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Authors:
Published by:
Institute for Management Development (IMD) (2018)
Version:
19.06.2020
Revision date:
24-Jun-2020
Length:
2 pages
Data source:
Field research

Abstract

This is part of a case series. Back in 2014, Bossard's growth had been driven largely by an excellent executive management board, led by CEO David Dean, a long-time Bossard leader, who focused on three strategic pillars: product solutions, engineering and logistics. While enjoying the success of the company, the CEO and the Chairman started a process to focus on new technologies that will impact the industrial fastener market and the production of their main customers, ie OEM manufacturers. 3D-Printing, for example, will not replace the manufacturing of industrial fasteners in the near future. However, if more industrial parts are 3-printed and not assembled, there is no need for fasteners. On the logistics and production front, the Internet-of-Things (IoT), Industry 4.0, and Robotics will change the factory of the future. Big Data, Machine Learning and Artificial Intelligence will also open new frontiers in manufacturing, and finally, 'smart screws' have the potential to serve as sensors for collecting relevant data. Despite all these new technology, Bossard decided that it does not need a 'Digital Transformation', but realized that it had no shared vision for the company's digital future.

Topics

Strategy; Business to business; Digitalization; Differentiation; Digital transformation

Setting

The events covered by this item took place in 2017-2018.

Geographical setting

Region:
World/global
Country:
Switzerland

Featured company

Company name:
Bossard Holding
Employees:
1001-5000
Turnover:
CHF 786.2 million

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