Currently, I'm the Software Development Director at the Bosch China Innovation and Software Development Center (BCSC). My job is to ensure the delivery of mass production projects such as vehicle radars, ultrasonic radars, multifunctional cameras, and other software. At the BCSC, we embrace an engineer culture, so besides managing a team of 90+ people, I also devote half my energy to technical tasks, such as developing tools, formulating software strategies, and participating in real-vehicle testing and bench validation.

Before joining Bosch, I majored in vehicle engineering at university. As vehicle engineering students, we learned a lot of about Bosch from textbooks. That’s why Bosch holds a special place in our hearts and it is definitely a top employment destination. After joining Bosch, I also learned a lot. At that time, the concept of “software-defined vehicle” was booming. For my career development, I chose to work on automotive software. Compared to management, I personally prefer tech-oriented work, and sometimes I get so engrossed in writing code that I lose track of time. I particularly enjoy the process of learning by doing and solving problems. When I solve one problem after another, I find that I have a better understanding and grasp of the module, and I can handle it skillfully.

Our team is a flat and relatively young organization. It currently consists of over 90 people, and is expected to expand to more than 100 people by the end of the year. About 30%-40% of our team members were born after 1995. I think the younger generation is more likely to have unique ideas and ways of doing things. All we have to do is to create a free and inclusive atmosphere for the department and plan our projects clearly and reasonably, so our team members can be self-driven to complete tasks in various forms. As the department advocates the engineer culture and emphasizes the importance of practical actions, we guide young people to figure out what parts of their work interest them, let them take the initiative to participate, and support and help them when they encounter technical problems, rather than playing the role of supervisors.

Our team has a strong sense of action and responsibility. In a certain urgent project, we needed to deliver certain software partially, and the provided platform was only in a semi-finished state, which was something the Chinese team had never been involved in. We urgently organized the most experienced team to successfully complete the entire project within two weeks, from code annotating and software writing to onboard debugging. As members of the BCSC, we all understood the importance of this project to the business unit and the company, and that’s why we were driven by a strong sense of mission and responsibility and actively participated in the development and debugging. One of the important reasons why Bosch established the BCSC is to help Bosch adapt to the rapidly iterating Chinese market and frequent software updates, change Bosch’s image as a “traditional industrial giant”. That’s why we’re here. Everyone in the team keeps it in mind. That’s why we strive to achieve excellence in every project we’re involved in, in order to leave no regret.

As a team leader, I also focus on developing talents. Many of the young people who join our department have high expectations for training and hope to grow up within our mature system. In addition to our regular departmental training, we also organize various activities to promote knowledge sharing and mutual learning in innovative and fun ways. For instance, we created the “Sharing Month” program. Lt’s a knowledge base that has a points system and a reward mechanism based on a grading system. This incentivizes everyone to share different knowledge-related articles and publish articles, and exchange points for Bosch-related gifts. We created the game-like mechanism because we believe that we need to guide and motivate young people in different and more interesting ways. Simply assigning tasks and completing them may not be effective in motivating everyone.

During training and our interactions, l realized that the younger generation often showcases their learning achievements in unique and personalized ways, such as hand drawings. We share these learning achievements among our young employees to develop team awareness and help everyone better understand and learn from each other’s knowledge system, thereby improving their efficiency in starting their learning journey in the workplace. Additionally, we have a mutual training program for new employees, where they teach their newly acquired skills to their fellows. This approach allows young people to communicate efficiently in their own language, and as “teachers,” they not only teach their peers but also consolidate what they have learned, which can promote rapid progress for everyone. Of course, the process is supervised and guided by experienced senior staff.

Young people are welcome to join our department. They inject vitality into the team with their new ideas, strong learning abilities, and high adaptability. Our goal is for young people to gradually grow here and achieve excellence. We’re a team where “mutual learning” helps everyone grow into the best versions of themselves.

Working at the BCSC has always been exciting and attractive to me. I am passionate about technology and split my energy equally between technology and management. Even now, I still get to write code and conduct real-vehicle testing. Delivering software gives me a great sense of achievement and satisfaction. I enjoy the atmosphere of the software center. It's a large and active group of young people who value flatness and simplicity, and dedicate themselves to technology and delivery. What we do is pure and fulfilling every day. The management of the software center emphasizes the engineer culture and can pinpoint technical problems. They trust us and delegate authority, which creates opportunities for us to test our own ideas and tackle new challenges. This atmosphere allows us to continue to grow.

The BCSC's goal is very clear. It aims to assist Bosch in quickly completing the transformation to "new four modernizations”, namely electrification, networking, intelligence, and sharing, through a large amount of software R&D and delivery. We hope to explore a set of localized development models and logic that are different from traditional ones, allowing us to better adapt to the rapidly iterating Chinese market. We also hope to become a "center of excellence" with more mature capabilities in software development, middleware development, testing centers, etc. This will provide stronger support for business units, quickly and efficiently meeting their needs and contributing to Bosch's sustainable development and transformation.