Technical and organizational obstacles when introducing Data in Motion to your organization

Technical and organizational obstacles when
introducing Data in Motion to your organization
Frankfurt, Date 20.10.2022

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Issuer:
Source: Conﬂuent Data in Motion Tour - Presentation Brose.pptx
ZIS-PD/Matuschzik, Sven 27. Sep. 2022
Agenda
• Introduction Brose
• Brose/Conﬂuent Journey
• Technical Obstacles
• Organizational Obstacles
• Fields of Actions
• Summary

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Product range
Mechatronic Systems and Drives for Automobiles
Systems and components for vehicle doors
and closure systems
Systems and components for thermal management
Electric motors for steering, braking
systems and drive train
Systems and components for micromobility
Seat systems and components Sensors for interior
and exterior
Liftgate and side door drives
* Currently no series order. Product competence available.

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Global presence
70 locations, 25 countries, 5 continents, about 30,000 employees

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Brose/Confluent Journey
2019
Implementation
Daily Operation and
Improvement
• Definition of Architecture
and building up Platform
• Realization of first Business
Cases
• Managing operation
• Improvements (Fields of
Action)
Idea Generation
2020 –2022 2022 – today
• Future Brose program
• Building up different IT
Solutions and Platforms.
Integration more important

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Technical Obstacles
Key Points
• Zero Trust IT Security Strategy. Going
through Firewalls with SSL/TLS
interception. Security Patching of
minor updates or JAVA. High internal
requirements.
• E2E Monitoring over diﬀerent
platforms. Only isolated view possible.
No visualization of Kafka integration
cases.
• Documentation quality, especially for
Connectors
How it works:
▪ Regional Kafka OnPremise Cluster
▪ Embedded in IIoT and Production Platform
▪ Way from Shopﬂoor to Business World in combination with other Integration Tools

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Organizational Obstacles
Common VM Infrastructure
Server CI
One per Server
Application CI
One per server, break availability inheritance for clusters
Subsystem CI
Kafka per cluster
Subsystem CI
Management
Production Data Connectivity
Enterprise App – Kafka
One per site
Enterprise CI
Management
Subsystem CI
Kafka Connect per cluster
Key Points
• Acceptance by management,
administrators, developers etc. not
immediately given. There are many
different reasons for this, but they can
slow down implementation.
• Different responsibilities make
efficient collaboration difficult. Less
capacities available for rollouts. Hard
to get speed and quality.
• Transparency of value not
immediately given. Discussions about
sense make life not easier.

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Fields of Actions
Operation Development Organization
Strategy Enhancements Marketing
Governance
Business
Enablement
#DesignYourFuture

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Integrationplatform Kafka
Fields of action
• Improvement of Operation processes and building international team to manage platform
• Stable Real Time Monitoring, as well as reporting for Platform and aligned components, incl. Platform, Developer,
Business and Manager Dashboards plus deactivating SSL/TLS encryption
• Better documentation of operational tasks
#DesignYourFuture
Operation
Priority 1

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Fields of action
• Improved and uniﬁed Deployment process
• Review of existing Development guidelines, Improved CI/CD pipelines with additional automated tests for better
development quality
• Better documentation of Integrations in CMDB to get overview of dependencies
#DesignYourFuture
Development Priority 2

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Issuer:
Fields of action
• Clear TOM. Bringing Kafka and IIoT topics together in one DevOps team (virtual or one team)
• Clear deﬁned roles (PO, Solution Architects, Developers, Platform Engineers)
• Employees are motivated for this topic, plus establishing agile working methods
#DesignYourFuture
Organization Priority 1

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Issuer:
Fields of action
• Deﬁning most important processes and documenting these in BMS system
• One way for Demands and Incidents
• Audits to validate standards (e.g. guidelines, processes and policies), best case automated and done by external
department
#DesignYourFuture
Governance Priority 2

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Fields of action
• Clear Commitement from all involved parties for available Integration platforms and Integration strategy
• Relevance of global data sources must be included in integration strategy, not only view to central applications
• Enhancing IT Strategy with a Data Driven Strategy
#DesignYourFuture
Strategy Priority 2

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Fields of action
• Strengthen of Platform approach
• Building up a hybrid I-Platform environment to fullﬁll all future requirements of OnPremise and Multi Cloud scenarios
• Validating kSQL and other Features for upcoming future Business Cases
#DesignYourFuture
Enhancements Priority 3

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Issuer:
Integrationplatforms Kafka
Fields of action
• A strong Integration campaign for IT and Business
• E.g. Videos, Articles, Podcasts, individual sessions
• E.g. Publishing Integration Success Stories
• Creating a virtual Training course which must be done regularly
• Establishing a Community for IT and Business
• External Marketing to have better chances to get Integration candidates for IT
#DesignYourFuture
Marketing Priority 1

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Fields of action
• Core DevOps Team for Lighthouse projects and Governance
• Maximum Enablement of Business Partners to do Integration Use Cases more by their own
#DesignYourFuture
Business
Enablement
Priority 3

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Summary
Data in Motion
Implementation is
more
Operation
Development Organizatio
n
Strategy
Enhancements Marketing
Governance
Business
Enablement

System supplier of the international
automotive industry

Technical and organizational obstacles when introducing Data in Motion to your organization

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Technical and organizational obstacles when introducing Data in Motion to your organization