MAN Truck & Bus
Christoph Herr: Just like all our competitors, we are facing the question of how we want to move forward with new topics – such as digitalisation, electromobility and autonomous driving. Initially, there are two possible extremes: agile development in a separate organisation, or development within the framework of the existing organisation. Here at MAN, we have opted for a hybrid model: these areas remain firmly anchored within our organisation, but they work together cross-functionally. In more concrete terms, we are in the process of establishing an international network of Digital Hubs. You have to think of it as a project centre in which our teams work together across department boundaries. We have opened another hub not far from our factory site in Munich, just like the ones in Pune in India and Lisbon in Portugal. Here too, staff from different departments work together on the issues affecting the future of our industry.
Stefan Teuchert: Software development has been consolidated within my department, R&D. That includes all vehicle and vehicle-related software. The IT department looks after everything of a more process-oriented nature, and anything relating to sales and market requirements is handled by Sales. The aim is to create added value for our customers. And the best way to do that is to have all three departments in the same boat. With Christoph Herr, Andre Wehner and me, we have created a management team that doesn’t think in terms of silos. Instead, our thinking is very strongly product- and customer-focused. That’s a great advantage.
We are currently in the process of establishing an international network of "digital hubs".
Andre Wehner: It’s true that we need to be one hundred per cent customer focused. The Digital Triangle creates the ideal conditions for this: we get to know our customers’ requirements at an early stage and can react to their feedback more quickly. The old “waterfall model” is not fit for this new world; we can’t simply write a list of requirements, task IT with the development and then see what comes out at the end of the process. The good news for our customers is that we have a whole raft of ideas for new services that can use vehicle data to optimise maintenance and reduce downtime, for example. Then we can use the Digital Triangle to implement them quickly and for the benefit of our customers.
We get to know our customers' requirements early on and can react even faster to their feedback.
In this constellation, we are pursuing a very customer-oriented approach because the classic divisional thinking has almost completely disappeared.