Organizations are increasingly using digital structure-building tools to systematize and coordinate actions in the context of digital transformation. As a result, the notion of management and control, the relationship between formality and informality, or the way in which decisions are made are changing. Regarding organizational education, learning in, from, and between organizations takes place under changed conditions. The consequences of digitization for organizations are discussed and classified using three examples: Filing (1), Decision Making (2), and Algorithmization of knowledge-based work (3). The use of case software such as ICT (1) in social pedagogical case processing leads to the fact that digital processing logic puts professional action knowledge under pressure. Big Data-based risk assessment tools in early intervention and child protection (2) put the importance of personal experience into perspective. In the application of large language models (LLM) or diffusion models in artificial intelligence (3), organizations become independent of individual microdiversity in the production of alternatives. With this background, the contribution explores the question of whether the use of software realizes the old dream of rationalizing work processes or enables a qualitatively different form of coordinating procedures that are based on the division of labor.

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