The challenge – to generate a high level of acceptance for continuous change
Continental’s success comes down to its ability to combine current customer and market demands with the latest trends in technology. It’s not surprising, therefore, that its strategic focus is a varied one, ranging from mobility as a service and Industry 4.0 to cloud computing, the digital workplace, blockchain, artificial intelligence and service management.
Operating in this highly volatile and complex environment throws up new challenges on a daily basis – and not just for the organization as a whole, but for every member of staff, too. IT applications, business processes, roles and global collaboration with colleagues, customers and suppliers all change in rapid succession. “We never stop,” comments Marcus Meyer, SAP QM Consultant at Continental. “However, we can only achieve our targets if our staff both accept and implement the changes that are needed.” Meyer firmly believes that the top priority for change management is to ensure change becomes an integral part of the corporate culture. “But this only works if we create the right conditions to ensure that each and every individual in the company has positive experiences of changes.”