The Domain Chapters transformation inside Luxoft and its cultural impact by Raluca Voicu

Automatic Summary

Understanding LAX Soft: An Insight into the World of Automotive Software Solutions

If you've ever wondered about the driving force behind the transformation of the automotive industry into software defined vehicles, then look no further than LAX Soft. This company's strong position in the automotive industry, a subgroup of the DXC family, offers a unique take on the future of cars, autonomous driving, and the extraordinary challenges and solutions that go hand in hand.

Who is LAX Soft?

With over 16,000 employees worldwide, LAX Soft is the automotive arm of DXC. Out of these employees, 3,500 are dedicated to the automotive sector with a mission to deliver complex and intriguing projects for over 70 automotive clients. These impressive numbers reflect the company's top-tier position in the automotive software industry, and its pride in retaining an extensive pool of loyal customers.

The Vision: Automotive Innovation with LAX Soft

As automotive innovators, LAX Soft is not just interested in increasing its customer base; they also aim to be recognized as a leader accelerating transformation to software-defined vehicles. Their mission is centred around offering digital cockpit solutions, connected mobility, autonomous drive testing and validation, ensuring best-in-class quality from design to road validation.

Why LAX Soft?

For LAX Soft, there are two perspectives on the 'why' - the industry perspective and company perspective.

Industry Perspective

  • Software-defined architecture disrupting auto industry
  • Car makers are increasingly focusing on personalization and continuous updates.
  • Autonomous vehicles are on the rise, ready to disrupt the automotive industry.
  • An acceleration towards electrification.
  • Reduction in the use of silicon chips.

Company Perspective

  • There is a war for talent in an overheated market.
  • High volatility due to global crises such as COVID-19 and the semiconductor shortage.
  • The work from home culture has decreased employee engagement and connection.

Becoming Better at What We Do

LAX Soft recognizes the need to improve certain areas for better delivery of services to their customers. These include improving project management skills, enhancing work package maturity, and a shift from a staff augmentation mentality to taking more responsibility for software delivery.

The Transformation Journey

The transformation for LAX Soft involves a change in the management hierarchy, separating people leadership roles from running project execution, and building a matrix organization known as a helix organization. Challenges that come with such a transformation are met with solutions which include top-level management decisions, setting Key Performance Indicators in domain chapters, and the alignment of all leadership goals.

Careers at LAX Soft

Attracting and retaining talent is a priority for LAX Soft. For those interested in a career in the company, applying on the website is a recommended first step. With a willingness to guide, coach, and learn, LAX Soft offers an open and inclusive environment for all.

In conclusion, LAX Soft embraces the market's responsibility in scaling up to deliver complex projects and cultivate exceptional engineers within an organization. Interested candidates may visit LAX Soft’s booth for more information and career opportunities.

Looking to start or advance your career in the automotive software industry? Think LAX Soft; think advanced automotive solutions.

As emphasized during recent hiring events, LAX Soft is committed to developing talent and has an open-door policy for all levels of seniority. So, why not join this forward-thinking team and be a part of the automotive industry’s transformation.

Video Transcription

First of all, before running through the slide, I would like to say that uh maybe through this presentation, uh uh uh we will run through some high level uh positioning for lax soft, high level understanding of what is automotive inside lax soft and then the why the how and the challenges plus solutions.

But um again, keeping the high level and uh not going in details, we will not share structure nor nor details of the names and so on because that would be for internal purpose only. Yeah, so moving forward, uh what is LAX soft and lacks soft part of the big DXC family around the world? So you see here some, some numbers, numbers we have captured uh 16 K employees worldwide and um out of this uh 3.5 part of automotive with uh a relevant footprint around the world able to deliver uh complex and interesting uh interesting projects out of the 590 active clients for for lack of 70 plus are automotive only and we are pretty uh proud to, to have them with us for four years already.

Yeah, so moving forward, what is automotive and uh uh I would like to say that besides the impressive number of customers, we were able to um uh have during the years and retain with us, uh we are uh seen and hopefully we, we hope to be seen as an automotive invader uh and accelerating the transformation to software defined vehicles.

So, more or less this is uh uh our vision and we are keen to, to, to support the transformation for all these uh uh partners. Uh We, we have with us as automotive story. What is the value we we deliver? And here I would like to say a few words about uh the, the segments we are supporting as uh a family of offerings come starting from Digital Cockpit where we create holistic, personalized, connected and intelligent in vehicle experiences running through then connected mobility and uh produce online integrated, safe uh and uh self updating vehicles, autonomous drive from advanced driver assistant to driverless mobility system test and validation while securing the best in class uh quality from design to to road validation and some uh important uh captures from, from our key key projecting into right then uh moving to, to the Y and uh here uh I will have um different perspective uh perspectives over the topic.

So first of all, uh why uh from industry perspectives and why from uh from company and from people perspective. So from um industry perspective, we have to hear some directions and challenges at the same point of time, uh software defined architecture is disrupting auto industry.

The future vehicle will provide the scope for customization and personalization on a level never seen before. So uh this scope will be enabled by software and the underlying hardware will be software defined hardware and software separation, driving fundamental changes into supplier ecosystem.

And we see o ems and tier ones are growing their own in-house uh software organizations, cars become even more connected. So it's predicted that the numbers of vehicle will, will reduce. Car makers are focused on personalization, continuous update and delivery of services and functionalities over the air S A's best strategy to monetize connected vehicle attract, understand and retain their customers. Traditional O ems are focusing their connected vehicle monetization through proven business cases in the IV I domains, autonomous vehicles are set to disrupt the auto industry. And uh this is only one component out of the Red Ocean, red Ocean inside the the automotive right now, robust yet affordable adas and autonomous driving chips and, and sensor solutions drive broader implementations of the A AL two and L two plus automation electrification acceleration.

This is yet another one very important with uh uh very much impact of over the over the everything around us commitment from automakers to be wholly electric across their model ranges before 2035 car design with fewer silicon chips. And I think, I think all of us, we, we saw what uh last year's uh meant uh this semi semiconductors crisis. Yeah, looking closer from company perspective. So just few few inputs when it comes to industry evolution and directions. Now that is uh one of the main points. Why also as as a as important player in the automotive industry, we also need to transform and be able to cope with all these changes. Yeah, there is quite a work for talent with high high cost for replacement. Yeah. So this overheated markets, high cost and not enough capacities. Yes, this might be true also for many other industries. But while we we have now the focus for for our case, I think it is good to underline that this. Yeah, it is very, very uh big issue and we are trying to, to find solutions and to fight with it high volatility. So we had COVID pandemic which is not done yet. We have semiconductors crisis and now we have a war. So Ukraine war and we need to react fast in the talent market and to cope with the change in all these ups and downs and um be able to deliver our commitment. Yeah. Work from home and the continuous decreasing engagement. Uh For sure.

This was the first reaction of the of the COVID and it was a good way to to continue the business still uh with pluses and minuses. We see that uh uh the um lack of connection, almost all the uh the continuous decrease in connection and engagement from, from people towards companies is result in uh sometimes more difficult uh uh you know, uh communication and collaboration. We, we need to have from people perspective, we have different geopolitical context which results in different needs and requires more focus. So yes, people require much more time to be spent with them and it's it is normal to be. So people are eager to grow and develop their skills. So this is not something new but uh we see uh this even growing and exponential because uh generation by generation, uh we see more and more uh in, in this direction and people are willing to develop faster and uh and faster, short and medium term projects can result in multiple assignments during the years and no real persistency.

So yes, this can be quite a quite an issue when there is nobody following the, the pe people during their journey inside the company moving forward. Yeah. So uh what I would like to present here, maybe it's uh to, to, to mention another dimension of the Y and uh that from delivery perspective, because more and more during the year we evolved and uh uh we evolved as project complexity and as engagement while delivering in front of our customers and uh moving much more from the staff augmentation.

So this means delivering people, yeah, towers manage delivery and be able to deliver value. Yeah. So while uh acting more and more like a true partner for our, for our customers, be able to, to, to deliver and keep uh quite uh uh quite good relation with uh with them and uh taking responsibility for, for more and more what we are good and what we need to become better. Here are some, some some points. So we are good in hard working and capable teams. We are uh having highly experienced individuals, some exceptional project results, great operation support. Uh uh But we need to become better when it comes to shortage of experienced project management skills and uh people in general sharp and management attention as seen in some projects, work package maturity of the organization defines self and deliver. Yeah, taking responsibility for software delivery versus staff augmentation mindset. So you see here this uh this transition, this evolution. So this is not like it coming, it's coming on the way without any effort. It is quite, quite an effort to, to move and to, to accept the responsibility and work with it. The lack of proficiency in tools processes and um lack soft way of working. So we are uh you know, very um how to say demanding in front of ourselves.

We want to become better and we really understand where we are, where we are and where we need to move. So uh wanting more and more from, from ourselves. Never enough to main expertise and challenges to hire externally. Well, never enough to main expertise, I think this would not be something very specific to us again. But while we understand the issue, this is important uh key reason why we would like to transform. Yeah, and then how we want to transform. So transforming the management hierarchy by separating people leadership responsibilities from the task of running the project execution and building more than a matrix organization. So beyond the matrix, which is a a helix organization defining the domain chapters as the engineering component of the automotive skills and the line covering the people, leadership uh through, through such a cold uh position as line manager capture, retain and build the values through the automotive skills and chapters.

And I think this is able to, to summarize uh uh the entire everything we are we are doing. Yeah, challenges and and solutions. Um Well, I think again, um looking to other lessons learned from other important stakeholders in the market, maybe we, we are not so unique, you know, we are facing all the challenges uh everyone faced when running such a transformation. But uh here we are uh our perspective over the challenges and uh how us as a company as lacks oft part of the XC, we were able and we are continue to to cope with this high resistance to move from full of ownership and, and me. Yeah, to collaborative approach and split of responsibilities meaning us. Yeah, this is quite, I mean, this is really the first one, existing silos in the vertical business units. Uh nothing more to add, just you know, uh it's true and when you have full ownership and full responsibility and you need to start the couple and focus. Yeah. Um this has a tendency to have some, some resistance. Yeah. New processes which require time for adoption. Well, it's, it's not very easy. Uh We are separating the lines, we are having uh much more focused on different things. So this means uh different stakeholders participating to uh different processes. And uh there is a lot of time needed for adoption. Yeah, supply and demand management.

And when I'm saying that I'm referring mainly to the internal, internal supply uh which is understanding uh what is what are the capabilities we have? What is a know how we have, where is this, know how located and how we can use a, know how and in terms of demand management, what is the business outlook and what is the business needs and how we best can support as a business to evolve and grow, how we can support our company to, to develop further to limitations.

Well, I I think again, this is not something uh uh specific. Yeah, uh a transformation of such a uh an amplitude comes with uh significant uh changes when it comes to when it comes to processes. So the the tools supporting the change needs to uh needs to uh you know, be adjusted so that we, we have the the full coverage, significant changes which cannot be implemented from one day to another. I think it is important to set up the baseline, to set up the right expectations and understand that once we start this uh this journey, it's not going to, to end uh from today to tomorrow. So it will be uh just uh just uh a continuous uh update and improvement. We, we need to, to be part of where our company had quite uh uh uh important uh um you know, input and uh solutions uh uh to, to overcome this cha uh challenges. Yeah. So for sure, the main thing was to have top level management decision. Uh And here I'm speaking about uh our CEO Dimi Lo Shinin to have KP I setting uh uh in domain chapters and project organizations so that all the leadership it's aligned in terms of goals. Yeah. And to understand clearly what we expect from them to have intense communication with all the involved parties.

Town halls, 1 to 1 saw quite, quite an effort here which was and continue to be, yeah, repeat again and again, the benefits in order to increase the level of adoption, I think. Yeah, this is uh going to continue hopefully uh uh we will be uh online at some point. We work together with the main uh actors hr resource management, it training solutions sales in order to identify and jointly agree the solutions to be developed. So As I said, multiple processes changed. Um a lot of people involved. Uh uh It's uh uh a lot of collaborative uh work needed in order to um result in a concrete and uh uh good performance. Yeah, continue learning about it and apply the best practices honestly. When COVID started, I, I felt the need to, to, to just start learning again. I mean, II I felt we do do not have yet solutions for everything uh We have around us but OK, we will maybe not have a, a real answer to all these issues. But what we can do is still to, you know, uh continue listen to people having expertise, we can continue trying to find our answers. We can continue guiding our people to, to, to learn more about this. We can run trainings for the people and make sure that there is the right understanding. Uh we can create the premises so that we are edging enough and fast enough to, to cope with the change.

Yeah, what we also did was to run in small steps, implement real time feedback and adjust. Yeah, so have realistic expectations, as I also said, and make sure everybody is aligned. So uh we, we started some some time ago but uh more and more we move from the roll out phase to continuous improvement and actually accept the challenge that this is just uh uh the first step in in this uh in this journey in this marathon we are, we are having now what I would like us all to retain out of um this uh short presentation from my side is that, you know, lacks soft embraces the responsibility to be one of the important actors in the automotive labor market.

Yeah, we are able to scale and deliver complex projects by focusing on growing excellent engineers in a dedicated organization, which in our case, we, we discussed uh previously about uh domain chapters. So I would like to thank you and invite you to visit lots of uh booths to learn more about uh our company career opportunities because we have many of them and chat with our team. So please go to Expo session and find lots of there. So I think that would be it from, from my side.

Fantastic. Thank you so much for this really well structured insightful presentation and thank you for taking time to be here with us today. You already shared that Locks Soft is hiring. So maybe 111 tip, 11 piece of advice for uh people who want to, to work at Locks soft. You know, what would you recommend them to do if you know, get noticed by the hiring manager? Except to the conference. Of course, I think this is like, you know, your

fast track. You know, I think we are uh company open to all the types of uh of level seniority and we are willing to develop people. And uh I think we, as I said, we understood our uh role in the market and we are actively working with, with this. So the first thing to do is to just uh uh apply on site and uh uh see what uh and which of the openings would, would fit. Uh And uh let's not be uh too, uh let's say, demanding from ourselves, let's not uh uh eliminate there or cut there. Uh some options just because we are as individuals, maybe the, the not, not the perfect fit, you know, uh as I said, we are ready to build, we are ready to, to, to coach and guide and learn. And uh by the way, I'm part of this company more than 15 years. So, you know, it's uh it's uh I think it's already uh a lot of learning. I did by myself, a lot of people I'm guiding. So uh a lot of people grew with the company.

So we are an open company for, for everyone. So just happy to, to join more enthusiast uh engineers.

That's a lot. Yeah, great. Thank you so much for sharing this and for this great abs and for the great energy that you brought to the Intact Global Conference two days. So stay with us. Probably people can chat with you also at the booth and I see Allah as also your colleagues are saying hi. So that is great. And um yeah, great. Stay with us and people probably would also to connect with you one on one to discuss more, connect with you on linkedin. Thank you very much and I'm dropping the link to the likes of booth if you want to visit. Say hi. Leave a note. Yeah, great. Thank you relu and have a great day. Bye bye.

Thank you too. Bye bye.