Research & Development

CHALLENGE: The vehicle development of an OEM needs to be geared towards software more decisively and to be decoupled from hardware development.

OUR SOLUTION: In order to master the complexity of the task and to be able to continuously update the vehicle software, a standardized, fast, and tool-based CI/CD process needs to be established. Software release needs to be put in the lead instead of technical issues of individual vehicle models/hardware. This process makes use of the latest developments in systems and software engineering.

CHALLENGE: A complex testing infrastructure requires a variety of competencies that, in turn, need to be well organized in order to fully exploit synergies.

OUR SOLUTION: A tailor-made co-working model that uses agile methods and which is fused with suitable tools and processes. The introduction of the model is accompanied by change management and the measurement of success is supported by automated dashboards.

CHALLENGE: A holding aggregates all of its software competencies in a newly founded entity. Because of the new focus on software development, organization and development processes need to be newly aligned.

OUR SOLUTION: Re-alignment to product-based organization and agile working models for approx. 500 staff. This includes establishing a Scaled Agile Framework (SAFe) as a delivery model. To this end, a portfolio management was created, a roadmap defined, and management and staff were trained and coached.

CHALLENGE: A tech start-up won the contract to deliver LIDAR systems to an OEM, which enables level 3 autonomous driving. The start-up now faces all the structural demands and changes to ensure high-volume series production.

OUR SOLUTION: Based of SAFe, an individually tailored agile framework was developed and implemented across the entire 300 staff organization. In addition to that, interfaces to the OEM were defined and OEM teams were integrated into the agile framework. A change-management process accompanies the development up until series maturity of the core product is reached.

CHALLENGE: A large section of the technical development division of a manufacturer is being outsourced and needs to realign its organization. Because of ongoing projects previously hierarchical structures and processes need to be changed under extreme time pressure towards an agile model. Cultural change needs to be initiated and more transparency, openness, and direct communication must be established. The goal is to include as many staff as possible in the change process.

OUR SOLUTION: Mediation of the transformation process and building a transformation team (approx. 20 members) that helps changing the organization from the inside and establishes a change management process accompanying the transition.

CHALLENGE: The launch date for a new electro vehicle is approaching fast but technical development is not quite completed.

OUR SOLUTION: Conceptualization and build-up of a project house that combines crucial development units and deliverers. Introduction of a central project steering staff accelerates identification of key obstructions and logjams – und solves them.