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After peeking in the late 1960s, the pattern of sales for the North American
subsidiary of Volkswagen settled into a trying cycle ups and downs that
became known, due to its jagged contours, as the “Himalayan Chart”. Sales
fell precipitously until the introduction of the Rabbits in 1977, then
recovered briefly before dropping sharply again. This time the introduction
of the Jetta prompted another short lived recovery, followed by several year
descents to a new low point in the early 1990s known informally within the
company as the “Valley of Despair”.
PROBLEM
2. How does the Next Round Growth (NRG) program support the
business strategy that Volkswagen of America has?
Managing IT
Between 1992 through 2002, turning the VW and Audi brands around in the
U.S. market were the main focus of the executives of Volkswagen of
America (VWoA). Marketing and selling activities were the funding priority.
At the time, Information technology was considered a source of overhead.
The executives minimize the expenses of its internal IT so that all available
funds could be used to run the company’s other important needs.
During the five years from 1999 through 2002, to rebuild the IT environment
in order to support the now rapidly growing VW and Audi brands, gedasUSA,
Perot Systems, and the VWoA eBusiness teams worked together. From time
to time, it became increasingly clear that the IT function was not performing
optimally within VWoA. Responsibility for managing IT was shared among
multiple providers with no single organizational entity in control of the
overall process. Furthermore, the business units within VWoA were
increasingly concerned that IT expenses were on the rise and that IT
projects seemed to be plagued with schedule and cost overruns.
In 2002, the ELT decided that a new business unit was required within VWoA
that could become the single point of governance for all IT issues. That new
organization would consolidate the technical elements of the eBusiness
teams and act as a point of contact for gedasUSA, which would in turn act
as VWoA’s lead IT delivery partner. To accomplish this, Matulovic was
moved from VWAG headquarters in Wolfsburg, Germany to the United
States to design, establish, and then lead the new organization. At his
arrival, Matulovic set about creating a new internal IT department, called
Business Process, Technology and Organization (BPTO). Since the creation
of the new BPTO department, the IT projects gradually became on-schedule
and on-budget.
NRG Program
The sales of Volkswagen are highly fluctuating. Peaking in the late 1960s,
sales fell until the introduction of the Rabbit in 1977, then rose before
dropping sharply again. Then the introduction of the Jetta made the sales
rose but finally fell again. Some managers in VWoA seemed to had fallen
into an unhealthy habit of waiting for the next round of new models to
rescue them from present difficulties.
Prioritization
CONCLUSION
1. Matulovic decision was right. In order to deal with schedule and cost
overruns, a new business unit was required within VWoA that become the
single point of governance for all IT issues. The new internal IT department,
BPTO, serves the purpose.
SUGGESTION
1. Many of the ELT members had expressed concern that high priorities
for their areas of the company had not been funded. Some had repeated
views expressed during the prioritization process thought might be
categorization mistakes that penalized their business units. To handle the
problem, we recommend communicating with each of the ELT members that
the budget available doesn’t meet the total project cost if all projects are to
be implemented. The company should prioritize the priorities that are the
main focus of the company. If the company grows, then each of the
business unit grows too. But if one of the business units grows, the company
might not be growing. So the company’s growth is the main priority.