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Manufacturing | Industry & Mechanical Engineering

Developing a Collaborative Model – KBC Combines Data Expertise and Establishes Company-Wide Analytics Governance

A leading German automaker was facing growing complexity in its data and analytics landscape: Overlapping siloed systems, a lack of standardized processes, and inadequate data quality assurance were preventing the efficient, company-wide use of data. In two project phases, KBC developed a strategic vision for a company-wide data analytics network as well as a sustainable collaboration model—involving more than 75 stakeholders and a concrete transformation roadmap.

Collaboration Model by the Numbers

Stakeholders from Strategy, IT, Development, Quality, Sales, and After-Sales were involved
Project Components: Analytics Network and Data & Analytics Governance; E/E Development 
Network members after just one year 

The Customer

Leading Automaker – Realignment of the Company-wide Analytics Landscape

The client, a leading international automaker, was facing rapidly increasing complexity in its data and analytics landscape. Growing data volumes, overlapping siloed solutions across various business units, and an existing loose coalition of “analytics silos” without focused areas of action were preventing efficient, proactive data utilization. The goal was to develop a collaborative model, eliminate siloed solutions, and establish a sustainable organizational structure for analytics governance. 

The Project

Developing a Collaboration Model – Target State, Maturity Model, and Transformation Roadmap

The transformation project was divided into two sequential phases. In the first step, KBC developed a strategic vision for the company-wide analytics network. Based on the in-house maturity model “Stages of Excellence” and a thorough gap analysis along the Information Value Loop, the team identified, prioritized, and detailed the key areas for action, which were then translated into a binding implementation roadmap. 

The second phase of the project focused on the operational and structural design of a central analytics function. This involved first identifying qualitative and quantitative targets, structuring existing use cases, and eliminating redundant analysis requests. Building on this, KBC designed various organizational scenarios with varying degrees of centralization and defined precise roles, responsibilities, competencies, interface agreements, and specific staffing requirements. A multi-day kickoff retreat attended by 25 key individuals from the network marked the official launch of this sustainable and jointly supported collaboration model. 

Portrait photo of Georg Huber, Senior Partner at Kemény Boehme Consultants (KBC). A man with graying hair and a short full beard, smiling broadly and looking directly into the camera. He is wearing a dark navy blue suit over a white shirt without a tie, a brown leather belt, and has both hands relaxed in his pants pockets.
Portrait photo of Georg Huber, Senior Partner at Kemény Boehme Consultants (KBC). A man with graying hair and a short full beard, smiling broadly and looking directly into the camera. He is wearing a dark navy blue suit over a white shirt without a tie, a brown leather belt, and has both hands relaxed in his pants pockets.

This is how we approach the development of collaboration models

A viable model for collaboration isn’t created on the drawing board—it grows out of the joint development of goals, roles, and responsibilities. The key lies in creating structure without limiting creativity: Involving the right stakeholders from the very beginning ensures not only acceptance but also a lasting impact.

Georg Huber, Senior Partner at KBC

The result

Joint collaboration model, duplication of effort avoided, funding approval obtained 

In the area of communication and networking, a jointly supported collaboration model was established that fosters a willingness to embrace company-wide change. Networking among relevant stakeholders was strengthened, transparency regarding activities and responsibilities was established, and a focus was achieved on the evaluated company-wide core areas of action in data management and analysis. Duplication of effort and siloed solutions were reduced, efficiency gains were achieved, and funding and resource allocation for implementation were secured. The company is now positioned for future technologies. Individual objectives were taken into account, a structured approach to task execution was established without restricting creativity, and a high pace of implementation for ideas and requirements was achieved.

Other Projects That Make a Difference

A portrait of Georg Huber, Senior Partner at Kemény Boehme Consultants, smiling at the camera with both hands in his pockets
A portrait of Georg Huber, Senior Partner at Kemény Boehme Consultants, smiling at the camera with both hands in his pockets
Georg Huber
Senior Partner

Facing a similar challenge? Talk to us

Whether you’re developing a collaboration model, realigning an analytics structure, or establishing data governance: In a brief discussion, we’ll determine which steps make sense and how KBC— an international boutique consulting firm based in Munich —can help you move forward. 

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