Roads to Resilience

Land Rover aspired to become. Further, experts for the newly established corporate functions were also recruited, and external consultants were hired and embedded across the business to support the transformation to an independently run company.

People & culture

When the global economic situation eventually improved, the behaviours that were developed during the difficult periods and the lessons learned were not forgotten. In fact, the underpinning values became part of Jaguar

Land Rover’s “ dynamic business foundations ”: • confident leaders with a spirit of independence • engaged and passionate people • think like business owners, build partnerships • agile and cost effective operations.

To institutionalise this way of thinking and working, the company has introduced a number of frameworks. For example, new management hires go through an induction programme during which they learn about the company’s vision, its brands and values but also its three passions for delivering: • outstanding customer experience • design of greater products faster • environmental innovation As part of this programme, new hires also meet with members of the Executive Committee and Top – 150 leaders. Recognising the need for a formal approach to achieve consistency across the organisation, Jaguar Land Rover recently introduced a high performance behavioural framework. This aligns individuals’ performance objectives via functional and corporate scorecards to the company’s vision. Individuals are measured and rewarded based, not just on the achievement of objectives, but equally on the behaviours used to achieve those objectives. The purpose of this is to ensure that short term gains are not achieved to the detriment of longer term benefits. It is not a traditional command-and-control style performance management framework. In fact, its purpose is to support individuals becoming responsible business owners, by providing a clear and common understanding of Jaguar Land Rover’s vision, how people and functions within the company relate to one another to fulfil this vision, and the behavioural boundaries within which they are free to act, innovate and improvise. This engenders a strong sense of belonging, empowerment and desire to continually do better, but also the flexibility of mind to deal with uncertainty and think more like a ‘David’ when competing in markets dominated by ‘Goliaths’.

125

Roads to Resilience: Building dynamic approaches to risk to achieve future success