplace’ and addition to the retail store (tile store, pastry shop, print shop).
  • Optimisation of the travel booking process using a software solution that allows customers to design their own travel bookings.
  • Examination and preparation of new business areas through digital tools in the field of security technology in metal construction companies.

2. Production models and work organisation

– What impact is digitalisation having on the organisation of work in your company? Case studies

  • Development of interfaces to enterprise resource planning and CRM systems and introduction of new software that enables teleworking.
  • A platform-based knowledge management system (‘Wiki’) was implemented in an engineering firm.
  • Installation of touchscreens, cameras and a centrally visible customer information system in manufacturing.
  • Integration of crowdsourcing platforms into the work processes of editorial or translation offices.

3. HR policy, employment and training

– To what extent are your employees prepared for the digitalised world of work? Case studies

  • Development of qualification concepts for new competence requirements (e.g. communication skills, teamwork, customer orientation).
  • Development and implementation of an e-learning strategy in bakeries.
  • Development of training concepts for confidently dealing with the digital era (e.g. for the use of tablets on construction sites).

4. Social and cultural relations.

– What does the digital transformation mean for your corporate culture? Case studies:

  • Development of a value orientation ‘How do we want to work?’ between young and experienced employees (e.g. with regard to availability, knowledge sharing, mobile working).
  • Introduction and use of digital voting tools to strengthen employee participation.
  • Introduction of an app to capture the ‘mood’ of employees.
  • Creating a culture of trust in the digital era – strengthening employees’ “willingness to change”.

5. Leadership, professional development and career

– What can managers do today to attract and retain skilled workers? Case studies:

  • Establishing new management concepts – moving away from an owner-centred, hierarchical management culture.
  • Introduction of life-phase-sensitive development and career concepts (e.g. ‘late careers’, part-time management).
  • Developing solutions for managing employees in a remote working environment.

6.The workplace of the future, working hours and performance policy

– What will the workplace of the future look like in your company? Case studies:

  • Introduction of mobile working to improve the work-life balance.
  • Implementation of open-plan office concepts to improve the culture of collaboration.
  • Simultaneous organisation and design of work and data exchange between several construction sites and several office locations in the engineering firm.

Simply contact me and I will be happy to answer your questions and provide you with the contact details of the INQA advisory centre responsible for you.

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