Imagine this: a global logistics company introduces a new ERP system. The standard processes run smoothly – but what about the unstructured waybills that arrive by email? What about the special permits that need to be checked by a human? What about customer enquiries that no algorithm can answer? Suddenly, parallel manual workflows arise that overload teams and negate the benefits of digitalisation.

This scenario is not an isolated case. Studies show that up to 40% of working time in companies is spent on managing exceptions and non-standardised processes – despite digital tools. The solution is not to introduce even more software, but to intelligently link digital and manual processes.

Chapter 1: The three biggest pitfalls of digitalisation

1.1. The illusion of ‘100% automation’

Many companies assume that digital tools can cover all processes. But the reality is that every process has exceptions. Whether it’s incomplete data, special regulatory cases or individual customer requests, there is always some manual work left to do at the end. If these exceptions are not dealt with systematically, shadow processes arise: Excel lists, email chains and improvised solutions that are neither transparent nor scalable.

1.2. Fragmentation of responsibility

Another problem is that responsibility for digital processes is often spread across several shoulders. The SaaS provider supplies the software, the outsourcer takes on manual tasks, and the internal IT department tries to hold everything together. But no one feels responsible for the overall result. The result: longer throughput times, higher error rates and frustrated employees.

1.3. The cost trap of large-scale projects

Many companies rely on radical solutions: complete system migrations or years of transformation projects. But these approaches are risky. According to a study by McKinsey, over 70% of large digitalisation projects fail due to excessive budgets, delayed schedules or lack of acceptance. At the same time, they block resources that are needed for quick, pragmatic solutions.

Chapter 2: How a hybrid model closes the gap

2.1. Digital innovation as a foundation

The first step: digitise processes where it makes sense. This does not mean turning everything upside down at once, but rather developing targeted solutions that deliver measurable benefits. An example: an insurance group automates the processing of standard claims, saving 60% of processing time – and can concentrate on complex cases.

2.2. SaaS as the backbone of scalability

Once digital solutions are in place, the next step is to make them available as standardised services. SaaS (software-as-a-service) models enable companies to leverage innovations without high investments. The advantages:

• No IT backlogs: updates and maintenance are handled by the provider.
• Scalability: performance adapts to demand – without additional hardware or personnel.
• Transparency: real-time dashboards show where processes are stalling.

2.3. Augmented services for the ‘last mile’

But what about the exceptions? This is where augmented services come into play: targeted manual services that are seamlessly integrated into digital workflows. An example:

• A customer sends an incomplete order by email.
• The system recognises the gap and forwards the case to a specialised team.
• The employee completes the data, checks its plausibility and approves the order – without media discontinuity.

The key feature: these exceptions are documented and analysed. Recurring patterns are incorporated into the further development of digital solutions – the automation rate is continuously increasing.

Chapter 3: Practical example – BASF Glasurit shows how hybrid digitalisation works

3.1. The starting point: analogue ordering processes as a stumbling block

BASF Glasurit, a leading global supplier of premium coatings, faced a classic dilemma: customers wanted to order flexibly and quickly – but internal processes were still analogue. Orders were placed by telephone or email, transferred manually into the system and thus caused:

• Delays, as orders could only be placed during business hours.
• Errors, because manual entries always carry a risk.
• Dissatisfaction among customers who expected a 24/7 solution, as in their private lives.

Eva Allkämper, Head of Digital Solutions at BASF, describes the situation:

‘Our customers are craft businesses that are often under time pressure. If they needed materials urgently after hours or on weekends, they were previously unable to order them themselves. This was a clear disadvantage – especially compared to digitally savvy competitors.’

3.2. The solution: an app that combines digital and manual processes

Together with insinno, BASF Glasurit developed the Glasurit Scan2order app – a mobile solution that combines digital efficiency with user-friendly operation. The key elements:

• Barcode scanning: Products can be scanned and ordered directly on site – without manual entry.
• Favourites function: Frequently ordered items are saved to speed up repeat orders.
• Multilingualism: The app is available in 12 languages and covers the entire EMEA region.
• Seamless integration: Orders are automatically transferred to the ERP system without media discontinuity.

Hybrid approach:

• Digital processes for standard orders (e.g. routine orders).
• Human expertise for advice and special cases (e.g. technical enquiries).

3.3. The results: Faster processes, fewer errors, more satisfied customers

• Ordering times reduced: From 15–20 minutes to less than 2 minutes per order.
• Error rate reduced: 80% fewer ordering errors thanks to automatic data transfer.
• Customer satisfaction increased: Customers can order at any time – even at night or on weekends.
• Service department relieved: Employees can now focus on consulting and strategic tasks.

Eva Allkämper sums it up:

‘The app has shown us that digitalisation does not mean automating everything. Rather, it means using digital solutions where they bring the greatest benefit – while at the same time utilising human expertise where it is indispensable.’

Chapter 4: Why this approach is the future

Conclusion: The success story of BASF Glasurit proves that true productivity is not achieved through pure automation, but through the intelligent combination of digital and manual processes. Companies that close this gap benefit from:

• Faster processes (such as 50% faster order processing at BASF).
• Fewer errors (through seamless integration into existing systems).
• More satisfied customers (because flexibility and service quality increase).

The question for you:

• Where do your processes stall at the ‘last mile’?
• How could hybrid solutions (digital tools + targeted manual services) increase your efficiency?