change of a bosch division: wie gehen eine verringerung der belegschaft und ein positiver...

Automotive Aftermarket | AA/PJ-DNAA | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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fDNAA emotional Safety

fFacilitators Guide

f V1.0

Wandel einer Bosch Division Wie gehen eine Verringerung der Belegschaft und ein positiver Kulturwandel Hand in Hand?

HR Gipfel 2017, 24.10.2017

Roman Kugler, Director HR ManagementRobert Bosch GmbHAutomotive Aftermarket Division

Bosch Automotive Aftermarket - Change of a Division

Automotive Aftermarket | AA/HRM | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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Roman Kugler & People Management


Automotive Aftermarket | AA/BUD | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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Bosch Gruppe – Daten und Fakten

ff Gründungsjahr: 1886

f Stiftungsunternehmen

f Umsatz 2016: 73 Mrd. EUR

f Investitionen in F&E: 9 % vU

f Mitarbeiter 2016: 390 000

f Vertreten in rund 150 Ländern der Welt

Robert Bosch (1861 – 1942)

Mobility Solutions IndustrialTechnology

Energy and Building

Technology

Consumer Goods

Bosch Automotive Aftermarket - Change of a DivisionVier Unternehmensbereiche

Automotive Aftermarket | C/CCB, C/CCD | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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Portfolio: Parts, Bytes & Services

Diagnose ReparaturServices

Services

Parts Bytes Werkstatt Services

Software ESI[tronic]

Prüfgeräte & Produkte

Autofahrer-Portal

Technische Hotline& Training

Connected Workshop

Connected Cloud Services


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fDNAA emotional Safety

fFacilitators Guide

f V1.0

Wandel einer Bosch Division Wie gehen eine Verringerung der Belegschaft und ein positiver Kulturwandel Hand in Hand?

Bosch Automotive Aftermarket - Change of a Bosch Division


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Shape the Culture I: Emotional Safety

Shape the Culture II: Accountability

Shape the Organization:Lean Organization & Reduction of Management Positions

High Performance Organization: Change of Culture and Structure

PainPoints2015

VUCA-Environment

Profit

Performance Culture(Survey)

2015 Q3 2016 2017 2018

Cost Structure(Benchmark)

Profit



Automotive Aftermarket | AA/HRM AA/PJ-DNAA1 | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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What makes the difference: Emotional Safety and Accountability

Identify the cultural drivers that really matter…

Bosch Values

Leadership Values

AA Target Culture

Principles& Impact

Statements

Agility Industry 4.0 ValueSquare

Strategic Focus

Meeting Behavior

…


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Bosch Automotive Aftermarket - Change of a Bosch DivisionIdentify the cultural drivers that really matter…


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Change of a Division: Emotional Safety

What do you think ….

Ich teile meiner Führungskraft keine schlechten Nachrichten mit, weil ich Angst vor ihrer Reaktion habe

Meine Führungskraft ermutigt mich, auch kritische Themen anzusprechen


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Bosch Automotive Aftermarket - Change of a Bosch DivisionFactor 1: Emotional Safety - Definition

Emotional Safety = Vertrauen, dass das Team und insbesondere die Führungskraft niemanden zurückweist, lächerlich macht oder dafür bestraft, Fragen und Bedenken zu äußern oder Fehler einzuräumen.

Emotional Safety = sich sicher fühlen, selbst wenn man schlechte Nachrichten überbringt.

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2016: Emotional Safety is 1 of the 9 TOP Business KPIs

Emotional Safety enables High Performance

• Reaction to bad news• Freedom to disagree• Relationships based on trust• Attitude to mistakes• Openness to feedback

Bosch Automotive Aftermarket - Change of a Bosch DivisionFactor 2: Accountability (Verantwortungsübernahme)

Automotive Aftermarket | AA/HRD | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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fHält Versprechen bzgl. Zeitplan, Budget und zu erwartendem Qualitätsniveau. fMotiviert andere, selbst Verantwortung zu übernehmen. fDefiniert und kommuniziert klare Leistungskennzahlen und gewährleistet, dass

Leistungserwartungen erfüllt werden.f Erkennt und belohnt Hochleistungen von MitarbeiterInnen zeitnah;

benennt Konsequenzen für wiederholt schwache Leistung klar.f Zögert nicht, andere zu konfrontieren, wenn deren Leistung kontinuierlich die Erwartungen verfehlt.fAnalysiert regelmäßig, ob er/sie nicht Verantwortungsübernahme für zu viele Aufgaben erwartet bzw.

warum die erwartete Leistung nicht erbracht wurde und leitet die nötigen Maßnahmen ein.


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Bosch Automotive Aftermarket - Change of a Bosch DivisionSustainability of Cultural Change - Highlights

• Part of 9 Top KPIs of division• Annual survey reaching out to 100% of

Division (detailed report & follow up process) • For all supervisors: 1 (out of 5) annual

goals: improvement & quarterly impulse• Promote Role models &

consequences of culture violation• Part of Competency Model/ implemented in

Assessments / Talent Pool Selection• Leadership Development Modules;

eLearning: e.g.: “11 modules on Accountability”

• Omni-Channel Communication: Video, Bosch Connect, f2f, “power weeks”, …

• 25 Change Agents worldwide: (>= 50%) hand picked & qualified(supported by 100 HR BPs ww)



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Shape the Culture I: Emotional Safety

Shape the Culture II: Accountability

Shape the Organization:Lean Organization & Reduction of Management Positions

PainPoints2015+

VUCA-Environment

Profit


2015 Q3 2016 2017 2018


Profit



Automotive Aftermarket | AA/HR, AA/HRM | 12/07/2017© Robert Bosch GmbH 2016. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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fManagement structure tends to grow stronger than indirect personnel capacity (PCi) or TNSfHierarchy creates its own structurefManagement structure shows high permanence (“once there, always there”)fHigh Management structure may decrease agility – strong persistence against changesfManagement structure is a driver of fixed costsfReducing Management structure is costly, discouraging and time consuming

Bosch Automotive Aftermarket - Change of a Bosch DivisionObservations on Managerial Structure



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Path to a Lean Organizational Structure

*) SUL: SL Structure Upper Limit

Span of control: “1 manager +≥5 employees”

Ratio: “managers/ associates”

Æ leanest benchmark

Functional specific x-divisional & external

benchmark

GruppenleiterAbteilungsleiterBereichsleiter

Mitarbeiter

For all 20 “Leading Dimensions” of Automotive Aftermarketto be reached by 2020+

Monthly update in board meeting. Organization Design, Recruitment & Promotion



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Path to a Lean Organizational Structure – example Promotions

*) SUL: SL Structure Upper Limit

Monthly update in board meeting. Organization Design, Recruitment & Promotion

Position evaluation:Level of Position

Competence EvaluationReadiness of Person

Organizational Design:Lean SLx Structure

Managerial Structure Plan



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Key for making the Bosch division successful:

1. Enhance Trust Culture THEN Accountability Culture

2. Transfer Organization into Lean Managerial Structure

And HR?x Pushed to become a real business partner x Affected to increase own efficiencyx Making the difference