How Andritz Aligned Four Divisions on One Digital Roadmap
Andritz ran many digital projects but lacked a single vision. In six months we helped map the current state, align four divisions and create a group-wide roadmap. A steering committee now guides delivery and every initiative follows clear priorities.
The Challenge
Andritz, an Austrian-based machinery and plant engineering group headquartered in Graz, has been a technological leader since its founding in 1852. Operating in four main business areas—Pulp & Paper, Metals, Hydro, and Energy & Environment— Andritz employs over 29,700 people worldwide and is listed on the Vienna Stock Exchange. Despite its strong heritage and global presence, the company recognized a growing need to step up its digital transformation. Rapid technology shifts and increasing competition pointed to the importance of having a clearer, more pragmatic digital strategy—one that supports day-to-day business goals while advancing Andritz’s sustainability objectives.
A key challenge was consolidating the many digital initiatives happening in different divisions under a single vision. Over the past five years, Andritz had launched a variety of projects—from AI-driven data analytics to modular automation solutions—yet there was no unified roadmap for the next stage of digital development. As illustrated in Figure 1, companies can define a digital strategy in multiple ways. Andritz aimed to adopt an approach where the digital strategy is firmly connected to its corporate strategy, ensuring that innovation efforts remain relevant and practical for each division.
Our Approach
Building a foundation for transformation: the approach
To lay the groundwork for a robust digital vision, Andritz partnered with Seconds (formerly BMI Lab), using a structured methodology that draws on Seconds' strategy framework and proven innovation practices. The collaboration began in early 2023 with a “analysis” phase. This assessment gave Andritz a clearer picture of where it stood, helping shape a set of strategic goals and guiding principles.
In the next phase, the project team held interviews with stakeholders from all four business areas. These conversations were essential for uncovering the specific needs within each division, from streamlined operational processes.
Crafting the strategy: aligning vision, mission, and guiding principles
Subsequently, a dedicated strategy was developed to translate these findings into concrete directives. Drawing on market insights and best practices, participants discussed digital technologies such as AI, IoT, and digital twins—pinpointing where these tools could bring the most value. The workshop also served to align everyone around a unifying digital vision, which was detailed alongside guiding principles.
As shown in Figure 2, the house of digital strategy’s approach ensures that a shared vision and mission guide each division’s specific fields of action, business models, and roadmaps. While there are distinct objectives for every division, Andritz wanted these roadmaps to remain complementary and consistent at the group level (see Figure 2).
Following the workshop, the project entered a consolidation phase. The outcome was a clear set of strategic goals for Andritz and division-specific measures that align with those goals. Each division’s roadmap included near-term and mid-term objectives, with enough detail to guide action without stifling flexibility.
Project Lead
Embedding Digital Initiatives: From Strategy to Action
The final phase, often most challenging, focused on making sure this new strategy did not remain a static plan. In the project, Andritz set up governance structures and consistent review processes—steps crucial for turning a high-level vision into practical results. A central steering committee, spanning both group and divisional leadership, now oversees how well the roadmap is being implemented. The team also introduced annual strategy reviews, ensuring that emerging technologies or shifts in market conditions are integrated promptly.
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Impact
The outcome of this effort is a cohesive, forward-looking digital strategy for Andritz and its business areas.
Moreover, Andritz is able to make strategic prioritizations along the newly defined digital roadmap. Instead of competing for resources, divisions can coordinate projects based on clear criteria (see Figure 3).
Prof. Dr. Christoph Wecht
Key Learnings
Organizational Embeddingand Stakeholder Inclusion
Andritz’s strategy process underscores the importance of thoroughly embedding a strategy into the company’s structure. Leadership support was critical from the outset, and broad stakeholder engagement ensured that each division’s voice was heard. Detailed interviews with managers and experts across departments allowed for a nuanced strategy that resonates on both group and operational levels.
Regular reviews and updates stand out as another crucial success factor. Digital technologies evolve quickly, so static plans can quickly lose relevance. Andritz has already committed to periodic check-ins, where progress is measured against pre-defined KPIs and adjustments are made as necessary. This approach keeps the strategy current and ensures that new market opportunities—or emerging threats—are swiftly integrated.
Driving Innovation with Purpose
Partnering with Seconds (formerly BMI Lab) supported Andritz with a structured yet flexible approach to strategy development. By harmonizing diverse initiatives under a single vision and methodically involving all relevant stakeholders, the company ensured that the resulting roadmap is both feasible and impactful. The strategic framework (see Figure 2) offerd a systematic way to identify new growth opportunities, validate assumptions, and nurture a culture of innovation throughout the organization.
Most importantly, the new digital strategy aligns with Andritz’s broader sustainability goals. By targeting resource efficiency, predictive maintenance, and advanced data analytics, the company can deliver tangible environmental benefits while also reducing operating costs and strengthening customer relationships.
Delivering Lasting Value Through a Unified Vision
Andritz’s journey toward a more focused digital strategy illustrates that even long-standing industrial players can adapt and modernize when they combine a clear vision with broad stakeholder engagement. As highlighted in Figure 3, the company now benefits from a shared framework, division-specific action plans, and well-defined processes to monitor progress.
By following a structured, iterative approach, Andritz is forging a path for ongoing innovation while embracing digital technologies that can drive operational excellence and sustainable growth.
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