Good morning Mr Herman Tse (CEO) & Shareholders

Fisker Automotive

Jai Ho Consultative Experts Always Aim for The Moon

Our Expertise

Yessica Valderamma / Magnus Holm / Rakeysh Chavan / Faisal Alfawaz/ Jimmy Stretz

AgendaLove Never DiesPress ConferenceStrategic LeadershipStrategic Leadership FrameworkLewin’s Force Field AnalysisRecommendations

http://www.youtube.com/watch?v=IxusHAgEdkc

Love Never Dies

Press Conference With Henrik Fisker

What are the main leadership issues at Fisker Automotive?

Our findings include these leadership problems:

Reliance on intuition

Focus on personal interests

Setting unrealistic goals

Lack of emphasis on quality

Failure to recognize external threats and adapt to changes

Strategic Leadership“Strategic leadership is a person’s ability to anticipate,

envision, maintain flexibility, think strategically, andWork well with others to initiate changes that will create

a viable future for the organization”.

Strategic Leadership

But how do weget started?

New Mission: “to sustainably manufacture responsible luxury electric automobiles to sell for the profitability of our company and a return to our shareholders”.

New Strategic Vision: “To be the leader in designing, manufacturing, and selling of premium luxury automobiles through innovative design, sustainable manufacturing and direct selling”.

Strategic S.M.A.R.T GoalsSell 6,300 Karmas starting at $90,000 by 2014.

Establish sustainable domestic manufacturing plant in the U.S by 31st of December 2013

Drive major innovation in battery technology through the modernization of production. First battery prototype produced by December31st, 2014.

Prioritization of Objectives

Become profitable & Pay back shareholders

Implement direct selling

model

Modernize manufacturing

Creating innovative

design

Strategic Management Framework

Environmental ScanningCompetitive AdvantagesSkills For Success SWOT AnalysisBusiness Strategy ReviewDecision/Timing

Environmental Scanning Political FactorsEconomic FactorsSocial FactorsTechnological Factors

Competitive AdvantageCore Competencies

Strategic LeadershipSelling/ customer service expertiseModernized manufacturing intelligenceInnovation design knowledge

Skills for SuccessAnticipate. Challenge. Interpret. Decide. Align.Learn.

S.W.O.T. Analysis

Strengths  Innovate design Direct selling business model Modernized manufacturing Strategic Leadership Commitment to green

 

Weaknesses  Lack of capital Brand recognition Tarnished history Unorganized procurement system

Opportunities  Niche luxury electric market Lack of competitors Fluctuating gas prices

 

Threats  Supplier technology Legal Complications Consumer spending habits

Business Strategy Review

Develop on core competencies

strategic leadership modernized manufacturing intelligence selling / customer service expertise innovation design knowledge

After shareholder payback & company profit

switch to growth strategy

Decision & Timing30 days decision period Implementation commencing immediately Should be a collaborative process

Implementation of Strategy

Force Field Analysis

Highlights… vi: Short-term wins:Selling 1050 Karmas by first quarterEstablishing domestic manufacturing plantSales promotion for brand awarenessMass orders to limited suppliers

Vii: Consolidate gains, create major change: Implement new reward system Invest in education and trainingRecruit and retain brilliant talent

Recommendations1. Implement strategic leadership after given decision period.2. Articulate a new mission statement, strategic vision statement and SMART goals & objectives.3. Use strategic management framework to formulate organisational change.4. Use the core competencies business strategy to achieve objectives and goals.5. Use force field analysis to implement organisational change.

Q & A

Jai Ho !!!

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