Daniel-2025 CDIE - DNICKLE V1.3_NN(1).pdf

1、Digital Innovation inManufacturing Enterprises(One Companys Journey)Daniel NickleVP IT,Magna InternationalDaniel NickleVP IT,Magna InternationalWho Am I?演講內容AGENDA1.Setting the Context2.Our Digital Strategy/Journey3.Lessons learned on Strategy Development&Execution/Organization&Talent4.Q&AOverview o

2、f the next 30 minutes演講內容What This Presentation Will/Will Not Be Painting a picture of our individual journey Telling the story of what worked/is working for us Hopefully useful Not a technical deep dive Not necessarily a template for othersWhat To ExpectSetting the Context演講內容Context is EverythingT

3、he Companies We Work At Are Part of the Context$42.8BIn Sales341ManufacturingAssembling Facilities170,000+Entrepreneurial Employees#1North AmericaMarket Position#3GlobalMarket PositionAS OF Q4 2024By the NumbersNorth America142Manufacturing/Assembly25Engineering/Product Development/Sales73,500Employ

4、eesSouth America10Manufacturing/Assembly3Engineering/Product Development/Sales3,225EmployeesEurope100Manufacturing/Assembly51Engineering/Product Development/Sales52,250EmployeesAfrica2Manufacturing/Assembly1Engineering/Product Development/Sales1,800EmployeesAsia87Manufacturing/Assembly26Engineering/

5、Product Development/Sales39,925EmployeesAS OF Q4 2024PresenceGlobalOur 341 operations span five continents and 28 countries,giving us a global footprint to support every major automaker in the world.Product SystemsPOWERTRAINEXTERIORSMECHATRONICSLIGHTINGMIRRORSELECTRONICSCOMPLETE VEHICLESSEATINGBODY&

6、CHASSISCompany Culture a HUGE Part of the ContextExcerpt from The National Post,2022Cultural Ramifications:Excessive Diversity in our IT LandscapeMultiple different ERP,MES,PLM,ALM solutions deployed and supported in different waysLack of process standardizationInsufficient data standardsEtc.The Cha

7、nging Landscape is Part of the ContextOur“Digital”StrategyWhy Digital:Opportunity&NecessityThe changing business and competition landscape increase the urgency of being the best we can beThere are technologies and capabilities available that allow us to be better than we are todayClear Targeted Outc

8、omes to Drive ActivitiesUtilize digital technologies and capabilities to improve the quality and efficiency of the work we do,the products we make and the services we deliver to be more innovative and more competitive while ensuring security and compliance Or Better,Faster,Cheaper(and Smarter)An App

9、roach Aligned to ContextOur organization is heterogeneous and diverseThe opportunities are heterogeneous and diverseSo,our approach is heterogeneous and diverseNarrative Matters:Building Support&Aligning ActivitiesHow can you garner essential support if people dont understand or believe from a Compa

10、ny and Personal perspective?How can you ensure you are moving in the right direction if you dont know your destination?A North Star Without a Blueprint is Just a Distant objectA“North Star”is the WHATReference Architectures and a thoughtful portfolio are the HOWThe HOW includes reference architectur

11、es,governance models and a thoughtfully managed portfolio of activitiesProcess,Data&Tooling:The Three-Legged StoolDigital Innovation&Digital Transformation need to focus equally on Process,Data and ToolingTooling is“fun”and“easy”:but is only a repository for process and dataBroad Stakeholder Engagem

12、ent,Empowerment&ExpectationsNo monopoly on innovation and ideationAccountability across the whole organizationThis is a team sport!Thoughtful SegmentationThree focused streams each with an executive champion:Business ProcessesManufacturing ProcessesEnabling PlatformTwo Speed Approach:Fast Wins,Deep

13、GainsShort Term,fast wins,even if small:Builds trust/credibility in the digital transformation program Earns the right to tackle the bigger,more impactful initiatives Helps combat the fatigue of the larger,slower activitiesLarge,impactful,slower moving and(often)painful initiatives to fix the core a

14、nd deliver more meaningful and substantial valueReinvent/Rearchitect The CoreRollout of enterprise business systems for standard process/data/tooling where the appetite existsReinvent/Rearchitect The CoreFragmented technology footprint means:Data availability a continual pain-pointProcess harmonizat

15、ion is unnecessarily complexIntegration challenges make every initiative more complexLandscape is poorly positioned to support the Digital Transformation.ERP RationalizationWhat About AI?!Where AI Fits InA very important tool for usOne tool in our toolboxSomething that will offer increasing opportun

16、ity in tandem with cleaning up our process/data/tooling landscapeSome Specific ActivitiesCoE for AIChange Management and People Development:we need to bring our workforce with us on this journey!Reference Architectures,RACI&Governance formalizedPipeline management for centrally led activitiesMagna W

17、ide tracker for othersUse Case Examples:Product&ProductionSample Use Case Examples:IT EnabledEngineeringProduction LineInternal general-purpose Gen AIInventory/PurchasingMES Lessons Learned on the Digital Transformation JourneyLessons Learned:Digital Strategy&ExecutionWhat problem are we trying to s

18、olve and is it worth solving?Short term visible value+longer term painful initiativesLight touch R&D followed by properly architected/scalable solutionsProcess/Data/Tooling health invest in fixing the coreHave a North Star and a compelling narrativeLessons Learned:Organizational&Talent StrategyDont centralize innovation&ideation:just the oppositeEducation,Awareness and Organizational Change ManagementEngage at all levels vertical and horizontalUnderstand new skills needed and upskill,hire or partner to get themScan QR code for more CDIE informationScan QR code for more CDIE informationTHANKS