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Extensive IT audit at the ASSMANN Group

By means of the IT audit carried out, we supported the ASSMANN Group in precisely analyzing and evaluating the future viability of its IT landscape.

Customer: ASSMANN Group

The company was founded in 1969 by Dieter Assmann and is currently managed by the second generation. In the meantime, ASSMANN has developed into an internationally active manufacturer of high-quality products for data network technology and network infrastructure.

The approximately 250 employees at 11 offices worldwide ensure success in the company’s divisions: Network Technology, Network and Installation Cables, Network and Server Cabinets, Computer Cables, Computer Components and Video Solutions. A major, strategic goal of the ASSMANN Group is to develop solutions for connected life and to inspire with innovative products.

Initial situation and project approach

As part of a continuous review of its future viability, ASSMANN wanted to have the existing IT landscape analyzed and evaluated by an external party. For this reason, we were commissioned to perform an IT audit. The focus here was in particular on the analysis of the future viability of IT, as well as a strategic recommendation derived from this with regard to the future direction of IT.

The project approach can essentially be described in four steps:

  1. At the start of the IT audit, we provided a list of questions tailored to ASSMANN’s individual needs for the initial assessment of the current situation. In addition, dedicated requests were made for further documents and research was conducted on the company and the industry. During the first phase, but also within the following phases, the continuous and smooth exchange with ASSMANN enabled fast feedback cycles and an efficient execution of the audit.
  2. The next step was a visit to the headquarters in Lüdenscheid, which was aimed at answering the remaining questions and completing the overall picture through a personal exchange with the management and the local IT team, as well as gaining a direct impression of the processes lived on site.
  3. The data collected in the process was then discussed and evaluated internally, with a particular focus on checking that the IT landscape was up to date and fit for the future. In this context, an active comparison with innovative solutions in the field of logistics optimization or process mining was also carried out and examined for applicability. In addition, the selection of infrastructure and IT systems was also reviewed.
  4. The last part of the project assignment included the preparation and visualization of the results for the presentation of the findings at management level. The final presentation of the analysis and the strategic recommendations for action thus marked the successful conclusion of the project.

The performance of the IT audit by digatus provided ASSMANN with a sound assessment of future viability, confirmation of many decisions already made, a practical strategy recommendation, and an implementation plan for structures, processes, and systems individually tailored to ASSMANN.

Phil Penninger
Managing Director Operations, ASSMANN Group


The core aspects of the IT audit included the analysis of the current situation and its evaluation, a market comparison, and the creation of a roadmap consisting of a strategy recommendation with an outlook for the next 3 years.

The IT audit of the ASSMANN Group consisted of the following areas of analysis:

  • IT organization
  • IT infrastructure
  • IT workplace
  • IT security and compliance
  • Business-related IT & applications
  • IT License & Supplier Management
  • Innovation radar

The goal of the analysis was to record the current state of the existing IT landscape as well as the IT strategy and business requirements being pursued today.

Market comparison
Based on the analysis performed, the future readiness of the individual analysis fields was worked out in a market comparison (“Future Readiness Check”). The assessment primarily highlighted identified risks and dependencies in the existing IT landscape. At the same time, the IT solutions used were evaluated against the background of the paradigms and products prevailing in the market.

The second part of the market comparison was an innovation radar to identify possible innovation potential within the industry. Possible initiatives were evaluated in terms of their feasibility and “strategic fit” for ASSMANN.

As a final part of the market comparison, a cost benchmark was performed. The cost break-down of operational IT created in the analysis and the identification of the largest cost drivers served as the basis for this. The current situation was therefore compared with benchmarks (e.g., costs per IT workplace).

Derived from the analysis and the market comparison, the most important goals and requirements were summarized in a roadmap. This consisted firstly of a summary of the recommendations for action and recommended future initiatives. Secondly, it presented an exemplary timeline for implementing and prioritizing the recommendations for action.
The roadmap aimed to provide a strategic outlook for ASSMANN as well as to highlight possible ( hands-on) initiatives. The recommendations for action contained therein were fundamentally focused on exploiting opportunities, minimizing risks, and finding the most cost-effective solution.

Adrian Liepert
He has several years of consulting and transaction experience and supports the buy&build and growth strategy of the digatus Group as M&A Manager. Adrian Liepert is a graduate of the Mergers & Acquisitions (LL.M.) program at the Frankfurt School of Finance & Management and is completing the Durham-EBS Executive MBA in parallel to his work at digatus.


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