Digitalization at the Kläger Group – A Conversation with Thorsten Speck

With his many years of experience and deep understanding of digitalization, data strategies, and AI, Thorsten Speck supports the corporate group on its path toward a digital future. In this interview, he talks about current projects and the opportunities that digitalization and AI offer for the Kläger Group.

YOU HAVE BEEN WITH THE KLÄGER GROUP SINCE AUGUST. WHAT WILL BE YOUR MAIN RESPONSIBILITY?

After many years in large corporate structures, I deliberately decided to move into a mid-sized business environment. The German Mittelstand is a key economic driver but faces the challenge of making effective use of digitalization and AI. With my start at the Kläger Group, this is exactly where I focus – driving the integration of digital and AI-supported ways of working.

I bring broad expertise in AI, data governance, and digital transformation. My task is to build the group’s digital strategy: from the foundations and the development of digital capabilities to implementing a roadmap aligned with the group’s goals.

The Kläger Group is economically strong, innovative, and close to its customers – these are ideal conditions. However, what often happens in many mid-sized companies is that digitalization gets pushed into the background. The management team recognized this gap, and now we are working together to catch up.

HOW DIGITAL IS THE KLÄGER GROUP TODAY?

There have already been investments – particularly in modern workplaces, business applications, and cyber security. What has been missing, however, is an overarching digital strategy.

Across the various companies, there are very modern applications, but they were each introduced only to solve a specific requirement. As a result, our application landscape is quite heterogeneous. We have the tools, but we do not use them consistently or strategically.

The group is also structured very differently – from the digital start-up terahash to the more traditionally operating Kläger GmbH. The challenge is to bring these different speeds of development into a shared digital strategy.

IN WHICH DIRECTION DOES THE KLÄGER GROUP WANT TO DEVELOP?

One key focus is data democratization and the use of AI. All employees should be able to access the data relevant to them easily and securely. At the same time, we want to digitize our processes end-to-end – from order entry to shipping. The introduction of a new ERP system is currently laying the foundation for this.

In the medium term, we aim to become a data-driven company in which decisions are made based on facts and with long-term sustainability in mind.

“Our digital future emerges where we act boldly: with AI, a clear strategy, and the ambition to sustainably renew and further develop the Kläger Group.”
Thorsten Speck, Head of IT & Digital Transformation

HOW IS THE KLÄGER GROUP APPROACHING DIGITALIZATION IN PRACTICE?

The group is launching its digital transformation with a clear structure. First, we are creating transparency about all ongoing projects and about which data and processes exist where and in what quality. Based on this, we are introducing a simple project portfolio management approach suitable for mid-sized companies to help us set priorities and steer digitalization in a targeted way.

Another important step is the Digital Maturity Assessment, which we use to evaluate the digital maturity of each company. This allows us to identify how far processes have already been digitized, where risks exist, and which digital capabilities are present within the teams. The results form the basis for a well-founded roadmap.

A key project is the introduction of a new ERP system at Kläger and Kläger SPC, enabling end-to-end processes and creating a reliable data foundation. Overall, we are developing the Kläger Group into a data-driven organization in which data is easily accessible and usable for all employees.

WHAT POTENTIAL DOES DIGITALIZATION OFFER FOR MID-SIZED COMPANIES LIKE THE KLÄGER GROUP?

Very significant potential – across the entire value chain, efficiency improvements of 10–20% within the next three years are realistic. Through the targeted use of AI, a mid-sized company can also differentiate itself more strongly in competition than ever before. Unfortunately, AI is often underestimated in Germany. Many people talk about it, but few know how to start using it in practice.

DIGITALIZATION MEANS CHANGE. HOW ARE EMPLOYEES BEING TAKEN ALONG ON THIS JOURNEY?

Successful digitalization is primarily a change process – not a technology project. The key factor is supporting employees, and in a way that has far less to do with tools and systems than is often assumed. Especially in mid-sized companies, the close connection to people and their individual challenges is essential. The values lived within the Kläger Group play a central role here and must remain visible in the digital transformation as well.

Instead of rigid methods, we therefore focus on real conversations, personal understanding, and shared learning. The good news is that the willingness to change already exists. Many employees acquire new knowledge in their private lives. We build on this intrinsic motivation and support it in a targeted way – allowing digitalization to grow naturally.

WHAT WILL BE THE NEXT MAJOR MILESTONES?

1. Completion of the digital maturity assessment.
2. Development of a clear digital vision for the next three to five years.
3. Implementation of scalable, future-proof systems – including AI.

WHAT ROLE WILL ARTIFICIAL INTELLIGENCE PLAY AT THE KLÄGER GROUP?

Artificial intelligence will be a central building block of the digital transformation at the Kläger Group. We are deliberately taking a structured approach: first building competencies and clarifying how AI works and where it can be used effectively. At the same time, we analyze which data is required and what quality it has – because only then viable use cases can be developed.

For each company within the group, we identify at least one scalable use case that sustainably improves processes.

Another important aspect is the further development of existing workflows: processes are specifically adapted so that AI can be integrated efficiently. By establishing a competence team, we ensure that knowledge about AI spreads throughout the entire workforce and becomes integrated into everyday work over the long term.

In the long run, AI should not only support operational tasks but also act as an advisor for managers. The ability to use AI correctly and integrate it effectively into processes will therefore become a key competence for all employees.

“We are very pleased that we were able to recruit Thorsten Speck for our company. In the future, he will not only play a key role in shaping the digital transformation but will also take over the leadership of our IT department. With his expertise and his strategic perspective on digital processes, he will provide important impulses for the further development of our organization.

As a management team, we have clearly declared digitalization and process optimization as top priorities for our corporate goals. We do not see IT and digitalization as cost factors, but as enablers – making sustainable growth and efficient processes possible.

This creates a strong connection between strategic direction, technological implementation, and future-ready processes. With this strategy and our clear measures and objectives, we aim to take on a pioneering and leading role as a family-owned mid-sized company.”

Kristian Kläger, CEO Kläger Group