Cases of Impact: Automotive

  • Five units of an automotive parts supplier, located in different Asian countries, join with a pan-Asian strategy process and systematically share resources. Gaining market share and developing new customers.
  • A global automotive manufacturer globalizes the manufacturing strategy. A team determines the requirements of product segments and develops the profile of competences needed globally to gain a footprint advantage. Local plants turn into a global manufacturing network, gaining advantages of responsiveness and cost.
  • An automotive supplier rebuilds the strategy process, connecting it to a quarterly global management meeting, determining and monitoring strategic initiatives. Segment-champions are institutionalized who set up and lead initiatives, creating new business results and developing processes.  A global network of the segment produces large-scale entrepreneurial success.
  • An U.S. manufacturer of engine parts restructures his divisions. Newly assigned business managers develop clear strategies at segment level within 90 days. Then, strategic product development initiatives are launched, producing tangible technical breakthroughs within 120 days. New segments and attractive customers are developed, position as technology leader is renewed, a seasoned strategist leads each business, forming a global management team.
  • An automotive supplier looks into the process chain of parts for the „end of production“ phase of platforms. A prototype process is designed and applied, involving two OEM and two far-apart European plants and several central functions. The project is focused on delta-results, not process design. Lower cost of end-of-life-cycle product, a new proven process ready to be rolled out internationally.
  • A German engine part manufacturer is to be integrated into a global corporation. A strategy team of the acquiree proactively develops a strategy for the new entity, suggests it to the acquirer and wins its support. The strategy is rolled out to other global divisions. Members of the original strategy team are assigned with jobs on the corporate level. Integration is implemented smoothly, a leap-frog strategy is implemented and significant value created.
  • A global manufacturer integrates a divison strategy, connecting product development and sales processes across several Asian and European locations. New customer projects are won, a foundation is laid for future cost reduction.
  • A division of a global U.S.-based automotive manufacturer forms a global management team connecting all locations in order to ramp up strategic performance. Through quarterly meetings in different locations members bring in segment challenge analyses plus suggestions for strategy and initiatives, all prepared in distributed segment teams. In focused debate, strategy suggestion are corroborated und advanced by mutual feedforward and advice, thus welding the team together. The division becomes number one in the corporation in terms of profitability.
  • Five national businesses of a U.S. automotive manufacturer in major East Asian countries join in a process of mutual learning and development of their strategies. By comparing differences and similarities the individual strategies become more distinct. Based on mutual respect for local solutions, the potential for coordinated market activities and shared resources becomes visible. The emerging team defines responsibilities for cross-location processes. At the same time, methodologies are streamlined and standards practices are adopted. A larger region management process is being created, building cooperation around shared missions and ways of working, leading to coordinated innovation and enhancing top-line and bottom-line results of all members.
  • A division of a U.S. engine parts manufacturer, having defined eight key segments for future business, establishes the new level of “business manager”. For this function, organizational space has to be cleared, and conflicts with central functions have to be resolved. The Division President initiates several focus projects for each segment. The President lets the new competences of business managers emerge with breakthrough success in technology and customer targeting. New segments and customers have been developed, profit is exceeding the plan. The business leader forms a team of skilled strategists, effectively collaborating with central engineering and sales functions.