Documente Academic
Documente Profesional
Documente Cultură
Business Model
technological obsolescence
Business Problems
Unable to react to Rapid changes in
disruptive technologies customer expectations
IS in a
leadership
role in digital
innovation
Trigger point:
IS leadership
Unprecedented Unable to keep up handled the
vehicle recalls with problem situation
effectively
SWOT Analysis
1. Robust Supply chain 1. Bottom-up innovation approach
2. Customer base 2. Slow improvement process
3. Vehicle technology 3. Lack of digital innovation
S 4.
5.
Centralized IS team
Innovation mindset
4. Decentralized customer database
W
O 1. Digital economy
2. Emerging technology of
1.
2.
Agile new entrants
First mover advantage to rivals
T
autonomous driving, telematics 3. Changing customer expectations
3. ISMAC 4. Obsolescence of existing technology
• Analytics and Social Media – Development of a customer sentiment platform using social
media profiles identified through Endeca. Predicting driving patterns and map routes to avoid
traffic
• IoT – Introduction of Safety Connect (2009), Entune (2011), Sensors for Connected Vehicle
platform. Research partnership with MIT and Stanford
• Mobile – Emailing customers pictures of themselves with vehicles they’re interested in.
• Cloud – Use of Microsoft Cloud services and Amazon Web Services. Adoption of Workday.
Implications
1. Capability of top-down innovation
2. Agile, efficient IS division (SaaS)
Product Physical Digital
3. Digital DNA: Connect & Develop Channel
Technology
Standardization
Data
Process
People
Control
Fully Partially Decentralized
Centralized Centralized
Initial and final state comparison
Initial Final
Organizational Structure Centralized IS 4 IS divisions
Net Income Loss of US$4.448 b Profit of US$10.230 b
Customer Experience In-person dealership Digical
Role of IT Hybrid of Cost and Service Investment Centre
Centre
IT Technology adoption Rigid Agile
Marketing campaign Traditional Data driven
Company structure 3 divisions under TMA All 3 divisions combined
Vendor Relationships More flexibility and newer Traditional long-term
approach in their relationships with big
relationships with start-ups vendors
Key Takeaways
• Upgrade or perish
• Effectiveness of Open-innovation
Threat from new entrants High Risk Mitigated (By becoming an agile
organization)
TMC
(Toyota Motor Corp.)
TMA
(Toyota Motor North America)
Schneider Electric
Technology
Standardization
Data
Process
People
Control
Fully Partially Decentralized
Centralized Centralized
Toyota