How can the corporate strategy be changed sustainably in order to be prepared for the challenges of tomorrow? Dealing with uncertainty, the use of new technologies or the relocation of processes to countries with advantageous wage structures are important sub-aspects. But the central question is how to mobilize one’s own employees and their ideas, their knowledge and bring their personal skills to the company in the best possible way.
The 10-year spare parts distribution strategy of a leading car manufacturer has been surpassed in just about two years by the dynamism of the Chinese market.
“You have 14 weeks. Then, the new local strategy must be ready and presented to the top management.” That is our mission. A first analysis shows, that the development of the strategy has so far been driven out of the German headquarters. Thus the consequences: lack of market relevance, lack of consideration of local influencing factors and, above all, lack of local responsibility. This can be changed.
Using an agile working model, we involve the local team responsible for spare parts distribution and the local top management in changing the strategy. Regular showcases help to establish the necessary transparency in the strategy building blocks. The strategic dialogue among the top management strengthens and gradually promotes the assumption of responsibility.
What starts as a strategy review project evolves into a transformation of the entire team in China: local ownership of strategy, agile mindset, and flexible response to changing market needs. The result is much more than just a new strategy.