On-time rate above 95% — company-wide open book management in the automotive sector with ChangeMaker

While the core business field was subject to dynamic change in technologies, service, and ownership models, many new opportunities arose in adjacent areas, particularly in services. The executive board therefore decided on a strategic realignment through 2030 as well as a more entrepreneurially shaped organization of line work. An earlier strategy program, which had been tracked primarily by means of presentations and Excel, had not achieved the desired results despite high steering effort.

For the strategy program, the executive board defined and quantified 15 strategic goals and then involved all hierarchy levels in the elaboration in the form of initiatives, milestones, and tasks. Implementation in the first program year was secured with about 500 tasks. All tasks were consistently captured, prioritized, and steered through defined responsibilities, so that continuous transparency over progress and dependencies emerged. The system-supported consolidation enables an audience-appropriate preparation for every management level and thereby creates the basis for effective, data-based steering of the entire organization.

In particular, the ability to map complex corporate structures clearly and graphically proved to be a central added value for steering the overall organization. To embed it sustainably in the company, a dedicated role was created that was responsible both for the substantive further development of the platform and for the structured onboarding of new users.