大众汽车美国公司以往明显缺少的是IT和业务之间的一致性。直到2004年Andreas Hestermeyer被聘为CIO。局面才发生了改变、他的任务就是加快IT转型。两年后。大众汽车美国公司的业务和IT几乎密不可分、汽车的制造、销售和服务都执行一套系统。数字化转型网szhzxw.cn
大众汽车美国公司以往明显缺少的是IT和业务之间的一致性，直到2004年Andreas Hestermeyer被聘为CIO、局面才发生了改变。他的任务就是加快IT转型。两年后、大众汽车美国公司的业务和IT几乎密不可分，汽车的制造、销售和服务都执行一套系统。
一、两步扭转IT外包失败格局
1999年、 由于大众汽车美国公司从外面聘请了IT外包商。 IT成本迅速上升于是公司与对方中断了为期10年的合同，改而把IT项目包给大众公司内部的Gedas AG来负责。这家IT服务提供商当时完全归德国母公司一-大众汽车公司所有。
但没过多久。IT成本又开始攀升。几年间、不同部门添加了新的、不相兼容的软件和功能、这些都是临时添加的、这些应用软件必须通过内部开发的一套复杂的软件接口进行集成。数字化转型网szhzxw.cn
久而久之，这些软件接口削弱了系统的稳定性。每到月末。计算汽车销量这些日常任务也就成了大规模的IT运营、不但时常出现延迟、还需要大笔费用。更糟糕的是、IT给公司带来了引人注目的重大错误、警如无法准确进行预测、无法为市场开发出相应车型。公司猛然发现自己面临庞大无比的IT基础设施。
Andreas Hestermeyer上任后，第一步就是稳固I T基础设施。这意味着大大加强自行确定技术标准，设计IT运营基础设施。T管理队伍的10名成员分别派到了针对应用、数据、基础设施和服务的4个领域、每个成员都负责IT基础设施的部分。确定标准并确保与德国总部的标准相一致，还要确保在美国启动的所有新项目都以标准的方式加以实施。数字化转型网szhzxw.cn
第二步是采用IT基础设施库(TIL)。从2005年开始，大众汽车美国公司开始实施严格的服务标准。它采用了ITIL的最佳实践、 以管理来自不同外部提供商的IT服务包括Gedas(如今它不再归大众公司所有)。 ITIL为获得IT运营的质量和价值概述了一套详细的管理程序、这些程序不依赖供应商、涵盖IT基础设施、开发和运营。
然后是详细记录公司的活动、并把它们与执行每项活动所需的技术和信息对应起来。这是一项困难的工作
所有项目统筹规划按重要性排队。数字化转型网szhzxw.cn
在大众汽车美国公司。没有纯粹的IT项目或是传统的IT人员。实际性的IT 工作(警如编写程序、测试应用软件等)几乎全部交给了外面的承包商去完成、 留在公司内部的是极其重要的战略性任务:管理项目、与业务部门合作分析执行项目所需的业务流程和信息。 以及支持业务绩效的评估。负责这些工作的是该公司极其精简的IT治理部门(只有33人)，负责人是Hes termeyer。数字化转型网szhzxw.cn
IT指导委员会每个季度都会确定所有项目的重要性、委员会成员包括业务财务和IT等部门的代表。该小组采用了项目组合管理流程，这个流程考虑到了如下几个方面:长期的业务目标和效益、整个公司的IT架构标准及成本。 以及随着业务环境变化可能会出现的机会。
翻译：数字化转型网szhzxw.cn
What was conspicuously missing from Volkswagen America was the alignment between IT and business. Until 2004, when Andreas Hestermeyer was hired as CIO. That changed, and his task was to accelerate the transformation of IT. Two years later. The business of Volkswagen USA is almost inseparable from IT. The manufacturing, sales and service of cars are all implemented in one system
What was conspicuously missing at Volkswagen America was consistency between IT and business until 2004, when Andreas Hestermeyer was hired as CIO. His mission is to accelerate IT transformation. Two years later, Volkswagen of America’s business and IT are almost inseparable, with cars built, sold and serviced in one system.数字化转型网szhzxw.cn
Two steps to reverse IT outsourcing failure pattern
In 1999, Volkswagen America hired an outside IT contractor. IT costs rose so quickly that the company broke off a 10-year contract and instead contracted IT projects to Gedas AG, VW’s in-house firm. The IT services provider was then fully owned by its German parent, Volkswagen AG.
But not for long. IT costs are starting to climb again. Over the years, new, incompatible software and features were added by different departments. These were AD hoc additions, and these applications had to be integrated through a complex set of software interfaces developed in-house.数字化转型网szhzxw.cn
Over time, these software interfaces weaken the stability of the system. At the end of every month. Routine tasks such as counting car sales become massive IT operations, with frequent delays and huge costs. To make matters worse, IT caused the company to make big, high-profile mistakes, such as failing to make accurate forecasts and develop appropriate models for the market. Companies suddenly find themselves faced with a vast IT infrastructure.
Andreas Hestermeyer’s first step was to stabilise the infrastructure. 数字化转型网szhzxw.cn
Andreas Hestermeyer’s first step was to stabilise the infrastructure. This means much more self-determination of technical standards and design of IT operational infrastructure. The 10 members of the T management team are assigned to four areas focused on applications, data, infrastructure, and services, with each member responsible for the IT infrastructure portion. Determine standards and ensure that they are consistent with those of the German headquarters, and ensure that all new projects launched in the United States are implemented in a standard manner.
The second step is to adopt IT infrastructure libraries (TIL). Beginning in 2005, Volkswagen of America began implementing stringent service standards. IT has adopted ITIL best practices to manage IT services from various external providers, including Gedas(which is no longer owned by Volkswagen). ITIL Outlines a detailed set of management procedures for obtaining quality and value from IT operations, which are vendor independent and cover IT infrastructure, development, and operations.
The next step is to document the company’s activities in detail and map them to the technology and information needed to perform each activity. This is a difficult job.
All project planning is ranked in order of importance.
At Volkswagen of America. There are no pure IT projects or traditional IT people. Actual IT work (such as writing programs, testing applications, etc.) is almost entirely handed over to outside contractors to complete, staying inside the company is extremely important strategic tasks: managing the project, working with the business to analyze the business processes and information needed to execute the project. And support the evaluation of business performance. Responsible for these efforts is the company’s extremely lean IT governance department (just 33 people), headed by Hes termeyer.数字化转型网szhzxw.cn
The IT Steering Committee, which includes representatives from business finance and IT departments, determines the importance of all projects each quarter. The team adopted a portfolio management process that takes into account long-term business goals and benefits, company-wide IT architecture standards, and costs. And opportunities that may arise as the business environment changes.
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