TLDR The organization faced operational inefficiencies and rising costs from an outdated operating model, exacerbated by fluctuating raw material prices and regulatory changes. By revamping its model, the company achieved a 20% cost reduction and a 25% boost in production efficiency, highlighting the importance of Digital Transformation and continuous improvement for operational effectiveness.
TABLE OF CONTENTS
1. Background 2. Market Analysis 3. Internal Assessment 4. Strategic Initiatives 5. Target Operating Model Implementation KPIs 6. Target Operating Model Best Practices 7. Revise Target Operating Model 8. Revise Target Operating Model - Value Chain Analysis 9. Revise Target Operating Model - Resource-Based View (RBV) 10. Target Operating Model Case Studies 11. Additional Resources 12. Key Findings and Results
Consider this scenario: The organization, a mid-size automotive manufacturer, is grappling with an outdated target operating model that has led to operational inefficiencies and increased production costs.
Facing a 20% increase in operational expenses and a 15% decline in production efficiency over the past two years, the company is also contending with stiff competition from both established and emerging automotive manufacturers. External challenges include fluctuating raw material prices and a rapidly changing regulatory environment that impacts global supply chains. The primary strategic objective of the organization is to overhaul its target operating model to streamline operations, reduce costs, and enhance production efficiency to regain its competitive edge in the automotive market.
This mid-size automotive manufacturer has reached a critical point where its existing operational practices are no longer sustainable in the face of evolving industry demands and competitive pressures. The underlying issues appear to stem from an outdated target operating model and a lack of digital transformation initiatives, which have culminated in operational inefficiencies and increased production costs. To address these challenges, a comprehensive strategic plan has been developed, focusing on operational excellence and digital innovation as key pillars for driving the company's future growth and competitiveness.
The automotive industry is currently undergoing significant transformation, driven by trends in electrification, autonomous driving, connectivity, and shared mobility. This evolution presents both challenges and opportunities for traditional manufacturers.
Understanding the competitive landscape requires an analysis of the primary forces shaping the industry:
Emergent trends include a shift towards electric vehicles (EVs), increased demand for connected car technologies, and a push for more sustainable manufacturing practices. These trends are leading to major changes in industry dynamics, including:
The STEEPLE analysis highlights significant socio-economic, technological, environmental, and legislative factors shaping the industry, such as increasing environmental regulations, technological advancements in vehicle manufacturing, and shifting consumer preferences towards sustainability and digital features.
For a deeper analysis, take a look at these Market Analysis best practices:
The organization has a strong foundation in automotive manufacturing with a recognized brand and a loyal customer base. However, it faces challenges in operational efficiency and adapting to digital trends.
The MOST Analysis reveals misalignments between the company's mission and its operational strategies, particularly in areas of digital transformation and sustainability. Objectives related to cost reduction and efficiency improvements have not been fully integrated into daily operations.
The Core Competencies Analysis indicates strengths in traditional manufacturing and design, but gaps in digital innovation and sustainable practices. Addressing these gaps is critical for maintaining competitive advantage.
The McKinsey 7-S Analysis underscores inconsistencies in Systems and Skills with the current strategic direction, highlighting the need for digital upskilling and the adoption of advanced manufacturing technologies to improve operational efficiencies.
KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.
Monitoring TOM-related KPIs will offer actionable insights into the strategic plan's performance, helping the organization adjust its approach to meet its objectives effectively.
For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.
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To improve the effectiveness of implementation, we can leverage best practice documents in Target Operating Model. These resources below were developed by management consulting firms and Target Operating Model subject matter experts.
The strategic initiative to revise the Target Operating Model was underpinned by the application of 2 critical business frameworks: the Value Chain Analysis and the Resource-Based View (RBV).
The Value Chain Analysis, developed by Michael Porter, was instrumental in dissecting the company's operations into strategic activities to understand cost drivers and identify areas for differentiation. This framework proved invaluable in pinpointing inefficiencies within the manufacturing process and areas where digital technologies could be integrated to enhance productivity. Following this analysis, the team:
The Resource-Based View (RBV) was also applied to assess the company's internal capabilities and resources, focusing on those that could provide a competitive advantage in the context of the revised operating model. This perspective was crucial in identifying the company's unique strengths, such as its skilled workforce and proprietary manufacturing techniques, and aligning them with the new strategic direction. The application of RBV involved:
The implementation of these frameworks facilitated a comprehensive overhaul of the Target Operating Model. As a result, the company achieved a 20% reduction in operational costs and a 25% improvement in production efficiency. The strategic realignment, supported by the Value Chain Analysis and Resource-Based View, enabled the organization to streamline its operations, leverage its core competencies, and embrace digital transformation, thereby regaining its competitive edge in the automotive industry.
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Here is a summary of the key results of this case study:
The strategic initiative to revise the Target Operating Model has yielded significant results, notably a 20% reduction in operational costs and a 25% improvement in production efficiency. These outcomes are directly attributable to the effective application of the Value Chain Analysis and Resource-Based View frameworks, which facilitated a comprehensive understanding of the company's operations and strategic resources. The investment in advanced manufacturing technologies and the focus on digital upskilling of employees have been particularly successful, demonstrating the importance of embracing digital transformation in today's competitive automotive industry. However, the results also highlight areas for improvement. The process of identifying and addressing inefficiencies, while successful, suggests that ongoing monitoring and continuous improvement should be a priority to sustain these gains. Additionally, the investments in digital technologies and sustainable practices, while necessary, will require ongoing evaluation to ensure they continue to provide a competitive edge and align with industry trends and consumer preferences.
Given the successes and areas for improvement identified, the recommended next steps should include a continued focus on digital transformation and sustainability as key strategic priorities. This involves not only maintaining investments in technology and green manufacturing practices but also fostering a culture of innovation and continuous improvement. Regularly revisiting the company's operational model in light of emerging industry trends and technological advancements will be crucial. Additionally, expanding the digital upskilling programs to encompass a wider range of technologies and methodologies can further enhance the company's adaptability and competitive position. Finally, implementing a more robust system for tracking and analyzing the performance of new initiatives will ensure that the company can quickly identify areas for adjustment and improvement.
The development of this case study was overseen by Joseph Robinson. Joseph is the VP of Strategy at Flevy with expertise in Corporate Strategy and Operational Excellence. Prior to Flevy, Joseph worked at the Boston Consulting Group. He also has an MBA from MIT Sloan.
To cite this article, please use:
Source: Digital Transformation Strategy for Online Education Platform in APAC, Flevy Management Insights, Joseph Robinson, 2025
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