Bosch is a diversified global company
with about 430,000 employees.
Its digital arm employs around 12,000 people
driving approximately $1.8 billion worth of crucial work per year.
It is now steered as a business.
- From our perspective as an internal IT for Bosch.
We do see in the business changing market demands
at a speed, which we haven't seen before.
And our task as an internal IT organization is to react
as flexibly and fast to it as possible,
and of course drive the digital transformation
for the Bosch organization.
And for this, we decided for a setup,
which is in the position to be as flexible as possible.
- This flexibility allows Bosch Digital
to offer the right products, services,
and solutions at the right time
with a radical focus on business outcome, allowing it
to become the enabler for the transformation
of the whole group, the Bosch digital upgrade.
- We are facing a lot of changes in demands in our area
of work, so we have to react very flexibly.
And with the team setting
and the change in the organization, we are able to ramp up
and down in the way that we need.
We really create value for our internal customers
because these standing teams get a lot
of domain knowledge in the functional
areas they are working on.
And this is really acknowledged by our customers.
- We do see benefits in the new target operating model.
On the one hand, in regard of customer centricity,
our setup in the regard of fusion teams
and standing teams really help us to bring business
and IT closer together.
So we set up our project in a totally agile mode,
and we set, for example, as well
that we are working in cross-functional teams.
So we included BCG and Bosch in one common joint team.
- The teams from BCG
and our Bosch Digital organization worked really
closely together.
I could not even differentiate whether it was a BCG
or a Bosch Digital colleague.
The most convincing thing
that BCG brought in was the holistic methodology
that was applied to that kind of project.
So this means you need
to change organization on the one hand.
On the other hand, you also have to change the steering,
but without steering, organization will not work.
Also, we included mindset, we included implementation
of KPIs and a lot more things
and this is then creating a complete picture of change.
And this methodology was really, for me, a game changer.