• The automotive industry is amidst a fundamental transformation, with electrification, autonomous driving, vehicle connectivity and shared services as primary drivers.

• Leading market position of traditional OEMs being threatened more and more by new level of competition brought into the market by new disruptive technology driven companies, startups, and new global players.

• Escalating regulatory requirements not only for classic automotive topics such as emissions and safety, but increasingly also for digital topics such as data protection, data security and data exchange.

Without organisational progress, technological progress is idle.

While in the past, departments and IT were often considered separately and optimised for themselves, the combination of department, IT and organisation is necessary to reflect technological progress. 
Organisational models that recognise and take into account technological development are well known. The steady advance of agile methods has already brought about a constant reflection on working environment in many organisations. 
Agile methods recognise that complexity does not decrease, but must be managed effectively so that companies and organisations can deal with changing framework conditions. Organisational development here ensures that people and areas in complex corporate structures are enabled to work together successfully.
The use of suitable frameworks is important here, but mostly a downstream discussion, as it requires a fundamental paradigm shift from previously often classic structures. Agile should be seen as a vehicle for responding to a constantly changing market.  
The necessary flexibility and the handling of significant uncertainties can be accompanied and ensured by strategically designed organisational development. 

Finding clarity and structure in project- and programmmanagement 

The business world is changing faster and faster - little is left of rigid corporate forms today. Companies and organisations need to be fast and adaptable.
To achieve this speed and adaptability, more and more work within companies takes place in projects and programmes. But even work in projects and programmes is no guarantee for success - too many influencing factors determine success and failure. 
As a consultancy, project work is our everyday business - so our clients from all sectors benefit from many years of experience in the management of complex transformation programmes and projects. In doing so, we rely on both self-developed and standard market frameworks and tools that provides the necessary structure, transparency and planning security in our projects. 
Every project is different - from agile to waterfall - we are trained to analyse the most complex issues in the shortest possible time, to unravel our clients' challenges and identify possible solutions, and to assist with these. It is important for us to pass on the knowledge we have acquired to our clients so that we can further empower them and their organisations. 

Highly dynamic technological development and the need to adapt business models quickly require companies to be able to change at a high speed. On the IT side, a stringent architecture is a basic prerequisite for the long-term sustainable development of IT. This enterprise architecture must enable flexibility and continuous modernisation and, on the other hand, limit the diversity of technologies and architectures. 
Architecture development mainly takes place in IT projects and focuses on using the best architecture for the respective business problem. These project architectures must be combined into a consistent overall architecture.  
A structured domain architecture is the basis for the entire architecture management. In particular, central IT domains with overarching importance should be identified and provided across the board. The domain architecture is flanked by focused architecture guidelines and specifications regarding usable technologies.  
CORE supports the development of project architectures as well as the construction of a comprehensive enterprise architecture. We use methods such as Domain Driven Design and Technology Management as well as extensive knowledge of available technologies and reference architectures.

Data protection and information security as two sides of the same coin.

Data protection is not possible without good information security. The hinge on both sides of the coin is the Technical Organisational Measures (TOM). These deposit in both as Privacy by Design and Privacy by Default. Other parallels in both spheres are risks, storage, and governance. Risks are handeled as a part of risk management of information security and as a part of data protection od data protection impact assessment (DIA), information is subject to retention periods. However, if information is also personal data, it is subject to deletion periods - together they form a mostly irresolvable contradiction.

Both sides must introduce minimum governance for their treatment: Control function (IPM or DPO), prioritised treatment by management, sufficient resources in terms of staff, technology and time. It is obvious to organise both topics in management systems: Information Security Management System (ISMS) and Data Protection Management System (DSMS). An ISMS should be set up according to the ISO 27001 standard, a DSMS precisely not according to the ISO 27701 standard. For data protection, the straightforward approach according to the GDPR is recommended. Both spheres remain in motion and offer space for new surprising solutions.