The ERP Industry in Transition and New Operating Models with AI Agents

08.04.2026
News Study Program

Guido von Rohr supports companies with an organization mindset that brings people, processes, and technology into harmony.

Those who aren’t afraid of change can shape it: In this interview, Guido von Rohr discusses how he supports companies and how they can achieve new stability through flexibility, AI, and lean methods. His philosophy: to combine people, technology, and culture in a way that fosters genuine growth.

“Those who want to actively shape the future should not rely on rigid stability in processes, but rather develop organizational adaptability, much like water,” says Guido von Rohr. He is the head of the IT Project Management Office (PMO) for the City of Rosenheim and supports companies in Bavaria, Tyrol, and throughout the German-speaking world in sustainably increasing their value contribution. He is also a graduate of the part-time master’s program in ERP Systems & Business Process Management and a lecturer at the University of Applied Sciences Kufstein Tyrol.

In addition, as a consultant, he introduces companies to the latest methods through the Lean Lab. His mission is to bring organizations, people, and digital technologies together in a way that fosters modern work practices, effective collaboration, and genuine growth - always with a focus on trust, ethics, and sustainable value creation.

In this interview, Guido von Rohr discusses the risks and opportunities he sees in today’s rapidly changing landscape and how he provides practical guidance to companies to foster a harmonious blend of people, processes, and technology - offering fascinating insights for anyone who wants to actively shape the digital future.

HOW ARE NEW TECHNOLOGIES AND METHODS CURRENTLY CHANGING ORGANIZATIONAL STRUCTURES AND WORKING PRACTICES?

Guido von Rohr: We can indeed speak of a new business model, because the fundamentals of the workplace are changing. In the past, the traditional organizational structure with clear hierarchies dominated - tasks and decisions flowed from the top down. Employees acted according to guidelines, and departments were strictly separated. With new technologies, this perspective is shifting: companies are increasingly aligning themselves with customer needs, both internally and externally. Processes are no longer determined solely by hierarchy but are designed with workflow, efficiency, and results in mind.

A key aspect of this transformation is process modeling. It allows work to be viewed from the perspective of the process itself, rather than solely from the position of employees within the organizational chart. This means that tasks can be optimized along value chains, enabling companies to respond more flexibly. At the same time, the introduction of artificial intelligence (AI) opens up entirely new possibilities: AI is not only used in specialized software solutions but is increasingly being integrated into everyday business operations. This enables routine tasks to be automated and technological innovations to be harnessed for commercial use.

WHAT IMPACT DOES THE USE OF ARTIFICIAL INTELLIGENCE HAVE ON EMPLOYEES' WORK AND CORPORATE CULTURE?

von Rohr: Automation driven by AI creates a tension between humans and machines. AI agents are taking over routine tasks that were previously handled by employees. At the same time, they are influencing the software landscape itself: low-code and no-code platforms, which simplify programming, are being further automated by AI agents. This can be disruptive even for established software companies, as traditional roles and tasks are suddenly being called into question - a sort of midlife crisis for the organization.

For companies, this means they must foster a trusting partnership between people and machines. It is not enough simply to introduce new technologies; employees must understand how to use AI effectively to meet their own needs. This requires not only technical knowledge but also an adjustment to the corporate culture - a key factor in integrating new technologies with confidence rather than fear.

MANY COMPANIES HAVE ALREADY DIGITALIZED THEIR STRUCTURES - BUT HOW WILL THE NEXT WAVE OF ARTIFICIAL INTELLIGENCE AFFECT THEIR ABILITY TO ADAPT?

von Rohr: Digitalization was the first step toward change - many companies have already implemented software, digital processes, and data management. Nevertheless, there are companies that are not yet ready to take the next step. Stability and reliable processes have provided them with a sense of security in an economically uncertain environment.

However, this sense of security had a side effect: it hindered adaptability. Companies that have relied too heavily on tried-and-true processes are now particularly vulnerable in an environment that is changing at breakneck speed. AI is bringing a new wave of change - it’s not optional; it’s happening. The pace of change is accelerating, and companies must ask themselves not whether, but how, they will adapt to it.

HOW CAN COMPANIES OPERATE IN A COMPLEX ENVIRONMENT WHERE THEY MUST ADDRESS MULTIPLE CHALLENGES SIMULTANEOUSLY?

von Rohr: It is clear that the challenges and associated risks are not one-dimensional, but manifest themselves across many levels and in various dimensions of change. To operate successfully in such an environment, a three-step approach is recommended:

Identifying the challenges: Everyone involved must understand that changes affect every part of the organization. Only when everyone recognizes the urgency of the situation will there be a willingness to implement effective measures.
Dealing with Change: Continuous learning and regular adaptation help close gaps in knowledge and skills. Employees must be empowered to actively embrace new technologies.
Reflection and Communication: Leaders guide the change process, foster transparency, and work with their teams to reflect on these changes in order to establish a continuous cycle of improvement.

This approach ensures that change is not perceived as an additional burden. The goal is not to create pressure, but to foster awareness and a willingness to act in order to guide the organization safely and competently through the change process.

WHAT ROLE DOES THE ERP INDUSTRY PLAY IN THE ADOPTION OF AI, AND WHAT IS PARTICULARLY IMPORTANT FOR COMPANIES IN THIS REGARD?

von Rohr: The ERP industry plays a particularly important role because it supports companies in their technological implementations while also imparting skills that are crucial for working with AI. It is all about the symbiosis of people, processes, and projects:

Person: Employees must be empowered to use AI effectively and delegate routine tasks without losing sight of the big picture.
Process: Workflows must be adapted to efficiently integrate technology.
Project: Implementations and change processes must be planned and managed to ensure that the transformation proceeds smoothly.

Only when these three dimensions work together can the symbiosis between humans and AI succeed, and companies will not be overwhelmed by the changes.

WHAT OPPORTUNITIES AND CHALLENGES DO YOU SEE FOR COMPANIES IN THE MIDST OF THIS TRANSITION?

von Rohr: The benefits are clear: AI can efficiently handle routine tasks, streamline processes, and relieve employees of monotonous work. This opens up new opportunities to focus on value-added tasks.

The challenges lie in managing the pace of change, the complexity of the task, and the organization’s capabilities. Companies that cling to outdated structures will be overwhelmed by the speed of change. The key is to identify risks, learn continuously, and improve through reflection. Successful AI integration is not just about digitalization; it requires a genuine transformation of the organization - one that involves an effective symbiosis of humans and machines, combining long-term stability with flexibility.