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Published by:
Institute for Management Development (IMD) (2017)
Revision date:
27-Jun-2017
Length:
16 pages
Data source:
Field research

Abstract

Hilti's executive board wanted to expand Hilti's offer from mainly physical products and just a few free services to a full portfolio of both products and services. The objective was to increase customer engagement. The big challenge was to develop services that customers would value, but to do so much faster than it had done in the past. After six months' work, the development team successfully released the Hilti Service Time-To-Money ('Service TTM' / 'STTM') process, a new and fast project management framework for developing and launching services. It was clear to Hilti that it could (and should) develop its services much faster than its hardware products. As the team looked ahead, they wondered to what extent this new process could be applied to other projects besides developing and launching services. What criteria would allow them to decide when to use the traditional methodology and when to use the new, faster approach? More importantly, did it make sense for Hilti to become more agile in terms of its processes?

Topics

Agility; Lean management; Start-up company; Multinational company; Scrum; Process
Location:
Size:
22,000
Other setting(s):
July 2014 - January 2016

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