Automotive Business… as Usual?

The automotive industry is facing significant structural changes that must be taken into account to improve performance in the coming years. The HR implications are, of course, crucial. Christophe Muyllaert, Managing Partner at Grant Alexander, Director of the Automotive & Transport Practice and responsible for the firm’s international strategy, sheds light on these challenges.
It is legitimate to question the direction of the automotive sector in the current context of transformation:

Road users have shifted from a focus on purchase cost to usage cost,
The rise of connected, virtual, and embedded technologies, as well as the imminent arrival of autonomous vehicles, is disrupting historical car usage,
“Hybridization” is trending, electric vehicles are circulating, all supported by governments,
Retail digitalization and the “web experience” have become powerful drivers of sales.

To properly understand and support the stakeholders of the automotive sector today and tomorrow, it is essential to examine these questions:
What impact will these new ways of using vehicles have on the margin structure of automotive distribution?
What will be the effect of new mobility offers, such as long-term leasing (LLD), on car sales?
What will happen in after-sales, new vehicles (VN), and used vehicles (VO) given the points above? What are the threats? What are the opportunities?

The consultants at Grant Alexander all have strong sectoral and/or functional practice specializations. Multi-sector specialization is particularly relevant in the face of the rapid transformations currently affecting different industries, each in its own way.
As Director of the Automotive Practice at Grant Alexander, Christophe Muyllaert observes the inevitable changes that HR leaders in the sector will face:
Additional or new skills will be necessary to maintain the sector’s performance, both in the short and long term,
Employees and their managers will need to be better prepared to maintain and develop organizational performance in order to deliver mobility services that do not yet exist.

How to support HR leaders toward new opportunities for change?
Grant Alexander has strengthened its Automotive Practice to provide expert responses to the sector’s transformation (both upstream and downstream) with a holistic approach: Executive Search, Talent Management Consulting, HR Consulting, and Interim Management.
For over 25 years, we have helped organizations find and select executives, while also advising them on HR strategy, talent deployment, and daily performance development.

Our commitment is comprehensive and sustainable:
Understand business challenges, identify, select, and develop talent to create value and performance for organizations,
Build long-term relationships with strategic clients,
Support our clients across Europe (in multiple languages).

Our methodology stems from our philosophy: Athlete Thinking
For us, thinking like an athlete means approaching performance differently, including its mental dimensions. For a manager, thinking like an athlete is about building peak performance, preparing as if for a high-level competition, and seeking full potential.
To identify “Athlete Minded” candidates or develop leaders and sales teams like athletes, we have developed a unique 3D evaluation system:

Professional assessment: Validate skills, proven experience, and past results,
Personality assessment: Measure emotional, social, and strategic intelligence to predict leadership behavior in situations,
Mental capacity assessment: Evaluate mental attributes that influence individual performance.

https://www.grantalexander.com/nos-convictions/athlete-thinking/

This approach is applied across our four areas of expertise:
Executive Search,
Talent Management Consulting,
360º HR Consulting,
Interim Management.

Why not define performance indicators to measure the success of our next collaboration?

christophe.muyllaert@grantalexander.com
— March 2018 —