In 2007 Ford Motor Company announced its intention to sell Volvo Car Corporation. Two years later VCC has a new owner. Preparation for the change involved analysis of all business areas and all IT Services. Except for a few specific areas where a continuing Business Relationship is needed, all dependences between the companies should be completely removed within an 18 month timeframe. VCC has had to develop it own IT Capability to support independent operation. Volvo Car IT (VCIT), the in-house IT organisation has had to develop it own models to allow a meaningful dialogue with the business. Prioritisation is placed on the migration as well as securing a common language and model with which to prepare for and deliver the aggressive growth plan the new owners expect our commitment on.

Intended audience
Strategy & Planning Managers, Organizational Development Professionals, CIOs/CTOs, IT Directors and Senior IT Managers, Enterprise Architects

Key Takeaways

• A continuing dialogue with the business is vital. Business keen to expand and add new capability. IT priority is to secure standalone to budget and timescale. A governance structure established to secure business buy in and reconcile conflicting priorities
• Technology is the easy bit. A journey to a standalone company has demanded new capability within VCC such as Enterprise Architecture, Security & Control, and Supplier & Competence Strategy
• After several years in survival mode ramping up for the largest IT program VCC has executed in several decades after required unique actions by management to secure quality, sourcing and appropriate program management.