Archive

Value Transformation

Print Love Letter.jpg

Andreas Weber vor Gutenberg-Bild in Mainz. Foto: Archiv Value Communication GmbH

Liebe Freunde und Mitstreiter!

Ich widme Euch als ‚PrintLovers‘ einen Erfahrungsbericht, einen recht ausführlichen.

Wer weiß, angesichts von Corona und den Folgen, ob ich dazu später jemals wieder in der Lage sein werde. Keine Bange. Noch bin ich gesund und munter. Aber man kann ja nie wissen!

Ich bitte Sie/Euch darum, meine Zeilen in Ruhe zu lesen.

Ich möchte meine lebenslange, innige Beziehung zu Print und der Print-Branche dokumentieren und kundtun. Und gleichzeitig meine vielfältigen Erlebnisse aus mehr als drei Jahrzehnten mit dem „Heidelberg-Branchenprimus-Kosmos’ Review passieren lassen.

Denn es ist unbestreitbar: Geht es Heidelberg gut, geht es der Print-Branche gut. Und umgekehrt. Meinungen, Anregungen, Erlebnisse, Kritik u.a.m. sind jederzeit willkommen. So können wir gemeinsam die SAGA fortschreiben.

Hier gehts per Klick zu meiner persönlichen HEIDELBERG SAGA auf Medium.com

 


 

#BeyondCoronacrisis.001

By Andreas Weber, Head of Transformation | German version

 

The articles in my ad hoc series “Print and the Crisis” serve as a guide: The print industry has to rethink radically and change IMMEDIATELY in order to adapt its “social culture” and its “skills” to the situation. Before the Corona crisis, there were opportunities and loopholes to compensate for deficits. And to conceal so that there is a gap between communication and action. This is taking revenge now.

Because: Highly ambitious innovators in particular – regardless of whether they are technology developers or printers – have been and are hardly able to present the added value they can (actually) provide clearly and comprehensibly. My analysis of how specialist communication is practiced makes me both angry and sad. And at the same time offers options to tackle this satirically. See: “No April Fool’s Day: The ‘K’ in crisis stands for creativity!”

The situation is serious. Very seriously!

If communication in companies, both internally and externally, is as miserable as before, it is a disaster. As stated, we need a new #debate culture; it is not just about critical questioning and certainly not about criticism.

It is about preventing absurd absurdity from becoming normal. If, for example, a CEO claims that his new strategy is not bad, and certainly not wrong, only communicated incorrectly and therefore misunderstood, it is a testimony to the poverty! For himself and for his management. Especially when attempts are being made to suppress criticism intriguingly and to be outraged if this is exposed by a third, independent party.

Because what the German Ethics Council stated at the federal press conference on April 7, 2020 is correct and expedient: In the #Coronacrisis times, apart from #solidarity and #responsibility, above all open #discussions are required. “You can’t regain trust without public debates!” Said Steffen Augsberg (source: German news by tagesschau.de). It is also possible to undo decisions without becoming unreliable.

Decisions need clarity

In order to make sustainable decisions in a targeted manner, you have to be clear without any ifs and buts. For the extremely innovation-driven printing industry, this means not following the slogan of the false prophets who “preach”: “Technology will do it!” Because technocracy is just as dangerous as technology ignorance.

My suggestion: Everyone for themselves and all of us together should collect and exchange ideas. To explore how we can benefit in the digital age despite all the turbulence. On the one hand for our communication, the go-to-market and networking. On the other hand for the ‘digital’ transformation of what we as #PrintLovers do with our work and our businesses.

The entry into #clarity when it comes to digitization & transformation in the digital age is provided by what Thomas Göcke has thoroughly thought through, internalized and published, and has already practiced in a team with many colleagues around the world: demystifying digitalization and transformation in print and making it clear what it is actually about deriving meaningful actions from it. And to clarify the complexity, the momentum and the dimensions behind it.

I mention Thomas Göcke because he, as a print technology specialist, is entrusted with #marketing and #digitization tasks and shows us what goes on, what needs to be taken into account, and for how long, beyond our own and company thinking You need breath to renew yourself and make yourself fit for the digital age. My POV: That helps us all in the print industry!


INFO BOX

The following reading tips as a basis for discussion:

How digital transformation is leading the world of print into the future

Core message: “An essential part of the recipe for a successful digital transformation is a permanent look through customer glasses. Because we can only be successful if we make our customers successful.”

Bildschirmfoto 2020-04-12 um 03.29.18

Preparing your company for digital transformation

Core message: “In contrast to digitalization – which only includes the use of digital technologies – digital transformation describes a process in which the emergence of new business models and a 100 percent customer focus is the focus. The result is offers for customers, new markets and a new culture.”

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Those who feel inspired can actively participate in open discussions on all relevant topics related to print:

  • Via online dialogue “Over the Skype” via INKISH.TV (in English, for a global specialist audience)
  • Via INKISH.News with own blog posts (in English and via INKISH D-A-CH also in German).

 


 

Smart Communication Fresh Air

By Andreas Weber, Head of Sensing

The true “thought leaders” are not the people who are the strongest, richest, or most powerful – nor even the ones who shout the loudest. They are the ‘smart people’, the ones who have internalized the art of smart communication and are able to touch others deep inside with the messages they convey.

In an earlier post – “Print und die Krise (Teil 3): Zuhören, lernen, diskutieren, neu denken und handeln” (Print and the crisis (Part 3) – listening, learning, talking, re-thinking and taking action, available in German only) – I published some thoughts about the nature of thought leadership, used Mark Schaefer as an example of how it can work, and offered some advice. Now it’s time to drill down to what really matters.

 

Sorry – it’s hard work, but it has to be done!

For me, the core question is: How do messages get through to people?

To overcome our communications challenges, it is worthwhile taking time to understand the contemporary principles of thought leadership. It’s all about knowledge transfer and the best possible uptake of knowledge.

The worlds of science and practical management are churning out countless new discoveries. I have sifted out the findings I think are most relevant to our context.

1. First of all, there’s the ‘Factors of well-being involving dimensions and influencing factors’ model, as described by the Israeli-American medical sociologist Aaron Antonovsky. He developed the model of a sense of coherence in the context of salutogenesis. This overarching concept goes beyond medicine alone to embrace other factors and dynamic interactions that help nurture and maintain good health.

In short: Nothing good can come of failing to take this to heart. These findings are basically of use to anyone who is genuinely committed to thought leadership.

 

Coherence.001.jpeg

 


 

2. The MIT-based German economist and researcher, Dr. Otto Scharmer developed the multi-award-winning “Theory U”, which describes the stages of awareness, among other things.

Dr. Scharmer differentiates between three stages that are particularly relevant to our context:

  • Downloading — passive (by osmosis)
  • Seeing — cognitive (begins with active listening)
  • Sensing — open (through empathy)

Prompt: The best form of communication is personal and face-to-face, passing through all three of these stages in a single go and fulfilling what is listed under point 3. Our challenge in these times of physical distance and enforced isolation is to make digital communication as personal as possible.

 


 

3. Leading German neurobiologist and preeminent neuroscientist Dr. Gerald Hüther, Chairman of the Academy for Developing Potential (Akademie für Potentialentfaltung) makes specific reference to this:

  • It’s all about tracking down and implementing future prospects through innovation.
  • The be all and end all of this being the training of our own ability to be attentive.
  • “We have to like things – and most importantly ourselves, too – as they are. Unconditionally.”
  • “Otto Scharmer’s Theory U is also a good way of ensuring we stop seeing and treating other people as objects, and instead meet them as one subject to another.”
  • Setting out along this path leads to new experiences. You discover yourself as a subject again (one that likes to be open and outgoing). However, you also discover that other people you encounter also have their own ideas and goals, and are therefore also subjects.
  • And when both sides enter into an encounter each aware of their own standing as a subject, they both then discover that this encounter and open discussion can give rise to something neither of them had previously thought possible.
  • Such a process can be observed and described from the outside. However, the most decisive aspect of this process does not play out at this visible level of the relationship between the two parties. The decisive aspect occurs inside the two people – invisible to outside observers. They both make a new experience, and this becomes anchored in their minds.
  • If this experience is intense enough, it takes hold as a new inner attitude – both toward the self and toward the other person.
  • For me, it is the development of this changed inner attitude that matters most. If it isn’t created, it doesn’t matter how much you practice what Scharmer preaches – however long and hard you try, you will never achieve a true encounter on that level.
  • Conversely, if you have somehow managed to like and accept yourself again, and therefore no longer worry about opening up to other people, you can enter into a subject-to-subject relationship without needing any instructions on how to do so. You will be able to invite others in, encourage them and inspire them, because not only do you like yourself, you like these others, too, and you find it exciting, enriching and fascinating to discover what potential they have hidden within them, waiting to develop.

Source: Gerald Hüther interview with Daniel Hunziker, October 2019

 


 

MY VIEW

  1. Thought leadership is neither a cliché nor a buzzword, but rather is in line with fundamental scientific findings linked to the sense of coherence, the ability to be attentive and ultimately well-being.
  2. Thought leadership has not come out of the blue. It is based on everything that makes it possible to move people and grab and hold their attention. Rather than reducing others to objects through mass communication and information overload, as has been the norm till now, it uses smart communication to build up and maintain interpersonal relationships on a subject-to-subject level.
  3. In the current crisis, thought leadership from smart people has to prove itself by making good use of digital communication media. From video chats to social media communications, the seeing and sensing is happening through downloading. Wonderful.

 

TIP

I recommend you watch a video of mine on YouTube, which includes a simple checklist that will help you better understand “The Beauty of Smart Communication”: “ValueCheck! How smart communication should be .. (2006-2014)”

 


 

Smart Communication Fresh Air.png

Von Andreas Weber, Head of Sensing

Der wahrhaftige ‚Thought Leader‘ ist nicht der stärkste, reichste, kräftigste. Der, der am lautesten schreit. Es sind die ‚smarten Menschen‘, die die Kunst der ‚Smart Communication‘ verinnerlichten haben. Und die andere mit ihren Botschaften in ihrem tiefsten Inneren berühren können.

Im Beitrag „Print und die Krise (Teil 3): Zuhören, lernen, diskutieren, neu denken und handeln“ habe ich mir über das Wesen von Thought-Leadership Gedanken gemacht. Und am Beispiel von Mark Schaefer gezeigt wie es geht sowie Tipps gegeben. Bleibt nun, anschaulich zu machen, worauf es ankommt.

 

Sorry: Anspruchsvoll. Aber essentiell!

Die für mich zentrale Fragestellung lautet: Wie kommen Botschaften bei uns Menschen an?

Um unsere Kommunikations-Herausforderungen zu bewältigen, empfiehlt sich, dass wir mit den zeitgemäßen Prinzipien der Thought Leadership beschäftigen. Es geht um Wissens-Transfer und bestmögliche Wissens-Aufnahme.

Es gibt eine Reihe neuer Erkenntnisse aus Wissenschaft und Führungspraxis. Das für unseren Kontext sinnvollste habe ich selektiert.

1. Da ist zunächst das Modell ‚Faktoren des Wohlbefinden mit Dimensionen und Einflussfaktoren‘ gemäß dem israelisch-amerikanische Medizinsoziologe Aaron Antonovsky. Er hat das Modell des Kohärenzgefühls entwickelt im Kontext mit der Salutogenese, ein nicht nur in der Medizin probates Rahmenkonzept, das sich auf Faktoren und dynamische Wechselwirkungen bezieht, die zur Entstehung und Erhaltung von Gesundheit führen. 

Denkanstoß: Wer es nicht beachten und beherzigt, stiftet nichts gutes. Die Erkenntnisse nützen im Prinzip jeder Person, die sich der Thought Leadership verpflichtet fühlt.

 



 

2. Der aus Deutschland stammende Wirtschaftswissenschaftler und Forscher am MIT, Dr. Otto Scharmer, wurde vielfach prämiert für seine „Theorie U“, die sich u. a. mit den Bewusstseinsstufen beschäftigt.

Dr. Scharmer unterscheidet drei Stufen:

  • Downloading — passiv (durch Berieselung)
  • Seeing — kognitiv (beginnt mit aktivem Zuhören)
  • Sensing — offen (durch die Empathie)

Denkanstoß: Die beste Form der Kommunikation ist die persönliche, von Mensch zu Mensch, wenn alle drei Bewusstseinsstufen als Ensemble durchlaufen werden; und das, was unter Punkt 3. aufgeführt ist, erfüllt wird. Unsere Herausforderung in Zeiten der physischen Distanz und Kontaktverbote: digitale Kommunikation muss so nah wie möglich an die personal herankommen.


 

3. Der führende deutsche Neurobiologe und Star-Hirnforscher Dr. Gerald Hüther, Vorstand der Akademie für Potentialentfaltung, nimmt darauf explizit Bezug:

  • Es geht dabei um das Erspüren und Realisieren von Zukunftsperspektiven durch Innovation.
  • Das A + O: Die Schulung unserer eigenen Aufmerksamkeitsfähigkeit.
  • „Wir müssen die Dinge und v. a. auch uns selbst so mögen wie sie sind. Bedingungslos.“
  • „Theorie U von Otto Scharmer ist auch ein geeigneter Weg, um andere Menschen nicht länger als Objekte zu betrachten und zu behandeln, sondern ihnen von Subjekt zu Subjekt zu begegnen.“
  • Wer sich auf diesen Weg begibt, macht eine neue Erfahrung. Er erlebt zunächst sich selbst wieder als Subjekt (das sich zu öffnen und auf sein Gegenüber zuzugehen vermag). Er macht dabei aber auch die Erfahrung, dass dieses Gegenüber eigene Vorstellungen hat und eigene Ziele verfolgt, also ebenfalls ein Subjekt ist.
  • Und indem sich beide dann auf eine Begegnung in dieser jeweils eigenen Subjekthaftigkeit einlassen, machen sie dann beide die Erfahrung, dass sich aus dieser Begegnung und dem offenen Austausch etwas entwickeln kann, was keiner von beiden vorher für möglich gehalten hätte.
  • Von außen lässt sich so ein Prozess beobachten und beschreiben. Aber das Entscheidende in diesem Prozess spielt sich nicht auf dieser sichtbaren Ebene der Beziehung zwischen zwei Menschen ab. Das Entscheidende vollzieht sich dabei – von außen unsichtbar – im Inneren der beiden Personen. Sie machen beide eine neue Erfahrung, die in ihrem jeweiligen Gehirn verankert wird.
  • Wenn diese Erfahrung intensiv genug ist, verfestigt sie sich als eine neue innere Einstellung und Haltung – sich selbst gegenüber und auch dieser anderen Person gegenüber.
  • Die Herausbildung dieser anderen inneren Einstellung ist für mich das Entscheidende. Wenn sie nicht entsteht, kann jemand endlos üben, was Otto Scharmer beschreibt, er oder sie kann sich anstrengen und sich Mühe geben, so sehr es geht. Eine wirkliche Begegnung wird so nicht zustande kommen.
  • Und umgekehrt wird eine Person, der es auf irgendeine Art und Weise gelungen ist, sich selbst wieder zu mögen und die deshalb keine Angst mehr davor hat, sich gegenüber anderen zu öffnen, eine Subjekt-Subjekt-Beziehung eingehen können, ohne dazu irgendeine Anleitung zu brauchen. Sie wird andere einladen, ermutigen und inspirieren können, weil sie nicht nur sich selbst, sondern auch diese anderen Menschen mag, weil sie es spannend, bereichernd und faszinierend findet, zu entdecken, was in ihnen verborgen ist und darauf wartet, sich entfalten zu können.

Quelle: Gerald Hüther im Gespräch mit Daniel Hunziker, Oktober 2019

 


 

MEIN FAZIT

  1. Thought Leadership ist weder Worthülse noch Modebegriff, sondern entspricht fundamentalen wissenschaftlichen Erkenntnissen, die sich um Kohärenzgefühl, Aufmerksamkeitsfähigkeit und letzlich das Wohlbefinden ranken.
  2. Thought Leadership fällt nicht vom Himmel. Sie basiert auf allem, was es möglich macht Menschen zu berühren, ihre Aufmerksamkeit zu gewinnen und zu erhalten. Und führt dazu, nicht wie bis dato per Massenkommunikation und Information-Overload zum Objekt zu machen, sondern durch Smart Communication Subjekt-Subjekt-Beziehungen von Mensch zu Mensch zu pflegen.
  3. Thought-Leadership durch smarte Menschen muss sich in der jetzigen heftigen Krise durch die sinnvolle Nutzung von digitalen Kommunikations-Möglichkeiten beweisen: Vom Video-Chat bis hin zu Social-Media-Kommunikation findet per Downloading das Seeing und Sensing statt. Wunderbar.

 


 

TIPP

Ich empfehle als Lektüre ein Video von mir auf YouTube, inkl. einer einfachen Checkliste, um ‚The Beauty of Smart Communication‘ besser zu begreifen: “ValueCheck! How smart communication should be .. (2006-2014)”

 


 

NotKidding April 2020

 

By Andreas Weber, Head of Kidding

#Hotoffthepress from the home office for April 1, 2020 — #Breakingnews

+++ The pioneers of publishing have gotten a whole new lease of life from the corona crisis. “While others are dithering, we’ve sprung into action. We’ve massively extended and expanded our online activities. Instead of sending out our e-newsletters weekly, we’re now publishing them daily! That’ll get us new readers.” That’s the upbeat message from publishers. There’s also been a coup in cost cutting in certain quarters, thanks primarily to the progressive practice of “postponing”: “We’re pushing back the publication of our print titles for an unspecified period, which has enabled us to drive down our costs by 80 percent. People need to take a leaf out of our book.” What’s more, work is now finally starting to become enjoyable again. Journalists no longer have to toil away, perched on the edge of their hotel beds, churning out stories in between gala dinners and PowerPoint orgies. A journalist who asked not to be named told us: “Now we can sit back, calm and collected in our home office, and just copy & paste the major announcements from industry into our newsletters. Unlike some others, we’re not filling up texts with empty phrases. We’re providing hard facts third hand!” My take on that is simple – #Bravo”. We can all learn something about turning a necessity into a virtue.

+++ Switching your business model over to #postponing is currently a no-brainer in the events and trade fair sector, too. The boss of a leading German trade fair company is boundlessly confident: “Our announcements about all trade fairs being postponed until further notice have met with extraordinary encouragement and positive feedback. Everyone is amazed at our courage! That’s given us a real boost!” According to unconfirmed reports from highly confidential sources, all trade fairs are going to be postponed by a year starting from 2021. This will reportedly save customers and visitors a huge amount of outlay. Shipping and travel, in particular by air, will be avoided, which will benefit the environment. What’s more, it is the right response to the collapse of the hotel and guest house sector.

+++ Postponing is also lifting the limits on creativity in the high-tech sector. Following the suspension of a hostile takeover of an arch-competitor, the major US shareholder and investment activist C. Beertap has found a happy ending: Board of Management and Supervisory Board members from both companies are to get to know each other from their home offices. The best solution is said to be online gaming. #Gaming is bringing a whole new dimension to #Postponing.

[Note from the editor: We accept no liability for the veracity of our content. The main thing is to finally share some good news.]

Inkish Instant Trailer.001

 

By Andreas Weber

 

Most of us are happy, that #drupa2020 seams to be rescued. By postponing to April 2021. But thats still one year ahead.

So how could business work in the meantime? 

Morten B. Reithoft, founder, CEO and Editor of INKISH.TV got a brillant idea! He created INKISH.INSTANT as a basis for a new way to succeed via state-of-the-art communication. Online + Social Media!

 


INKISH.INSTANT — A new offer by Morten B. Reitoft

Morten explanis: ”INKISH.INSTANT is a new service from INKISH enabling users to use film/video animations in your communication.

Regardless of travel bans, or just a need to get your communication to work instantly —this service will make it happen.

The Smartphones most of us have today are great. With your filming and our editing, we deliver a seamless great storytelling experience. We call it INKISH.INSTANT.”

To access INKISH.INSTANT is easy, convenient and effective. There is a freemium option to get startet. And there are some more cool options to benefit from a local and global network. 

Sounds good? Yes. It’s amazing!


INKISH.INSTANT — The trailer

 

 

 


 

INKISH.INSTANT — Brochure

 

This slideshow requires JavaScript.

 


CONTACT

 

Langebjergvænget 8A
DK-4000 Roskilde
Denmark
Tel: +45 60143036

Henrik Klem Lassen hkl@inkish.tv
+45 22 24 87 43

Morten B. Reitoft mre@inkish.tv
+45 60 14 30 36

Apartment No 2 A
Dew Drop Homes
Poomalliyoorkonam
Peroorkada Post
Thiruvananthapuram, Kerala
South India
Postal code : 695 005
Tel: +91 9526821301

K.S. Ashik
ksa@inkish.tv

Stratego Group
CD Milano Oltre – Palazzo Tintoretto
Via Cassanese 224
20090 Segrate (MI)
Italy
Tel: +39 02 49534500

Enrico Barboglio
eb@inkish.tv

Valentina Carnevali
vc@inkish.tv

Grafkom Nordic network AB
Centralvägen 11 D
194 76 Upplands Väsby
Sweden

Ulf Sunnberg
ulf@inkish.tv
+46 70-043 74 57

Anders Medbo
anders@inkish.tv
+46 70-6453271

 

 


 

 

 

 

 

 

 

 

Be more huma by Reebok

Photo: Reebok Shoes | Freak Show Be More Human.

By Andreas Weber

Appreciate. Again you hit the point, dear Morten B. Reitoft, when you tell us: ”Marketing People Sucks – Get NEW ones NOW!“

Given the fact that digital transformation is dramatically changing the way companies are run, there is no doubt that this will have an impact on marketing.

Another important aspect is that the print business mainly consists of marketing services. So if you don’t understand marketing, you don’t understand your customers and their business.

The blogger and marketing thought leader Mark Schaefer from the USA, author of the must-read book MARKETING REBELLION, recently noticed that hardly any marketing professionals are being sought. He sees the development of marketing automation driven by algorithms rolling inexorably on us.

Bildschirmfoto 2020-02-23 um 10.55.00.png

I myself asked a few years ago: Throw out the so-called marketing professionals! Especially those who still have old school thinking and see marketing as a permanent sales pitch. I rarely got so much encouragement, especially from print shop entrepreneurs. But also from their suppliers.

 


From my point of view, what has changed is that a new briefing has clearly arisen: the focus is no longer on brand experience, but on customer experience and benefits.


 

My advice then as now is: Use Smart Communication as a driver of corporate success. Let people with the best understanding of communication move to the front row.

Because the Brand Experience Principle no longer applies. Customer sensitivities and expectations can best be met with an individually-tailored Smart Communication architecture, which should be designed with a customer experience focus.

 


If the Smart Communication strategy, which is so successful for i. e. for Apple, is structured in a systemic way, adapted to your company, and precisely understood in detail, the essence of Smart Communication, you will be able to respond extremely quickly to individual customer needs. There is no other choice! ‘Communication first’ thus goes hand in hand with ‘Customer benefits first.’


At least

Think different! Put your current branding and customer experience strategies to the test and discuss your findings with others.

Rethink and critically assess the values of your company’s current communication approach and processes.

 


 

Morten Reitoft

Morten B. Reitoft, Founder and CEO of INKISH. Photo: Andreas Weber

 

By Andreas Weber

 


It is quite rare in the print industry to have constructive discussions on social media. Morten B. Reitoft shows that it can be done differently. His provocative POV on INKISH.News inspired by my current interview regarding the resignation of Dr. Ulrich Hermann, Chief Digital Officer at Heidelberger Druckmaschinen AG, sparked a global debate. And that’s exactly what we need. Bravo!

Some stats for the very first 24h shows the importance:

  • a couple of thousands of readers for the full stories
  • more than 10k viewers plus many hundreds of interactions in real-tme on LinkedIn
  • around three dozend qualified comments which will be the bases for further sories

Here are excerpts from the current discussion on LinkedIn.


 

You should read the latest INKISH.News post by Morten B. Reitoft. It’s very valuable. It’s about: What if Heidelberg went out of business?

Morten actually posted on LinkedIn: “When almost the entire board has stepped down, a new board will most likely have to take an in-depth look into the strategy, and a new board rarely decides to adopt the previous board’s strategy without alterations. So it is not just about implementation – it is about developing a strategy that can be implemented and show it’s strength.” And attached a Link to his full story.

 


Es wurde kein Alt-Text für dieses Bild angegeben.

Here is my comment. Pls. feel free to comment on your own.

 

Appreciate your POV, dear Morten. And hopefully its a real wake-up call 🙂

Some input from my side:

  1. The board was downsized with a view to the future, not replaced.
  2. The strategy is and has been approved by the Supervisory Board and its new chairman, a profound expert in corporate strategy, and is fully supported.
  3. The CEO and CFO must now implement the strategy, supported by a newly established executive committee with solid experience in business operations. The motto: execute!
  4. Subscription fully relates to offset printing. This is not about a new sales model, but about digital business model design options that help customers to focus on an improved go-to-market in partnership. Heidelberg takes on the risk and takes over the complete technology, supply and service management to increase the value and profit of the print shop — all based on IoT / Big Data, AI and automation.
  5. It is doubtful that subscription customers go bankrupt because business management is highly transparent and verifiable in real time. It could hardly be better.
  6. The target is of course to establish a new eco-system for print shops. That is why Heidelberg has purchased Crispy Mountain, puts its IT on cloud solutions and in the future relies on AI.
  7. You are right: Ink-Jet Printing is a main topic for the future. Heidelberg’s clear statement is that they generally rely on partnerships in digital printing. And Heidelberg has a lot of catching up to do here.
  8. I wouldn’t say that Heidelberg marketing is poor. Right now it’s different. Talk to the people at Heidelberg Digital Unit, headed by Sonja Mechling. They are amazing. But of course there is still a lot to do…
  9. At least: You are right, we need a new communication approach. Therefor it’s great to see how INKISH makes progress. Heidelberg and others could and should learn from.
  10. The real problem at Heidelberg is: Too high costs for factories in Wiesloch/Germany that are too large. This results in drastic measures that everyone wants to avoid. And this is associated with a cultural change, since you don’t have to stay a mechanical engineer but become a digital solution provider for print in the digital age.

PS: The market capitalization of Heidelberg went down (currently <200 m €). So the company is totally undervalued. — Sounds cynical, but could become a real scenario: Maybe HP or Xerox or even Koenig & Bauer or who ever will achieve Heidelberg (in the worst case to shut it down). Who knows?


 

A lot of others commented as well. This is great and exactly what we need to push things forward in the print industry!

 


 

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#ThinkPaper Digital Transition 11-2019.001

Photo: Nice Branding Agency, Nashiville, USA

By Andreas Weber, Head of Value  |  German Version

 

In the run-up to drupa 2020, the technology group Ricoh has raised an interesting question in the context of its inkjet printing activities: “How do experts rate the status of the ‘offset to digital transition’ happening in the production print arena? – Below my assessment. Comments welcome!

To be honest: I know Ricoh’s inkjet printing developments right from the start, and I was very impressed with Ricoh’s progress with its flagship product VC70000 at the Hunkeler Innovation Days 2019. My conversation with Ricoh Europe’s Business Innovation and Solutions Director Erwin Busselot showed that image quality and productivity has made a quantum leap and meets the most up-to-date requirements.

At the same time, aspects of the optimal utilization of such a high-end system by commercial printers were revealed; and whether there are currently and in the near future a sufficient number of PSP’s that have the necessary huge amounts of data easily available and then process them accordingly. Specially for variable data printing, which is far from mainstream in the classical production environment, but absolutely necessary to mark an effective unique position, respectively, to guarantee the profitability and future viability of the printing company.

Which brings us to the core issue, when we think about the offset-to-digital transition: A) Which printing technique is the future? And according to B): How are sustainably successful print productions of the next decades designed to successfully meet the requirements of the digital age?

Here are my assessments and comments:

A) Which printing technology process does the future belong to?

“Old World”

  • Offset printing as well as flexographic printing as a process are clearly specified, well-proven and, at the latest since drupa 2016 in the course of Industry 4.0 solutions through digitization and automation of all process steps capable of highly productive and effective editions of any kind. Autonomous Printing has brought the classic printing world the leadership in industrial on-demand printing for runs of 250 and less, as shown above all in Online Printing, but also in classic commercial printing.
  • Accordingly, the increase in productivity, measurable by the Overall Equipment Effectiveness OEE, has increased exponentially in classical printing. Several thousands of printers have already succeeded in evolving from production printing to industrial production. The increase in print volume in offset and flexo printing, which can now be achieved, exceeds the page volume of digitally printed print jobs by far.
  • This is made possible by standardization, scalability and automation in offset printing; This is accompanied by new business models that are based on Big Data / Industry 4.0 / Real-time Management a. s. o. As well as allowing new, highly innovative financing options such as subscriptions, in which technology is no longer bought, the printing company pays for its use – with a constant increase in OEE. 

 


Example of productivity growth through Autonomous Offset Printing at Elle Media Group, UK, via LinkedIn:

Some stats from November 2019 which will see another 7 million plus impressions month [by a single offset printing system]:

Year on year 22% sales growth ✅

2 mins 58 average makeready ✅

1.96m impressions in 167 hrs ✅

150k in 10 hrs ✅

10.8k average operating sheets per hr ✅

Source: Anthony Thirlby via LinkedIn 


 

“New world”

  • Digital printing is not a term that, like offset printing, characterizes a specific technology, but is an auxiliary term for a large number of different printing techniques, which are based on countless specific areas of applications. Accordingly, the development effort is enormously high, as well as the effort for commissioning, services, go-to-market, etc.
  • However, it is quite clear that inkjet printing has taken the lead in digital printing both qualitatively and effectively. In fact, the latest generation of inkjet printing systems created new applications (for example in packaging printing) and are replacing less offset printing systems than existing toner-based digital printing systems. Note: The digital revolution in print eats its children.
  • The fact is in most cases that the use of digital printing systems does not meet the requirement of industrial production; many installed systems are used virtually stand-alone, with their own proprietary digital front-ends and specific processes.
  • To make matters worse: The vision of success in digital printing is based on wrong assumptions and has a long tradition! Most notably, in spring 2004, market research agency CAP Ventures (later acquired by InfoTrends) publicly announced at the On Demand Congress in New York City that in the near future, one-third of the worldwide offset page volume could be substituted by digital printing in black and white and color. A fatal mistake! Until drupa 2016, it was significantly less than 5 percent of the world’s print volumes that were printed digitally. As a result, a lot of money was wasted and unnecessary effort generated.

Conclusion: Digitization has captured all print technologies in equal measure. “Classic” printing processes have long gone through the digital transition and today, as in the next 10 years, they are indispensable in order to manufacture the majority of printed products around the world in the required huge quantities in a customer-oriented manner.

However, digital printing can gain ground through industrially usable inkjet printing technologies. Provided inkjet printing becomes part of the Industry 4.0 evolution of industrial printers, who are dedicated to the world of Autonomous Printing and are able to operate all printing techniques that are useful to them in terms of collaboration and coherence.

 

Exciting: In the agency scene, as with the example of the Nice Branding Agency, people actively engage with print. But less from a technology perspective, but from the benefit perspective.


 

B): How are sustainably successful print productions of the next decades designed to successfully meet the demands of the digital age?

Technology on its own cannot guarantee the success, but the benefit for the communication of the clients of print productions. In order to increase the benefits, the strengths of print must be exhausted and presented in the best possible way.

At the same time, print benefits from convergence. In terms of digital printing applications, variable data is the measure of all things when it can be used wisely for contemporary multichannel communication scenarios. This also makes a clear differentiator to offset and flexo printing applications visible.

By the way: In Germany, the “CREATURA” initiative of the f:mp Fachverband Medienproduktion has created a standard work in book form that scientifically demonstrates what print in the digital age can do and how quality printed matter works (see my review on “The Power of Print”).

On the other hand, the expert network #Think!Paper has compiled a collection of information through short analyzes of some of the world’s leading experts, which can be viewed in the ValueBlog. (See: #ValueCheck: Print has a future! But the industry is facing a radical renewal!).

It turns out that the term “print” contains all the key terms that represent the value system and the benefits of print:

P = Personal

R = Relevant

I =  Iconic

N = Never-ending

T = Trustful

There’s nothing more you can say or know. Right?

 

ThinkPaper Wortbild PRINT

 


 

About

As a knowledge worker and advisor, Andreas Weber accompanies communication with the media — characterized by a preference for print innovations in the digital age.

To date, he has realized more than 550 innovation / transformation projects, held various teaching assignments (including the School of Visual Arts / NYC, University of Liechtenstein, RheinMain University of Applied Sciences) and held lectures in more than 30 countries.

His blog valuetrendradar.com (ISSN certified) inspires decision makers from more than 160 countries. Since the summer of 2019, his new blog “#HotspotSubscription – The Renewal of Print” has received worldwide attention from innovation experts.

https://valuetrendradar.com
https://hotspot-subscription.blog

Andreas-Weber-Selfie-mit-Studie-3268318096-1562660214122

 


 

#ThinkPaper Digital Transition 11-2019.001

Foto: Nice Branding Agency

 

Von Andreas Weber, Head of Value  | English Version

 

Im Vorfeld der drupa 2020 hat der Technologie-Konzern Ricoh im Rahmen seiner Inkjet-Printing-Aktivitäten eine interessante Fragestellung aufgeworfen: „Wie schätzen Experten den Stand bei der ‚Offset to digital transition‘ im professionellen Print ein?“ — Nachfolgend meine Einschätzung. Kommentare willkommen!

Vorweg: Ich kenne Ricoh’s Inkjet-Printing-Entwicklungen von Anfang an und war bei den Hunkeler Innovation Days 2019 sehr beeindruckt von Ricoh’s Fortschritten durch das Flaggschiff-Produkt VC70000. Meine Konversation mit Ricoh Europe’s Business Innovations and Solutions Director Erwin Busselot ergab, dass die Image Quality und Productivity quasi einen Quantensprung vollzogen hat und modernsten Anforderungen entspricht.

Zugleich ergab sich der Aspekte der optimalen Auslastung eines solchen High-End-Systems durch ‚Commercial Printers‘; und ob es derzeit und in naher Zukunft eine ausreichende Anzahl an PSP’s gibt, die über die erforderlichen riesigen Datenmengen problemlos verfügen und diese dann entsprechend verarbeiten können. Und das v. a. für den variablen Datendruck, der im klassischen Produktionsumfeld noch längst nicht Mainstream ist, aber absolut notwendig wird, um eine wirkungsvolle Alleinstellung zu markieren, respektive die Profitabilität und Zukunftsfähigkeit der Druckerei zu garantieren. 

Womit wir beim Kernthema angelangt sind, wenn wir uns Gedanken über die Offset-to-Digital-Transition machen: A) Welchem Drucktechnik-Verfahren gehört die Zukunft? Und entsprechend B): Wie gestalten sich nachhaltig erfolgreiche Print-Produktionen der nächsten Jahrzehnte, um die Anforderungen im Digitalzeitalter erfolgreich zu meistern?

Hier meine Einschätzungen und Anmerkungen:

A) Welchem Drucktechnik-Verfahren gehört die Zukunft?

„Alte Welt“

  • Offsetdruck wie auch Flexodruck als Verfahren sind klar spezifiziert, bestens erprobt und spätestens seit der drupa 2016 im Zuge von Industry 4.0-Lösungen durch Digitalisierung und Automatisierung sämtlicher Prozessschritte in der Lage, Auflagen jeder Art höchst produktiv und Effektiv zu gestalten. Autonomes Drucken hat hier der klassischen Druckwelt die Führung im industriellen On-Demand-Druck auch für Auflagen von 250 und weniger gebracht, wie sich vor allem im Online Printing, aber auch im klassischen Commercial Printing zeigt.
  • Durch die On-Demand-Befähigung bei kleinen Offsetdruck-Auflagen sind auch Versionierungen möglich und rechnen sich für Druckereien und deren Kunden.
  • Entsprechend ist der Produktivitätszuwachs, messbar durch die Overall Equipment Effectiveness OEE, im klassischen Druck exponential gestiegen. Einige Tausende Druckereien ist es bereits gelungen, sich vom Production Printing zur industriellen Produktionsweise weiterzuentwickeln. Allein der Zuwachs beim Printvolume im Offset- und Flexodruck, der nunmehr erzielt werden kann, übersteigt in Summe das Seitenvolumen der digital gedruckten Printjobs bei weitem.
  • Möglich wird dies durch Standardisierung, Skalierbarkeit und Automatisierung v.a. im Offsetdruck; damit einher gehen neue Geschäftsmodelle, die sich an Big Data/Industry 4.0/Realtime-Management u. a. m. orientieren sowie neue, hochinnovative Finanzierungsmöglichkeiten wie Subskription erlauben, bei denen nicht mehr Technik gekauft wird, sondern der Druckereiunternehmer für die Nutzung bezahlt — bei konstanter Steigerung der OEE.

 


Beispiel des Produktivitätszuwachs durch Autonomes Drucken im Offsetdruck bei Elle Media Group, UK.

Some stats from November 2019 which will see another 7 million plus impressions month [by a single offset printing system]:

Year on year 22% sales growth ✅
2 mins 58 average makeready ✅
1.96m impressions in 167 hrs ✅
150k in 10 hrs ✅
10.8k average operating sheets per hr ✅

Quelle: Anthony Thirlby via LinkedIn


 

„Neue Welt“

  • Der Digitaldruck ist kein Begriff, der wie Offsetdruck eine spezifische Verfahrenstechnik kennzeichnet, sondern ist ein Hilfsbegriff für eine Vielzahl verschiedenster Drucktechniken, die sich an unzähligen spezifischen Anwendungsbereichen orientieren. Entsprechend ist der Entwicklungsaufwand enorm hoch, ebenso wie der Aufwand für die Inbetriebnahme, Services, Go-to-Market etc.
  • Ganz klar ist aber: Inkjet-Printing hat im Digitaldruck qualitativ wie auch effektiv die Führung übernommen. Derzeit werden durch Inkjet-Printing-Systeme der neuesten Generation aber neue Anwendungen möglich (z.B. im Verpackungsdruck) und weniger Offsetdruck-Systeme abgelöst als bestehende Tonerdruck-basierte Digitaldrucksysteme. Sprich: Die digitale Revolution im Druck frisst ihre Kinder.
  • Tatsache ist aber auch: Die überwiegende im Markt praktizierte Nutzung von Digitaldruck-Systemen erfüllt nicht die Anforderung einer industriellen Produktion; viele installierte Systeme werden quasi Stand-alone eingesetzt, mit eigenen, proprietären Digital Frontends und spezifischen Prozessen und erreichen einen unterdurchschnittlichen OEE.
  • Erschwerend kommt hinzu: Vieles im sog. Digitaldruck basiert auf falschen Annahmen. Am gravierendsten: im Frühjahr 2004 hatte die Marktforschungsagentur CAP Ventures (später durch InfoTrends übernommen) auf dem On Demand-Congress in New York City publikumswirksam prognostiziert, in naher Zukunft könne ein Drittel der weltweiten Offsetdruck-Seitenvolumen durch Digitaldruck in Schwarzweiss und Farbe substituiert werden. Ein fataler Irrtum! Bis zur drupa 2016 waren es deutlich weniger als 5 Prozent der weltweiten Druckvolumina, die digital gedruckt wurden. Dadurch wurde viel Geld verschwendet und unnötig Aufwand erzeugt.

Fazit: Die Digitalisierung hat gleichermaßen alle Print-Technologien erfasst.

„Klassische“ Druckverfahren haben längst die ‚Digital Transition‘ durchlaufen und sind heute wie auch in den nächsten 10 Jahren unabdingbar, um den Grossteil der Druckprodukte rund um den Globus in den geforderten riesigen Mengen kundengerecht herzustellen.

Digitaldruck kann aber durch industriell nutzbare Inkjet-Druck-Technologien an Boden gewinnen. Vorausgesetzt, Inkjet-Printing wird Teil der Industry 4.0-Evolution bei industriell ausgerichteten Druckereien, die die Klaviatur des Autonomen Druckers beherrschen und souverän alle für sie nützlichen Drucktechniken vernetzt und im Sinne der Kollaboration und Kohärenz einsetzen.

 


Spannend: In der Agenturszene setzt man sich, wie hier am Beispiel Nice Branding Agency, aktiv mit Print auseinander. Aber weniger aus Technik-Sicht, sondern aus der Nutzen-Perspektive.

 


 

B): Wie gestalten sich nachhaltig erfolgreiche Print-Produktionen der nächsten Jahrzehnte, um die Anforderungen im Digitalzeitalter erfolgreich zu meistern?

Den Takt gibt nicht das technisch Machbare vor, sondern der Nutzen für die Kommunikation der Auftraggeber von Print-Produktionen. Um den Nutzen zu erhöhen, müssen die Stärken von Print ausgeschöpft und bestens dargestellt sein.

Zugleich profitiert Print durch die Konvergenz. Bezogen auf Digitaldruck-Anwendungen sind variable Daten das Maß aller Dinge, wenn sie klug für zeitgemäße Multichannel-Kommunikations-Szenarien genutzt werden können. Damit ist auch ein klares Unterscheidungsmerkmal zu Offset- und Flexodruck-Anwendungen sichtbar.

Übrigens: In Deutschland wurde durch die Initiative „Creatura“ des f:mp Fachverband Medienproduktion ein Standardwerk in Buchform geschaffen, dass wissenschaftlich fundiert aufzeigt, was Print im Digitalzeitalter leisten kann und wie Qualitäts-Drucksachen wirken (siehe meine Besprechung zu „The Power of Print“).

Zum anderen hat das Expertennetzwerk #Think!Paper durch Kurzanalysen weltweit führender Experten eine Informationssammlung zusammengestellt, die im ValueBlog einsehbar ist. (Siehe: #ValueCheck: Print has a future! But the industry is facing a radical renewal! https://valuetrendradar.com/2019/07/24/valuecheck-print-has-a-future-but-the-industry-is-facing-a-radical-renewal/ ).

Es zeigt sich, dass im Wortbild „Print“ alle Schlüsselbegriffe stecken, die das Wertesystem und den Nutzen von Print darstellen:

P = Personal

R = Relevant

I = Iconic

N = Never-Ending

T = Trustful

Mehr bracht man nicht zu sagen oder wissen. Richtig?

 

ThinkPaper Wortbild PRINT

 


 

Zum Autor

Andreas Weber  begleitet als Wissensarbeiter/Advisor die Kommunikation mit Medien — geprägt durch eine Vorliebe für Print-Innovationen im Digitalzeitalter.

Bis dato hat er über 550 Innovations-/Transformations-Projekten realisiert, diverse Lehraufträge wahrgenommen (u.a an der School of Visual Arts/NYC, Hochschule Liechtenstein, Hochschule RheinMain) und Vorträge in über 30 Ländern gehalten.

Sein Blog valuetrendradar.com (ISSN-zertifiziert) inspiriert Entscheider aus mehr als 160 Ländern. Seit Sommer 2019 findet auch sein neuer Blog „#HotspotSubscription — The Renewal of Print“ bei Innovationsexperten weltweit Beachtung.

https://valuetrendradar.com
https://hotspot-subscription.blog

 

Andreas Weber Selfie mit Studie

Exzellent in Aufmachung und Inhalt: Andreas Weber präsentiert sein persönliches Expemplar (Nummer 168) der The-Power-of-Print-Metaanalyse. Foto: Andreas Weber