Featured case: Faurecia Digital Transformation

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The case

Who – the protagonist

Greg Dupont, manager of Faurecia Interior Systems’ Abrera Plant.


Faurecia is a global leader in automotive technology, and the sixth largest automotive supplier in the world.


Case A examines how Faurecia decorative division has used digital tools and technology, both hardware and software, to modernise its interior division in Abrera (Spain).

Case B illustrates the process of successful implementation of the digital transformation strategy in the Abrera plant.

And Case C covers real-time experiences of the people involved in digital transformation, captures the lessons learned and explains how Faurecia was able to transform its Abrera plant into a culture of innovation for the manufacturing processes.


Abrera is a municipality located 25 miles northwest of Barcelona in Spain.


The events began in January 2015, as Dupont pondered how to turn his plant around.

Key quote

“The team’s (existing senior workers at plant) morale was pretty low when I arrived as they were the bad guys in the eyes of the group (having constantly lost 3% operating margin per year for the past 12 years), and Abrera’s customers – VW & Audi – were very demanding customers, always sending the team challenging messages.” – Greg Dupont, manager of Faurecia Interior Systems’ Abrera plant.

What next?

How did Dupont turn around the fortunes of the Abrera plant? What went into making the digital transformation strategy successful?

Interested in finding out more?

Download the case and teaching note

Educators can login to view a free educator preview copy of this case and its teaching note.

Faurecia Digital Transformation (A)
Ref IMD-7-2076

Faurecia Digital Transformation (B)
Ref IMD-7-2077

Faurecia Digital Transformation (C)
Ref IMD-7-2078

Teaching note
Ref IMD-7-2076-T

The author


Carlos Cordon, Amit Kumar Singh, Yanik Cantieni and Marco Amici

Carlos discusses why he writes field research cases and the benefits of a case series.

Gaining company approval

Carlos said: “It is difficult to get into examples of companies trying things and being willing to publish it before they are sure that it is a success. In this case, the story continues to evolve and thanks to an EMBA participant we were able to access it.”

Field research advantages

He commented: “I usually do field research cases, very seldom from published sources. The advantage is that you can recreate in a case the dilemmas faced by a real executive in a real company. With published sources, it is difficult to create an interesting story for executives, it is not personal or not realistic. The challenge with field research is that the approval process from the company tends to be longer because the case often mentions specific names of executives.”

Make the case for a seriesMake the case for a series

He added: The case presented several interesting dilemmas over time that build on each other. By doing a case series, we could discuss the different dilemmas and how decisions taken at one point in time affects decisions later on. It also becomes a great learning opportunity about different aspects of management decisions and implementation of strategies.”

Different approach

Carlos concluded: “I would probably try to interview their main customer if I was to have my time again, though that would take more time and make the approval process more difficult.”

About the authors

Carlos Cordon is a Professor of Strategy at IMD business school.

Amit Kumar Singh, Yanik Cantieni and Marco Amici (IMD EMBA 2018) all produced the case under the supervision of Carlos Cordon.


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