Each competence network has its own community within Audi AG’s social collaboration tools and is headed by a network leader. He or she is responsible for regular community dialog in the network and hosts the physical network meetings. The objective of these meetings is to bring various knowledge carriers together with parties interested in their knowledge, to leverage synergy effects, and to continue enhancing the competences already wielded. The competence networks also communicate among each other once a month, sharing experiences and presenting their procedures for accelerating the learning curve with efficacy. Additionally, various platforms were setup for communication, knowledge transfer, and benchlearning. One example here is the initiation of new innovative products with the aid of design thinking.
After the first networks were initiated, Q_PERIOR delivered assistance by anchoring them organizationally and starting new competence networks. Q_PERIOR deployed various agile methods to provide assistance in setting up the networks and shaping network identity. Furthermore, the subject of change management also played a large role in introducing this new form of collaboration. There is a primary focus on company-wide communication – transparency and commitment from top management were key here.
Companies need new internal structures to ready themselves for reacting to changing market conditions and the rapid developments in technology. For AUDI, it is imperative to achieve shorter and shorter innovation cycles despite the company’s complexity and size. That is why the processes and structures at Audi AG’s central IT have undergone transformation, bundling IT competences and strengthening innovation.
In the interest of establishing and enhancing knowledge and competence in the IT department for future technologies and methods, a secondary agile organizational structure consisting of competence networks was established alongside the existing hierarchical structure.
The strategic objective of the agile network organizational structure: stronger networking within the IT department as well as with other departments in order to swiftly integrate the potential from new IT technologies into company processes and products, and to initiate new products and projects.