根据文献理解，大众应该寻求了解在他们的业务部门高管的抑制因素和促成因素。高管们不应该把申请资金作为一种竞争。他们应该意识到他们在大众美国公司中所扮演的整体角色，他们应该保持短期目标和长期目标，并理解为什么他们的IT资金被批准或不被批准。IT项目都是关于权衡的，执行层的人员必须理解为什么他们的工作比其他工作的优先级低。如果不让他们理解这一点，那么任何战略的实施都将是失败的。正如大众汽车美国公司的首席信息官Matulovic所观察到的，“他们看到的是我的项目没有得到资金，这阻碍了我的工作。IT看起来像一个障碍”(Austin, 2007, p. 9)。
When formulating the IT strategy, Volkswagen should have taken into consideration the form of issue that it faced in strategy. Volkswagen should have had a more consolidated global outlook. It should have sought to have an IT practice that was integrated across all its units from the point of inception. This would have reduced the problem it had with transferring its IT knowledge to GedUSA. Similarly, the use of multiple IT service provider issues could also have been reduced. As such, only in 2002, the company was able to bring in the single point governance in IT units.
When a new IT solution is presented by the company, it could so happen that some people in the company might not find the solution as effective as another. Internal client requirements would not get transferred completely into deliverables and companies could sometimes have to view their IT product in a more subjective manner based on whom it benefits in the organization. Luftman et al. (1999) present the concept of enablers and inhibitors in the organization. Enablers could be such departments that work closely on the IT work. Enablers are the ones that prioritize their needs well and understand the difference between short-term goals and long-term goals. On the other hand, inhibitors would not be that involved when the IT development process is underway. They have more rigid inflexible goals and would not differentiate well between shot-term and long-term goals. They could furthermore introduce issues of prioritization in the company. The form of IT projects that were proposed to Volkswagen in their IT build was around 40 projects, and the funding requirements for such IT projects were an approximate 210$ million. Now in this context, with a capping of $60 million, it was necessary to ensure that some IT business units were to be funded and some were to be left behind. The issues faced by Volkswagen America were that there were many calling-ups about the business heading with concerns that their areas in the company were not funded.
As per literature understanding, Volkswagen should seek to understand the inhibitors and enablers in their business unit executives. Executives should not apply for funding as a competitive thing. They should realize the overall role they play in Volkswagen America and they should maintain short-term goals and long-term goals and understand why their IT funding is approved or not approved. IT projects are all about trade-offs, and the people in executive level must understand why their work was less prioritized than another. If they are not made to understand this, then implementation of any strategy would be a failure. As Matulovic, the Chief Information officer at Volkswagen USA, observed, “What they see is my project didn’t get funded, and this is keeping me from doing my job. IT looks like an obstacle” (Austin, 2007, p. 9).