首席信息官 Zafer Nalbant 解释了这家医疗包装制造商如何通过 AI、自动化和混合云实现其 IT 现代化。
到 2023 年年中，总部位于沃尔多夫的格雷斯海姆对其 IT 战略进行了修订，其中的核心组成部分是其云之旅，为此，首席信息官 Zafer Nalbant 和他的团队构建了一个混合环境，其中包括基于 Microsoft Azure 的公共云部分，以及在完全由 T-Systems 管理的数据中心中运行的私有云部分。根据 Nalbant 的说法，IT 部门可以自由决定和调整哪些系统和应用程序在哪个云环境中运行。
“在接下来的三年里，所有 54 个地点都将逐步迁移到这个云环境，”他说。只有不能有延迟的生产软件和机器会留在现场。
与此同时，格雷斯海姆正在构建一个物联网平台。“未来，我们将把所有生产和应用服务器连接到这个平台，并建立我们自己的数据湖，”他说，并补充说，下一步将是在那里使用人工智能从他们自己的数据中学习。
一、评估一切
技术调整还需要改变 IT 战略。“过去，IT 部门主要关心的是解决工单和确保可用性，”他说。但如今，格雷斯海姆越来越依赖云，并从托管服务提供商处购买IT管理服务，以确保高可用性。这不仅可以释放 IT 时间和资源，使其更专注于支持业务运营，而且旨在为业务流程和公司成功创造更大的附加值。“我们希望与业务领域一起推动数字化和人工智能，”Nalbant说。
为此，为重要的公司流程建立了中央的跨部门团队，以评估流程并评估如何实现标准化、数字化、自动化和人工智能支持。
目标是到 70 年优化 54 个地点的专业部门约 2028% 的流程。
二、平台上的一切
格雷斯海姆目前正在为此寻找平台。“我们希望使用 Microsoft Power 平台，但也希望使用低代码/无代码平台，因为我们认为我们无法使用 Power 平台自动化每个流程，”Nalbant 说。
该公司使用 ServiceNow 作为 IT 服务管理工具和工单系统已有大约三年的时间。该平台旨在成为格雷斯海姆的IT框架，其中包括配置管理数据库（CMDB）和软件资产管理。
计划将该框架扩展为自助服务平台。用户可以自动创建仪表板、订购软件和管理安装，例如，云资源可以预订这些安装。“我们希望将这些流程缩短到几分钟，”他说。“这就是我们目前正在做的事情。”
三、零碎到SAP S/4HANA
此外，格雷斯海姆正在实施向SAP S/4HANA迁移的战略。根据纳尔班特的说法，这是相当保守的。“我们不希望大爆炸式的推出，而是在2024年开始财务转型，”他说，然后其他模块应该会逐步跟进。“许多公司在这里失败了，因为他们把范围设置得太大了。我们想避免这种情况。
到 2027 年底，格雷斯海姆将停止支持遗留系统，届时其全球所有 SAP 系统都将完全迁移。
四、公司中的人工智能
Nalbant表示，人工智能为员工带来了很多附加值，第一批应用程序已经投入使用，并将很快在全球推出。专用的 AI 中心也直接在 Microsoft Teams 中实施。“除其他外，它包含翻译、ChatGPT 4 或用户的拼写和语法检查，”他说。“我们还确保我们的数据保持内部状态，不能用作公共学习数据。”这种方法非常受员工欢迎。“员工以前可能在浏览器中使用过这些工具，但现在我们有能力控制它们，”他补充道。重点是在明确定义的范围内使用人工智能，以提高用户的生产力，而不是阻止其使用。
这使团队能够深入了解应用程序，并能够查看哪些应用程序使用最多。“然后，我们可以专门扩展最受欢迎的应用程序，以更好地支持业务，”Nalbant 说。
在安全性方面，Nalbant 还依赖同事 AI。他说：“我们有一个 24/7 全天候运行的托管安全运营中心，我们还希望通过数据湖构建自己的平台，以便从我们的数据中学习。
五、没有IT人员短缺
Nalbant说，无论这种对人工智能的推动如何，人们都不会变得多余。相反，格雷斯海姆正在寻找更多的IT员工，以实施该战略。根据Nalbant的说法，该公司在市场上找到高技能员工并不困难，特别是考虑到格雷斯海姆的工作环境和文化。例如，在冠状病毒大流行期间，该公司不断发展壮大，并了解到业务也可以远程运行良好。“我们决定不像许多其他公司那样将员工送到办公室三天或更长时间，而是让它更加灵活，”他说。
员工每周在办公室工作两天，其中一天用于团队交流。然后，整个团队在办公室一起参加个人会议和午餐。在一周的剩余时间里，员工可以自己决定在哪里工作以及何时工作，并且基于信任的工作时间适用。
格雷斯海姆还提供工作机会。“来自其他欧洲国家的同事最多可以工作 30 天，”Nalbant 说，根据经理的不同，甚至可以工作 60 天。这在年轻一代中尤其受欢迎。
Nalbant说，投资组合和任务也发挥了作用。许多员工都认同格雷斯海姆的产品，自重组以来，IT部门继续致力于技术以推进其战略。“这使得公司作为雇主变得有趣，对年轻人才也很有吸引力，”他说。
英文原文：
Steps Gerresheimer takes to transform its IT
CIO Zafer Nalbant explains what the medical packaging manufacturer does to modernize its IT through AI, automation, and hybrid cloud.
By mid-2023, Walldorf-based Gerresheimer had its IT strategy revised, and a central component of this was its cloud journey, for which CIO Zafer Nalbant and his team built a hybrid environment consisting of a public cloud part based on Microsoft Azure, and a private cloud part that runs in a data center completely managed by T-Systems. And according to Nalbant, IT can freely decide and adapt which systems and applications run in which cloud environment.
“Over the next three years, all 54 locations will gradually migrate to this cloud environment,” he says. Only production software and machines that can’t have latency remain on site.
At the same time, Gerresheimer is building an IoT platform. “In the future, we’ll connect all production and application servers to this and build our own data lake,” he says, adding that the next step will be to use AI there to learn from their own data.
1. Evaluate everything
The technological realignment also requires a change in the IT strategy. “In the past, IT was mainly concerned with resolving tickets and ensuring availability,” he says. But today, Gerresheimer is increasingly relying on the cloud and purchasing IT management services from managed service providers to ensure high availability. This not only frees up IT time and resources to focus more on supporting business operations, but is intended to generate greater added value for business processes and company success. “We want to push forward digitalization and AI together with the business areas,” says Nalbant.
For this purpose, central, cross-divisional teams are set up for important company processes to take stock of the processes and evaluate how they can be standardized, digitized, automated, and supported by AI.
The goal is to optimize around 70% of the processes in the specialist departments at the 54 locations by 2028.
2. Everything on platforms
Gerresheimer is currently looking for platforms for this purpose. “We want to use the Microsoft Power platform, but also low-code/no-code platforms because we think we can’t automate every process with the Power platform,” says Nalbant.
The company has been using ServiceNow as an IT service management tool and ticket system for around three years. The platform is intended to become Gerresheimer’s IT framework, which includes, among other things, the Configuration Management Database (CMDB) and software asset management.
The plan is to expand the framework into a self-service platform. Users can automatically create dashboards, order software, and manage installations, for example, that cloud resources can book. “We want to reduce these processes to just a few minutes,” he says. “That’s what we’re currently working on.”
3. Piecemeal to SAP S/4HANA
In addition, Gerresheimer is pursuing a strategy to migrate to SAP S/4HANA. According to Nalbant, this is set rather conservatively. “We don’t want a big bang launch, but rather start a finance transformation in 2024,” he says, and then other modules should follow gradually. “Many companies fail here because they set the scope too large. We want to avoid that.”
By the end of 2027, when Gerresheimer stops supporting legacy systems, all of its SAP systems worldwide should be completely migrated.
4. AI in the company
Nalbant says that AI has a lot of added value for employees, and the first applications are already in use and will soon be rolled out globally. A dedicated AI hub was also implemented directly in Microsoft Teams. “It contains, among other things, translations, ChatGPT 4, or spelling and grammar checks for users,” he says. “We also ensure that our data remains internal and can’t be used as public learning data.” Such an approach is very well received by employees. “It’s likely the workforce has used these tools in the browser before, but now we have the ability to control them,” he adds. The focus is on using AI within clearly defined limits in order to increase user productivity instead of preventing its use.
This gives the team insight into the applications and ability to see which ones are used the most. “We can then specifically expand the most popular apps to support the business even better,” says Nalbant.
When it comes to security, Nalbant also relies on colleague AI. “We have a managed security operations center that operates 24/7, and we’d also like to build our own platform with a data lake in order to learn from our data,” he says.
5. No staff shortages in IT
Irrespective of this push into AI, people will not become superfluous, says Nalbant. On the contrary, Gerresheimer is looking for additional employees in IT in order to implement the strategy. According to Nalbant, the company has no difficulty finding highly skilled employees in the market, especially considering Gerresheimer’s working environment and culture. During the Coronavirus pandemic, for instance, the company grew and learned that business can also run well remotely. “We decided not to send our people to the office for three or more days, like many other companies, but to make it more flexible,” he says.
The employees are in the office two days a week, with one day reserved for team exchanges. The entire team is then in the office for personal conferences and lunches together. For the rest of the week, employees can decide for themselves where they work from and when, and trust-based working hours apply.
Gerresheimer also offers workation opportunities. “Colleagues can work from other European countries for up to 30 days,” says Nalbant, and depending on one’s manager, even 60 days are possible. This is particularly well received by younger generations.
The portfolio and tasks also play a role, says Nalbant. Many employees can identify with Gerresheimer products, and since the realignment, the IT department continues to work on technologies to advance its strategy. “This makes the company interesting as an employer and attractive for young talent,” he says.
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