Customer Success

Success with Agile Transformation for Bosch Thermotechnology

QUINT’S ASSIGNMENT

Prepare and initiate the agile transformation of Bosch Thermotechnology (TT-RHC) by supporting the move towards end-to-end responsibility, and accelerating business agility.

“From creating separate components towards customer solutions.”

1731

year of foundation

16 +

global offices

14.000+

employees

About Bosch Thermotechnology

The Residential Heating Controls (RHC) department of Bosch Thermotechnology (TT) develops and delivers controls and electronics for heating/cooling appliances worldwide. Products vary from traditional gas-fueled heating systems and heat pump systems to smart room controls. Bosch TT-RHC produces multiple components which are configured and assembled in a variety of appliances. Bosch faces the challenge of developing new products with a shorter time to market, servicing a large number of separate markets, while maintaining an effective systems architecture and total cost of ownership. RHC is in the start phase of developing a new generation of control units. Together with a more agile delivery mindset, this will enhance system integration and foster a stronger customer focus, moving Bosch towards a Lean-Agile enterprise.

The Challenge

In order to remain competitive and serve their customers better, Bosch TT-RHC has committed to change their way of working and shift their focus from creating separate components towards customer solutions. A major challenge was to build a single way of working, connecting the different business areas and locations through an agile portfolio management method. The transformation spanned four different locations in three countries. Besides the implementation of an agile portfolio management method, Quint was asked to improve the measurability of the transformation and to create a transformation travel guide, summarizing the goals, principles and the desired way of working at Bosch TT-RHC.

The Approach

The transformation started with a kickoff session in which the transformation roadmap, change story and change strategy were defined. During the initiation phase, integrated workshops were organized where change agents from all four locations involved shared their progress and made key design decisions. In close collaboration with Bosch, Quint designed an end-to-end portfolio management flow in which customer requests are prioritized and allocated to business teams, based on a pull mechanism. Based on this flow, new role descriptions and organizational structures were designed, aligned with the Bosch way of working. As part of the key design principles, teams are given the full responsibility for their products and can take important decisions autonomously.

The Results

The result is an integrated roadmap aligned with the organizational context. The pull-based portfolio management process allows for optimum allocation of customer demand to team capacity, and therefore yields a faster delivery time. What’s more, the new organizational structure leads to fewer dependencies between teams, and allows team members to focus sharply on creating customer value. Bosch can now track their transformation progress and performance through transformation surveys and metrics. Furthermore, the travel guide promotes the Lean-Agile mindset throughout the organization.

OUR CAPABILITIES FOR CHANGE

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