Key points:
- VWGS Slovakia had to build a cloud team from scratch
- Moving 15 services with no downtime and modernizing the infrastructure were the main challenges
- The goals were to stabilize the services and reach an SLA above 95%
- VWGS worked with Aspecta and implemented ITIL processes
- The project reached 99.5% SLA and grew the team to 50 people
The automotive industry is going through a fundamental transformation, and vehicle connectivity has become a decisive competitive factor. Carmakers are working to become providers of complete mobility solutions, which calls for robust cloud platforms that can process very large volumes of data in real time, keep it secure, and give users an intuitive interface.
Traditional approaches to building such systems often run into limits in scalability and flexibility. More and more companies therefore turn to cloud solutions and to partnerships with specialist IT firms that can bring the know-how and the agility they need.
The client
Volkswagen Group, one of the world’s largest carmakers, chose to address the challenges of the digital era head on. With clear ambitions in the future mobility market, the company looked for ways to integrate advanced technology into its vehicles and services. Volkswagen Group Services, a subsidiary of the group, was given responsibility for delivering that vision in IT and connectivity.
VWGS Slovakia faced the task of building a team capable of operating the Volkswagen Group cloud infrastructure. The starting point was a successful project to migrate a large system into the Volkswagen Group cloud, which the Aspecta cloud team had helped deliver. VWGS Slovakia, however, had no team of its own for this kind of operation, and its existing capacity was no longer sufficient for the scope of the project.
The problem: the challenges of building a cloud team
The first hurdle was convincing the German partner that a Slovak team could build a cloud team from scratch and handle a task of this size.
The next challenge was taking over more than 15 services built on different technologies without critical outages during the transition. These services had different technical backgrounds and required a wide range of expertise.
A further complication was the incomplete handover from external third-party support teams, which meant that some key knowledge and processes were never fully passed on. VWGS Slovakia also faced technical debt in the form of outdated infrastructure and monitoring that was either unsuitable or insufficient. That called not only for taking the existing systems over, but for modernizing and optimizing them as well.
Introducing a 24/7 support model was another challenge, because it required changes to working practices and to the culture of the organization. Adopting ITIL processes and training staff was essential to running IT services in a consistent, standardized way.
Finally, one of the biggest challenges was securing 30 to 50 cloud specialists in a short space of time, which was demanding given how competitive the IT job market is.
VWGS Slovakia set itself ambitious but necessary goals for the project:
- Primary goal: take over and stabilize more than 15 services built on different technologies with a lean team. This goal put the emphasis on using people efficiently while keeping service quality high.
- SLA goal: reach an overall SLA above 95%, securing stability, reliability, and availability of the services.
- Earning trust: convincing the customer of the quality of the Slovak team was essential for long-term success, and it required consistent results and transparent communication.
- Broadening capability: another goal was to strengthen the team’s capability for future growth and for offering new services, preparing VWGS Slovakia to become a key provider of cloud services for Volkswagen Group.
The solution: effective collaboration and modernized IT services
To reach these goals, VWGS Slovakia worked with Aspecta on a complete solution that combined expertise, strategic planning, and new approaches to building the team and running the services.
A key part of the solution was drawing on Aspecta’s cloud team, which as an external partner helped VWGS Slovakia get operations running in a short time. That team brought not only technical knowledge but experience of managing similar projects, which made a fast and efficient service transition possible.
To earn the customer’s trust, regular customer feedback was introduced and treated as a priority. This allowed VWGS Slovakia to respond quickly to the customer’s needs and expectations, building trust and strengthening the relationship between both sides.
To improve service quality and reach the SLA targets, a detailed analysis of SLA violations was carried out. It produced a full improvement plan and specific training for team members. This systematic approach to identifying and resolving problems made a significant contribution to the reliability and quality of the services.
The Aspecta team also played a key role in internal training. It helped build knowledge in individual technical areas and put together a general training plan. This raised the capability of existing team members and made it easier to onboard new ones.
To address the technical debt and modernize the infrastructure, a complete plan was drawn up covering the gradual updating of systems, the introduction of more effective monitoring tools, and the optimization of existing processes. The plan ran in parallel with live operations, which required precise planning and coordination.
The 24/7 support model was introduced step by step, with the emphasis on service continuity. New working procedures were created, rotating shifts were introduced, and tools were put in place for effective communication and handover between shifts.
The adoption of ITIL processes came with a series of training sessions and workshops, intended not only to familiarize staff with the new processes but to explain why they matter and what they bring to overall service quality.
During the implementation, VWGS Slovakia had several significant obstacles to overcome:
- Building a team of cloud specialists: VWGS Slovakia and Aspecta took a new approach to recruiting and developing talent, with accelerated training programs and a range of recruitment channels, including university partnerships and headhunting.
- Integrating services built on different technologies: multidisciplinary teams were formed, combining experts from different areas. They worked on a single approach to service management while allowing for the specifics of each technology.
- Incomplete documentation and missing information: this was addressed by systematically mapping the existing processes and systems and by working with the original teams. Where the necessary information could not be recovered, new procedures and solutions were created.
- Introducing the 24/7 support model: this required changes to how work was organized and to the company culture. The transition was supported by introducing changes gradually, by intensive communication, and by incentive schemes for the staff involved in round-the-clock operations.
- Adopting ITIL processes: ITIL met initial resistance from staff who were used to the old ways of working. This was addressed by explaining the benefits of ITIL and introducing the changes gradually, which gave people time to adapt to the new processes.
Results: measurable success and growth for VWGS Slovakia
The solution delivered significant, measurable results for VWGS Slovakia:
- VWGS Slovakia reached an average SLA of 99.5% over the last 12 months, well above the original target of 95%.
- The SLA target was met within six months of taking the service over, with only 50% of the planned team in place, which speaks to how efficiently the team worked.
- The team grew from 10 to 50 people over two years, exceeding the original capacity-building goals.
- The project broadened the service portfolio: VWGS Slovakia took over another 5 services and expects to expand further next year.
- Team profitability exceeded expectations, confirming both the technical and the commercial success of the project.
Perhaps the most important result, though the hardest to quantify, is that the reputation of the Bratislava cloud team has spread to every part of the group. That recognition opens doors to further opportunities and strengthens the position of VWGS Slovakia as a key IT service provider within Volkswagen Group.
Conclusion
The collaboration between Aspecta and Volkswagen Group Services Slovakia is a significant milestone in the digital transformation of the automotive industry. The project delivered a new technical solution and contributed to the development of the IT sector in Slovakia. By creating a robust cloud platform for vehicle connectivity, Volkswagen Group took a significant step toward its goals in future mobility.
It also confirmed the ability of Slovak IT specialists to deliver projects of global significance. The project stands as an example of successful collaboration between an established global company and an innovative local IT firm, pointing the way for similar initiatives in the region. The success of VWGS Slovakia in building a cloud team and running critical IT services shows that with the right approach, expertise, and commitment, even the most demanding challenges of digital transformation can be overcome.
