. .. « Why change ? when the rate of change outside the organization exceeds the rate of change

1. ... « Why change ? when the rate of change outside • the organization exceeds the rate of change • within, the end is in sight ! ...» • Jack Welsh • C.E.O Général Electric

2. nMore content : – Safety (airbags, ABS, tensioners ...) • – Comfort (A.C., assistances, ...) • – Chassis (monitoring systems) • – Communication systems • – Environment friendly • nMore quality : a must • Customer satisfaction Customer intimacy Customer owning corporation • nQuicker time to market : the quicker, the winner • nLess cost : car expenses are capped by clients total income Mandatory Breakthrough

3. Total investment– 35% • Time to market – 35% • Variable cost for same deliverables – 30% • + several innovative features

4. nCreativity : Capacity to imagine new concepts. • nInvention : Imagine new innovative features. • nInnovation : Market a new concept in an established feature. • Invention is part of the innovation process, an idea described clearly, a • matured concept. • Innovation is risky, and impacts directly the current processes.

5. Be creative in : • nProduct and Services : avoid (me-too) marketing. • nOrganizations : clarity and efficiency of organization are distinct concepts. • nTools : no new organization without new tools. • The model should not try to surpass the reality. • "When you have only a hammer as a tool, • you see all your problems as nails" • « Quand on a comme outil qu’un marteau, on voit tous ses problèmes comme des clous. »

6. Need for performance breakthrough Innovation for survival • n The copy-machine for creating projets does not work anymore. • n Shift from the one shot rocket to cruise-missile. A project organisation able to pilot in an unknown environment

7. "Putting together optimized sub-assemblies does not make anoptimized assembly". (Bellmann theorem)

8. nManage the merging : • – Decide only what is necessary • – Reduce what is left to be done • – Pull system • – Measurements • nLiving with complexity : • – Manage design inside complexity • – Manage non-determinism • - Simplify without reducing (KISS) • nSystematic empowerment : • – "Shared" rules • – Split into units • – Decide at the lowest level possible The project is a global responsibility

10. WHYTHE NEANDERTHALS BECAME EXTINCT

11. nManagement by stress : • – The impossible target : • nMandatory quality requirements • nDesign to cost • n«Fast track» • – Everything else is negotiable • nCross-functionality : • – Common and shared target across all functions • – Project platform • – Physical objects and locations • – Cultural mixing « Who knows only England, does not know England » (Rudyard Kipling)

15. nSimplify : In a complex environment, systematic search for perfection • leads certainly to mistake. • nFederate : Cross-functional optimization = extended company (including • suppliers and clients). • nManage confrontation : non-confronting leads to failure. • A single driver : client satisfaction. The project : a place for confrontation with a single constraint, the result

16. If you set your mind to achieve the impossible,... • You achieve the impossible ! • Victor Rice • CEO Lucas-Varity

17. We have already seen people targeting excellence • and obtaining mediocrity, • but we have never seen it the other way !

18. There are more men building walls than building bridges • (Chinese proverb)