The client’s challenge
- A leading automobile manufacturer in the mass-production and premium segment with several brand development sites in Germany and other locations is facing the challenge of preparing and adapting its development processes, currently orientated and operating on a decentralised basis, to new, partly-shared customer, product, and technology requirements. These include, for example, feature enhancements and automated driving.
- The task of the project lies in observing the four pillars – processes, methods, IT tools, and organisation – under the influence of a market and competitive environment that has changed due to, among other things, digitisation. It also aims to devise necessary standardisation for the development processes while simultaneously preserving brand individuality to the greatest possible extent.
- The goal is to devise a foundation for a developmental system that can be applied across all locations, creating a basis for flexible manoeuvring of new market requirements while anchoring binding quality features, e.g. maintaining process standards.
- At the same time, the distinct self-conception of the heterogeneous organisations involved that has evolved as the result of different brand identities and regional distance must be taken into consideration.
- On the basis of new challenges, creating awareness of changes that need to be made in involved and related departments in a targeted way
- > Pointing out ever-present weaknesses in processes and methods, e.g. those caused in part by a lack of binding demands in the completion of requirements management, thereby leading to redundant efforts as a result of prolonged parallel work
- > Showing best-practice examples and innovative solution approaches used by other industries and companies when dealing with the challenges of digitisation, e.g. separating hardware and software development to reduce the time-to-market for technically complex consumer end products like the iPhone
- > Making problems visible that were caused by the previous decentralised approach used in development work (graphic visualisation of common problem areas)
- > Identifying short-term measures, e.g. giving middle-management employees greater decision-making authority (decisions are made by those with the necessary specialist expertise)