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Case
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Reference no. 321-0162-1
Authors: Martin Kupp (ESCP Business School Paris); Joe Peppard (Massachusetts Institute of Technology)
Originally published in: 2021
Revision date: 11-Jun-2021

Abstract

Rene Deist joined Faurecia in April 2017 as the new Global Chief Information Officer (CIO). Joining the management board, he had been hired to accelerate the digital transformation efforts at the company. Within the first 100 days at Faurecia, Rene had launched several initiatives, most importantly a cost-cutting program called 'Fit4Future' as well as the 'Digital transformation' initiative. Both initiatives were well received and regarded as successful. But Faurecia's growth targets were very ambitious as they had publicly announced a desire to grow to EUR30bn in revenue (from roughly EUR18bn in 2018) by 2025. A key driver of this growth were the so-called 'new value spaces' (expected to account for about EUR7bn in 2025, around half of the expected growth). These new value spaces were mainly driven by the digitization of the customer experience. Rene was considering the most appropriate and effective actions and initiatives to achieve these ambitious goals. He was convinced that both the business groups and over 400 manufacturing plants would need to play a more central role. But how should he convince them to step up to the plate? The teaching note outlines different teaching approaches and also describes how to use the material in an online setting.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Time period

The events covered by this case took place in 2017.

Geographical setting

Region:
World/global
Country:
France

Featured company

Faurecia
Employees:
10000+
Turnover:
EUR 18 bn
Type:
Privately held
Industry:
Automotive supplier

Featured protagonist

  • RenĂ© Deist (male), Chief Information Officer (CIO)

About

Abstract

Rene Deist joined Faurecia in April 2017 as the new Global Chief Information Officer (CIO). Joining the management board, he had been hired to accelerate the digital transformation efforts at the company. Within the first 100 days at Faurecia, Rene had launched several initiatives, most importantly a cost-cutting program called 'Fit4Future' as well as the 'Digital transformation' initiative. Both initiatives were well received and regarded as successful. But Faurecia's growth targets were very ambitious as they had publicly announced a desire to grow to EUR30bn in revenue (from roughly EUR18bn in 2018) by 2025. A key driver of this growth were the so-called 'new value spaces' (expected to account for about EUR7bn in 2025, around half of the expected growth). These new value spaces were mainly driven by the digitization of the customer experience. Rene was considering the most appropriate and effective actions and initiatives to achieve these ambitious goals. He was convinced that both the business groups and over 400 manufacturing plants would need to play a more central role. But how should he convince them to step up to the plate? The teaching note outlines different teaching approaches and also describes how to use the material in an online setting.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in 2017.

Geographical setting

Region:
World/global
Country:
France

Featured company

Faurecia
Employees:
10000+
Turnover:
EUR 18 bn
Type:
Privately held
Industry:
Automotive supplier

Featured protagonist

  • RenĂ© Deist (male), Chief Information Officer (CIO)

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