Hello Andreas,

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You have achieved an impressive development so far. Could you tell us which stages and events led you to start supporting companies with ordama Consulting?

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Were there any particular milestones along the way?

Actually, it all began right after high school, when I considered doing an apprenticeship as
an automotive mechanic to lay the groundwork for studying mechanical engineering.
The technology fascinated me so much that I stayed in this profession for the time being and, naturally, earned my master’s certificate in the automotive field.

By that point, university studies were no longer an option for me.

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Subsequently, I went through several stages before joining a company operating in the independent automotive spare parts market. I started there in product management.

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At that time, typical for the early 1990s, most work was still done on paper. Filing cabinets and
long searches for information shaped daily business.
When the first PCs arrived in the offices, I promoted the use of databases and DTP systems
(desktop publishing) within product management.
 

It was not immediately clear that this would lead to a fundamentally new working environment in our field. The technical developments of that era gained increasing momentum and swept us along.

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In a very short time, we had to — or were allowed to — deal with innovative systems and areas that became real milestones in data management, such as:

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• Product databases

• Automatically generated print catalogs

• Electronic catalogs

• PIM systems                 (Product-Information-Management)

• DAM systems                (Digital-Asset-Management)

• TMS                              (Translation-Memory-System)

• E-commerce

• AI systems
   

Amid the hype around these new technologies, one aspect has quietly moved into the spotlight, which is still often referred to today as the “unloved child”: the quality of the data stored in our systems.
If data quality was too low, it could not contribute optimally to the company’s value creation, even though the systems used would have allowed it.

For me, the credo of data quality became clear early on:

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“Shit in -> Shit out”

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Could you explain the relevance of this credo in more detail and why it is even more important today than ever before?

Over time, both the market and many companies recognized a direct correlation between data quality, systems, optimal data transfer on one hand, and economic success on the other.

Simply put:

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Good data – good products – market success

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Consequently, both companies and their customers developed a strong demand for high-quality data.
This could only be achieved by establishing a clearly defined “Single Point of Truth” within the company, combined with strategic reporting.

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All of this requires special organization. How do you get everything on the right track?

The organization of data, teams, and processes is, of course, a decisive factor alongside technology, which must then be extended by the “human factor”.
Technical systems do not function “stand-alone.” They must be anchored in organizations alongside processes, workflows, other company departments, and the people working there.
In my previous role, I built up data management with 75 employees from different departments and countries and established it as the central data area in the company. Organizationally, this was extremely demanding, and it enabled me to optimize my knowledge in organizational management.

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Resistance can arise at any point in the change process if something is implemented without considering existing structures or creating an understanding that it provides benefits for people and, above all, the company. This “friction” can halt progress and even lead to long-term failure. This is why I believe the
“human factor” is, a decisive regulator at all levels of hierarchy.

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Somehow, I feel that you have already answered my next question.

What does the name “ordama” signify? Does the word have a special meaning?

Certainly, because at “ordama,” everything has an explanation:

                           

              or          Organization

da          Data

              ma         Management

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The term “ordama” thus summarizes the core areas of my work in a single word and makes them visible. Every intervention in data management automatically also has an impact on a company’s organization.

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Finally, why is the landmark with viewing platforms called Tetraeder
so prominent here?

For someone like me, who grew up in the Ruhr area and witnessed the era of mines and steel industries firsthand, the spoil heaps hold a special place in my heart. They represent the changes that took place beneath and above the surface of the region. Below are the strictly structured shafts and foundations, while above are the roughly structured spoil heaps containing the “dead” rock from the mines.
And precisely on such a disordered pile of stones, representing the old Ruhr area, a strictly structured geometric body has emerged, symbolizing the new arising from the old.
It is possible — and indeed necessary — to create an effectively usable structure from a disordered base, providing entirely new opportunities for the future.
This perfectly reflects my work with data and organizations. The Tetraeder on the spoil heap represents this connection perfectly.

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Thank you for the fascinating insights into the unique world of data and your own development within it. Although data may seem like a rather dry topic, your varied explanations have not only informed me, but also entertained me. From now on, I will certainly view all kinds of data from a completely different perspective.
I am sure that, through your discussions on these topics, you will convince anyone of the economic relevance of data management.

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I wish you continued success and,

above all,

that you never lose your fascination with data!