{"id":1492,"date":"2015-12-05T22:44:33","date_gmt":"2015-12-06T03:44:33","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/volkswagen-how-to-destroy-30-billion-dollars-in-a-week\/"},"modified":"2015-12-06T09:06:00","modified_gmt":"2015-12-06T14:06:00","slug":"volkswagen-how-to-destroy-30-billion-dollars-in-a-week","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/volkswagen-how-to-destroy-30-billion-dollars-in-a-week\/","title":{"rendered":"Volkswagen: how to destroy 30 billion dollars in a week"},"content":{"rendered":"<p>On the evening of Monday the 21<sup>st<\/sup> of September, Michael Horn \u2013 Volkswagen\u2019s head of U.S. operations stood at an event in New York and confessed to audience members that the company had \u201c<a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/35670_1_volkswagen-emissions_wg_360p.mp4\">totally screwed up<\/a>\u201d<sup>1<\/sup>. Less than a week earlier the company had been trading with a value of US$90 billion but at the time of Horn\u2019s address almost US$20 billion in value had been wiped away and another US$12 billion would be lost in the following day\u2019s trade<sup>2<\/sup>. Interestingly, Horn noted that the behaviour that had been uncovered was \u201ctotally inconsistent with the company\u2019s qualities\u201d \u2013 an acknowledgement of the misalignment between the firm\u2019s business and operating models that had occurred.<\/p>\n<p><a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/1.png\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-1481 aligncenter\" src=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/1.png\" alt=\"1\" width=\"1261\" height=\"422\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/1.png 1261w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/1-300x100.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/1-1024x343.png 1024w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/1-600x201.png 600w\" sizes=\"auto, (max-width: 1261px) 100vw, 1261px\" \/><\/a><\/p>\n<p style=\"text-align: center\">***<\/p>\n<p>Volkswagen\u2019s <strong>business model<\/strong> relied on four key value creating pillars:<\/p>\n<ol>\n<li><strong>A diverse portfolio of <u>autonomous<\/u> brands<\/strong>: structured to enable each brand the independence to create a distinct value proposition in its segment of the market; ranging from economy through to ultra-premium<sup>3<\/sup>.<a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/2.png\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-1482 aligncenter\" src=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/2.png\" alt=\"2\" width=\"862\" height=\"218\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/2.png 862w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/2-300x76.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/2-600x152.png 600w\" sizes=\"auto, (max-width: 862px) 100vw, 862px\" \/><\/a><\/li>\n<li><strong>A focus on sustainability:<\/strong> investment into green technology as a key enabler of sales growth in the 21<sup>st<\/sup> century as consumers become increasingly environmentally conscious.<\/li>\n<li><strong>Vertically integrated economies of scale:<\/strong> ownership of a much of the value chain prior to dealerships with many specialised component factories.<\/li>\n<li><strong>An employer of choice:<\/strong> with over 500,000 employees the firm considers its ability to attract talent as a key value driver.<\/li>\n<\/ol>\n<p>Within Volkswagen Group\u2019s <strong>operating model<\/strong> there are five core process, with all (excluding distribution) being completed independently by each of the Volkswagen brands.<\/p>\n<ol>\n<li><strong>Vehicle design<\/strong><\/li>\n<li><strong>Component manufacturing<\/strong><\/li>\n<li><strong>Vehicle assembly<\/strong><\/li>\n<li><strong>Distribution through Volkswagen Transport (global shipping and freight)<\/strong><\/li>\n<li><strong>Sales<\/strong><\/li>\n<\/ol>\n<p>Brand independence across the operating model is vital to ensure that each of the manufacturers is able to implement processes that best suit the value proposition desired by the target customer segment. To illustrate the important differences across the group the following image contrasts the production of Volkswagens at the company\u2019s massive Wolfsburg factory (<a href=\"https:\/\/www.youtube.com\/watch?v=52wMDkfljrk\">take a tour)<\/a> with the production of Bugattis in France<sup>4,5<\/sup>.<\/p>\n<p><a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/3.png\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-1483 aligncenter\" src=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/3.png\" alt=\"3\" width=\"6574\" height=\"3684\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/3.png 6574w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/3-300x168.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/3-1024x574.png 1024w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/3-600x336.png 600w\" sizes=\"auto, (max-width: 6574px) 100vw, 6574px\" \/><\/a><\/p>\n<p>The sharing of distribution services across the group is facilitated through a dedicated logistics arm \u201cVolkswagen Transport\u201d that enables some of the smaller manufacturers (Porsche, Lamborghini etc.) to leverage the scale of the other businesses in the portfolio \u2013 improving access to ports and shipping routes and lowering costs.<\/p>\n<p>In an effort to extract manufacturing efficiencies and share \u201cgreen\u201d technology across the portfolio Volkswagen has more recently implemented what it refers to as the \u201cmodular toolkit strategy\u201d, a design group outside of the normal manufacturing process intended to reduce platform material costs up to 60% by reducing engineering hours per vehicle and lowering one-off expenses<sup>6<\/sup>. As with the Group-wide distribution process, the modular toolkit strategy is shared across the mass-market brands with initiatives typically implemented across the core Volkswagen, Skoda and SEAT.<\/p>\n<p>On the face of it, Volkswagen\u2019s business model had been highly effective \u2013 supporting a decade of impressive growth and expansion between 2005 and 2015.<\/p>\n<h2><strong>\u00a0<\/strong><strong>So what went wrong?<\/strong><\/h2>\n<p>The following illustration sets out Volkswagen\u2019s business and operating models, highlighting in red the problem area.<\/p>\n<p><a href=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/4.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-1484\" src=\"https:\/\/i4tsk12in2b2y7uts14c528g-wpengine.netdna-ssl.com\/wp-content\/uploads\/sites\/4\/2015\/12\/4.png\" alt=\"4\" width=\"6148\" height=\"3323\" srcset=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/4.png 6148w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/4-300x162.png 300w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/4-1024x553.png 1024w, https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/4-600x324.png 600w\" sizes=\"auto, (max-width: 6148px) 100vw, 6148px\" \/><\/a><\/p>\n<p>While this is a story that is clearly still developing, it seems that at its very root the introduction of the \u201cmodular toolkit strategy\u201d across multiple brands was inconsistent with the group\u2019s business model, which relies on autonomy between brands. The breakdown in alignment can be considered in the following stages:<\/p>\n<ol>\n<li>Aggressive sales growth and productivity targets at a group level combined with an increased focus on green technology lead to the creation of the \u201cmodular toolkit strategy\u201d<\/li>\n<li>The strategy sits outside of the normal production process within brands and is not integrated into the governance process that exists at a brand level (each portfolio company has its own governing board) to control quality and regulatory compliance<\/li>\n<li>Once issues were discovered, the extent of the impact was exacerbated by the multi-brand nature of the toolkit strategy. As such, more than 1.2 million vehicles are affected across the three mass-market brands: Volkswagen, Skoda and SEAT<\/li>\n<li>The issue is expected to drive further misalignment by jeopardizing Volkswagen\u2019s capacity to continue to be an employer of choice and attract talent<\/li>\n<\/ol>\n<p>In almost every way the operating and business models at Volkswagen are aligned but this post demonstrates that it only takes one source of misalignment for significant and lasting consequences to be felt. In the long term, Volkswagen will be able to fix this issue and management has already implemented changes to the structure of the modular toolkit strategy, to ensure greater oversight from senior group executives and input from portfolio brands wherever standardization is concerned<sup>7<\/sup>.<\/p>\n<p style=\"text-align: center\">***<\/p>\n<p style=\"font-size: 10px\"><strong>Sources:<\/strong><\/p>\n<p style=\"font-size: 10px\">(1) Mark Clothier, \u201cVW\u2019s U.S. Chief Apologizes for Diesel Dupe: \u2018We Screwed Up\u2019\u201d, Bloomberg Business, September 21, 2015, <a href=\"http:\/\/www.bloomberg.com\/news\/articles\/2015-09-22\/vw-s-u-s-chief-apologizes-for-diesel-cheating-we-screwed-up-\">http:\/\/www.bloomberg.com\/news\/articles\/2015-09-22\/vw-s-u-s-chief-apologizes-for-diesel-cheating-we-screwed-up-<\/a>, accessed November 2015<\/p>\n<p style=\"font-size: 10px\">(2) Capital IQ data, accessed November 2015<\/p>\n<p style=\"font-size: 10px\">(3) VW Factory tours, <a href=\"http:\/\/europeforvisitors.com\/germany\/cars\/vw-autostadt-factory-tours.htm%20accessed%20December%202015\">http:\/\/europeforvisitors.com\/germany\/cars\/vw-autostadt-factory-tours.htm accessed December 2015<\/a><\/p>\n<p style=\"font-size: 10px\">(4) Travis Okulski, \u201cInside Bugatti&#8217;s Factory, Where The World&#8217;s Fastest Cars Are Built\u201d, April 19 2012, <a href=\"http:\/\/www.businessinsider.com\/how-the-bugatti-veyron-is-made-2012-4#\">http:\/\/www.businessinsider.com\/how-the-bugatti-veyron-is-made-2012-4#<\/a> accessed December 2015<\/p>\n<p style=\"font-size: 10px\">(5) \u201cBrands and products\u201d, <a href=\"http:\/\/www.volkswagenag.com\/content\/vwcorp\/content\/en\/brands_and_products.html\">http:\/\/www.volkswagenag.com\/content\/vwcorp\/content\/en\/brands_and_products.html<\/a>, accessed December 2015<\/p>\n<p style=\"font-size: 10px\">(6) Frank Witter, \u201cVolkswagen Group: Volkswagen Group \u2013 Regaining trust\u201d, Volkswagen Aktiengesellschaft Investor Roadshow with J.P. Morgan, London, 29 October 2015 Slide 35 <a href=\"http:\/\/www.volkswagenag.com\/content\/vwcorp\/info_center\/en\/talks_and_presentations\/2015\/10\/London_RS.bin.html\/binarystorageitem\/file\/07_Handout_Presentation.pdf%20accessed%20December%202015\">http:\/\/www.volkswagenag.com\/content\/vwcorp\/info_center\/en\/talks_and_presentations\/2015\/10\/London_RS.bin.html\/binarystorageitem\/file\/07_Handout_Presentation.pdf<\/a> accessed December 2015<\/p>\n<p style=\"font-size: 10px\">(7) VW Group restructuring in response to emissions testing scandal; greater focus on the modular toolkits; Klinger out, Horn stays, Green Car Congress, 25 September 2015, http:\/\/www.greencarcongress.com\/2015\/09\/20150925-vwag.html accessed December 2015<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>This post explores how misalignment between Volkswagen\u2019s business model and operating model may have influenced the emissions scandal that is currently gripping the company.<\/p>\n","protected":false},"author":615,"featured_media":1493,"comment_status":"open","ping_status":"closed","template":"","categories":[116,76,119,301,302],"class_list":["post-1492","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-automotive","category-failure","category-loser","category-misalignment","category-volkswagen"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/the-tom-challenge-tom-winners-and-losers-assignment\/","yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - 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