Leadership in times of transformation: Functional focus
Dr. Ricarda Engelmeier
Managing Director MMK, Founder and CEO MyCollective
Prof. Dr. Dr. h. c. mult. Horst Wildemann
Managing Director TCW, Technical University of Munich
Outstanding case studies on function-related transformations
In times of change and uncertainty, companies must reflect on the core of their business model and place the contribution of their entrepreneurial activities in a social context. Companies that succeed in taking this step have the opportunity to become active partners in society and help shape the way we live together.
Case study: Munich Airport
Jost Lammers
Chairman of the Management Board Munich Airport
Airports are far more than just places where airplanes take off and land. They are complex hubs in the global transportation network that efficiently transport people and goods from one place to another. Munich Airport has developed into one of the most advanced and efficient airports in the world through targeted transformation processes and innovation measures. A central element of the transformation at Munich Airport is the continuous optimization of the infrastructure. The expansion of terminals, runways and runways and the introduction of state-of-the-art technologies have significantly increased capacity. This not only enables a higher number of flights and passengers, but also more efficient handling and minimization of waiting times. In addition, Munich Airport has taken on a pioneering role in the integration of security measures and health protocols. Especially in times of global health crises, innovative solutions have been implemented to ensure the safety of passengers and staff. This includes contactless check-in processes, automated baggage handling and comprehensive hygiene concepts.
Case study: BMW AG
Dr. Joachim Post
Member of the Board of Management BMW AG
The BMW Group sees itself as an active partner to society and is committed to social responsibility as well as ecological and economic sustainability. Continuous efforts and innovations are necessary to obtain and maintain the status of "License to Lead" from society. The BMW Group strives to be recognized as a creator of social and economic benefits and has implemented comprehensive function-related transformation processes to this end. A central aspect of transformation at BMW is supply chain management. In times of growing challenges, BMW has focused on increasing the resilience of its supply chain. This includes the rapid establishment of alternative production sites and pragmatic support within the BMW Group network to minimize production downtime. BMW has also established a comprehensive sourcing and quality management system that forms the basis for a sustainable supply chain. The complexity of the supply chain is managed through strict monitoring and quality controls, which ensures the robustness and reliability of suppliers. The strategic dimension of resilience management also includes preparing for geopolitical risks and implementing local-for-local sourcing strategies, particularly for critical components such as battery cells.
Case study: Porsche AG
Albrecht Reimold
Member of the Executive Board Porsche AG
Porsche has succeeded in establishing a "want-to-have" brand for many, something that only a few companies manage to do when positioning their brand. Under the motto "The best of series production and manufacture", the balancing act has been mastered time and time again. A central aspect of the transformation at Porsche is the integration of state-of-the-art manufacturing technologies into production. By using Industry 4.0 concepts such as networked production facilities, robotics and artificial intelligence, Porsche has been able to significantly increase efficiency and precision in series production. At the same time, the high proportion of manual work and tailor-made production processes means that the handcrafted character that is characteristic of the Porsche brand is retained. This character is supported by the possibility of individualizing and personalizing the vehicles. Porsche offers its customers numerous opportunities to customize their vehicles according to their individual wishes and needs. Through this customer-oriented strategy, Porsche strengthens the bond with its customers and increases brand loyalty.
Lessons Learned
In times of transformation, companies are required to actively shape their role in society and fulfill their function in the global network.
- Continuous optimizationA key finding is the importance of continuously optimizing infrastructures and operational processes in order to increase efficiency and capacity. This requires the use of state-of-the-art technologies and the implementation of innovative security measures in order to be able to react flexibly to challenges.
- Sustainability and social responsibilitySustainability and social responsibility are also key elements of successful transformations. Companies must integrate environmental and social sustainability principles into their business strategies in order to be successful in the long term and secure their "license to lead". This includes reducing the ecological footprint by using environmentally friendly technologies and processes as well as assuming social responsibility in the community.
- Continuous improvement and innovationContinuous improvement and innovation must be firmly anchored in the corporate culture. Companies should strive to constantly develop new technologies and concepts through research and development in order to secure their competitiveness and strengthen their market position. This also requires close cooperation and networking within the company and with external partners.
- Strong and clear communicationFinally, the importance of strong and clear communication should not be underestimated. Transparent decision-making processes and comprehensive communication are necessary to reduce information asymmetries and build trust among employees and stakeholders. This not only supports internal collaboration, but also promotes acceptance and understanding of transformation measures.