C-Suite Insights 20th October 2021

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Agile organisation case study: ZF Friedrichshafen

 

McKinsey & Company

 

Julian Fieres, the head of transformation, strategy, and sustainability at ZF Friedrichshafen AG (ZF), Electrified Powertrain Technology division, explains his strategy for a transformation involving two newly merged business units that together account for 30,000 employees and $10 billion in annual sales.

 

Rather than combine the divisions in the usual way ZF shook up the management hierarchy by separating people-leadership responsibilities from the task of running the product lines that form the traditional heart of the division. The result is a “helix” model featuring two parallel lines of accountability—a “dynamic axis” for the product lines themselves and a “stable axis” for the people, capabilities, and functional domains that support them.

 

As with other agile organisation models, the helix allows people and other resources to be shifted much more flexibly across product lines, helping ZF to compete in the fast-evolving landscape of e-mobility.

 

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​​​​FURTHER INSIGHTS


Report: ESG in marcomms decision-making

 

Opinium

 

This report explores the growing role of ESG in marcomms decision-making. Based on research amongst senior marcomms leaders, it shows that ESG is fast becoming central to day-to-day decision making.
 

Learn more>>

 

 

The return to the office heads in sharply different directions

 

Bloomberg

 

The world’s leading financial centres are breaking step in their march back to the office.

 

London and New York have, after a summer lull, regained some of their pre-pandemic bounce.

 

In Asia, the picture couldn’t be more different. Singapore and Sydney have had to introduce fresh restrictions as the number of coronavirus cases spikes. This international divergence is reflected in the mobility data compiled by Google, which tracks the locations of its users.

 

This article examines why there is a difference.

 

Learn more>>

 

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