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Bosch is a diversified global company

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with about 430,000 employees.

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Its digital arm employs
around 12,000 people

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driving approximately $1.8 billion
worth of crucial work per year.

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It is now steered as a business.

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- From our perspective as
an internal IT for Bosch.

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We do see in the business
changing market demands

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at a speed, which we haven't seen before.

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And our task as an internal
IT organization is to react

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as flexibly and fast to it as possible,

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and of course drive the
digital transformation

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for the Bosch organization.

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And for this, we decided for a setup,

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which is in the position to
be as flexible as possible.

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- This flexibility allows Bosch Digital

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to offer the right products, services,

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and solutions at the right time

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with a radical focus on business outcome, allowing it

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to become the enabler for the transformation

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of the whole group, the Bosch digital upgrade.

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- We are facing a lot of
changes in demands in our area

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of work, so we have to
react very flexibly.

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And with the team setting

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and the change in the organization,
we are able to ramp up

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and down in the way that we need.

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We really create value
for our internal customers

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because these standing teams get a lot

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of domain knowledge in the functional

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areas they are working on.

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And this is really
acknowledged by our customers.

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- We do see benefits in the
new target operating model.

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On the one hand, in regard
of customer centricity,

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our setup in the regard of fusion teams

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and standing teams really
help us to bring business

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and IT closer together.

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So we set up our project
in a totally agile mode,

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and we set, for example, as well

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that we are working in
cross-functional teams.

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So we included BCG and
Bosch in one common joint team.

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- The teams from BCG

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and our Bosch Digital
organization worked really

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closely together.

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I could not even differentiate
whether it was a BCG

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or a Bosch Digital colleague.

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The most convincing thing

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that BCG brought in was
the holistic methodology

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that was applied to that kind of project.

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So this means you need

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to change organization on the one hand.

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On the other hand, you also
have to change the steering,

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but without steering, organization will not work.

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Also, we included mindset, we included implementation

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of KPIs and a lot more things

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and this is then creating a
complete picture of change.

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And this methodology was
really, for me, a game changer.