innovation in volkswagen
TRANSCRIPT
Module: Innovative Organisations
An Evaluation of the Innovation Process in Volkswagen AG
1. A brief description of Volkswagen AG
The car industry plays a pivotal role in the German economy. It has been the centre of
discussion on the so-called “German model” both concerning it's strengths and shortcomings.
It is a major employer and provides a large proportion of the higher-paid and traditionally secure
work positions. The car industry is the most important seat of power for Germany’s leading
union, IG Metall, and at the centre of the increasing entrenchment of Germany’s codetermination.
In terms of innovation the industry bears robust statistics. In contrast to the overall trend in
Germany, the sector has increased spending on research and development by 66% since 1990. In
1997 it spent DM 14.7 billion on R&D, 24% of the total business sector R&D expenditure in
Germany that year. In 1995 50,000 employees were engaged in R&D, 6% more than in 1991. The
impact is clear in patent statistics. The automotive industry registered 1,892 patents in 1990, 2,940
in 1996 (out of a total of 9,342 patents registered world-wide). Thus 31% per cent of patents
registered in 1995 were German, compared to 25% Japanese and 19% US-American; German
patents.
The Volkswagen works became state-maintained following the Allied withdrawal in 1949. In 1960
Volkswagen Works Limited transferred to a stock corporation (AG) and was partially privatised. At
that time, state institutions held 40% of shares, with the state of Lower Saxony and the German
Federal Government each holding 20%.
The uniqueness of Volkswagen's governance is based on a bespoke law named the “VW
Act” enacted in 1960 when Volkswagen was privatised, and a corresponding company
statute. This legislation includes, among other directives, a required two-third majority on the
supervisory board for any decisions on new plants or plant relocation thus ensuring that the
government and labour representatives could not be overruled in decisions concerning changes of
location and employment security. This has led to consistency in providing a solid basis for
continued innovation.
1967 saw the beginnings of a rupture in the post-war model at Volkswagen. The recession
showed the weakness of Volkswagen’s product strategy. The drop in demand in Germany
impacted VW more than other car manufacturers. Costs became an issue for the first time. It
became evident that product differentiation had its price when even a slight deviation from the
standard product required a separate process and work organization. Thus labour costs also
became an issue for the first time after the boom years. After sales had picked up again in 1968
the dependency on the Beetle remained. None of the new car models (the 1500/1600 and 411/412
series) became a success in the market place.
According to Beaver, W (1992) it was the then chairman of the management board, Rudolph
Leidung who forced a stagnant firm to innovate exponentially. The first step was to establish a US
plant in 1974. He pushed for a radical new design incorporating a front engine, front-wheel drive
and water-cooling along with increased passenger safety. The result was the VW Golf, marketed in
the US as the Rabbit. At its 1980's peak, VW occupied 15% of US automotive market share. This
soon declined and the firm turned to an embryonic merger and acquisition strategy with the
majority purchase of SEAT in 1990. In the late 90s VW moved upmarket with its purchase of Audi
but also retained the lower end of the market with it’s purchase of Skoda. Recently, VW has
addressed it’s continued losses in the USA with the planned opening of a US assembly line in
Tennessee, focused on production of sedan models.
The future options for VW would seem to rest on the US market where consumers are becoming
increasingly conscious of clean technology. For this reason, VW will increasingly focus on neat
ethanol, flexible-fuel and electric vehicles.
2. Organisational characteristics which facilitate innovation: a literature review
There is a general consensus in the reviewed literature that innovative organisations are
engineered to maximise the exploitation of new ideas. Beecham, J (2009) argues that many of the
firms with above average sales growth and profitability have a distinct innovation strategy which is
often characterised by a target of; “30% or more of sales from new products/service introductions
made in the past three to five years” . Nonaka and Takeuchi (1997) elaborate the underlying
characteristics which an organisation should possess to foster successful innovation and define
these as “Challenges”, “Commitment”, “Decision process”, “Knowledge Conversion” and
“Orientation to the Environment”. The idea of challenge suggests that an innovative organisation
encourages employees to commit to challenges as a developmental goal. Commitment, which
Miguel, Franklin and Popadiuk (2008) define as a key enabler to innovation, is how successful the
organisation is in communicating organisational goals to employees. The decision process element
is key in an innovative organisation and can be seen as a value-creation chain as it adds value to
original ideas as it progresses through the organisation. Knowledge conversion, the fourth of
Nonaka and Takeuchi’s 5 factors, has gained the most study in recent literature with Beecham, J
(2009) recognising the social, person-to-person conversion “tacit” process. The very fact that this
knowledge is not available to others adds to the firm’s competitive advantage. Finally, the firm’s
orientation to the external environment, essentially a recapitulation of organisational theories of
cybernetics, is identified as a second key enabler of innovation with the innovative organisation
reflecting the “dynamism of the external environment in the same proportion”, Miguel, Franklin and
Popadiuk (2008). The latter innovation factor on environmental orientation is applied more strictly
to the technology sector by Almirall, E and Casadenus-Masanell, R (2009) who identify two
models, of closed and open innovation. In their definition, firms which employ closed innovation will
typically make all the choices regarding product development while those which employ an open
approach will typically share their technology and integrate elements developed by competitors or
other organisations.
This brings us to further characteristics of an innovative organisation which are of particular relev-
ance to the manufacturing sector. A key concept, alluded to earlier, is value creation. Dietl, Royer
and Strattman (2008) refer to this as a “value-creation chain”. This term describes the structure
and relationships of all the value-adding activities carried out by various actors and companies to
bring a particular product or service to market. In the auto industry these actors would include mod-
ule suppliers, commodity parts suppliers on the input side followed by banks/leasing companies
and dealer chains on the output side. Dietl, Royer and Strattman (2008) make an explicit link
between value-creation chains and innovation by claiming that; “Superior innovation performance
is a strong indicator of entrepreneurial advantage”. Their study of Toyota, Mercedes and Opel
measures the innovation/entrepreneurial advantage corollary through both the quantity and market
relevance of innovations and, secondly, through evolution of market share
2.1 A critical examination of innovation in VW AG
I will now select three of the characteristics outlined above as well, namely decision process, know-
ledge conversion and orientation to the external environment as well as the value-creation dimen-
sion and examine VW’s congruence with these elements of innovation. Taking knowledge conver-
sion first, VW possesses two vital strengths here, brand community and innovation labs. Audi, a
subsidiary of VW, recently implemented an online development community named, “Virtual Lab”
where 1,662 car enthusiasts, equipped with a user-based design tool, developed ideas for future
innovations in infotainment systems. Through this process users participants expressed 219 ser-
vice ideas, gave 261 comments on the console, and contributed 728 visions of future car interiors.
Members of brand communities are considered an especially valuable source of innovation be-
cause they are passionate about the brand and experienced with its products and because they
support each other in solving problems and in generating new product ideas.
The $5.7 million VAIL (Volkswagen Automotive Innovation Laboratory) as a joint venture with Stan-
ford University, was established earlier in 2009 with the goals of accelerating automotive-related
research on campus, increasing opportunities for collaboration between the VW Group and Stan-
ford and build a global community of academic and industrial partners committed to the future of
automotive research. The VAIL is a good example of open innovation where it allows VW to dis-
cover areas of the product landscape that would be hard to imagine otherwise. As partners seek
better positions, VW discovers locations in the landscape that it may never have reached had it
been in charge of all choices. Researchers investigating user-driven innovation and examining the
relationship among collective knowledge sharing, product development, and innovation may find it
helpful to consider the complexity of the mapping between product features and customer value
created as a factor that can potentially moderate the effects of user contributions to product innov-
ation. Obviously, the distinction between user-driven innovation and innovation by firms becomes
especially important if value capture is explicitly considered.
Now, the role of the decision-making process in adding value to innovation at VW. As we have
seen the “VW act” legislates decision quora on plant locations and establishment. There is no evid-
ence that this 2/3 majority on the supervisory board in any way increases the length or complexity
of the decision-making process as regards innovation. As Choo, C and Johnston, R (2003) confirm,
“All decisions are about finding and choosing courses of action in order to attain some goals. The
difficulty of making a decision then depends on how clear the goals are, and how well we know
about alternatives that can achieve those goals”. It may be useful to consider how VW encourages
decision-making for innovation. In other words, adding to the value chain from such inputs as the
Innovation Lab. Certainly, the workers’ strike action at VW Mexico in 2000 specifically called for
more worker involvement in decision-making on seeking a consensus based on production. How-
ever, this tells us little about the place of decision-making in the value-creation chain. The concept
of “workholder value” developed by Volkswagen’s labour director in 1999
showed the uneasiness felt by company management and the search for a compromise. According
to this concept, personnel policy should combine two sets of goals in the future. One is workholder
value with social responsibility, knowledge management, employability and flexibility as central ele-
ments; the other is shareholder value aiming to increase company value, improve results, value
added per employee and yield. The fact that knowledge management is a key tenet of workholder
value we can assume that decision-making is streamlined to maximise knowledge transfer. This is
implicitly suggested by the fact that VW units are measured and rewarded on the basis of de-
cisions,
successes, and the expectations they raise. Certainly, all decisions on financial investment in in-
novations are discussed on an annual basis which may suggest that the product innovation cycle is
longer than expected due to decision-making structures.
Knowledge-conversion has been previously mentioned with specific attention to both the Audi Vir-
tual Lab and the VAIL facility at Stanford. These are quite different approaches which show the VW
is consciously harnessing both the tacit knowledge gained from the Virtual Lab and the explicit
knowledge gained from the VAIL facility. It would be interesting to explore how VW qualify the tacit
knowledge data with the technical possibilites gained from explicit knowledge gleaned from VAIL
research.
With regard to the next innovation factor, orientation to the external environment, it is already been
noted that VW generally exhibits an open innovation model. This can be best illustrated by the
electronic B2B supplier platform which has recently been established. This is the central supplier
access point to the VW Group. By providing cross-functional applications, the VW marketplace has
become embedded in the business processes and core competencies of the whole VW Group.
Since the program began in 2005, the number of users has increased from 400 to 55,000, supplier
sites from 160 to 16,700, and applications from four to 30. This means that the supplier-collabora-
tion platform is a strong “business-as-usual” asset which fosters open innovation..
3, VW Supply Group: the key innovation in VW AG
According to sources at VW, the main advantages of the electronic communication is the reduction
of adminstrative work, the acceleration of processes, improved planning accuracy and improved
transparency in the collaboration with its suppliers. The development of this B2B supplier
procurement platform has produced remarkable savings for both VW and suppliers over the past 5
years. Reference to statistics at VWGroupSupply in the Annual Report show that, as well as the
doubling of suppliers using the platform over the past 4 years, VW now handles all of its contracts
through this system generating transactions up to $56 million resulting in a saving of up to $70
million on the legacy direct procurement methods.
Lee, S (2003) carried out a comparative study of leadership in innovation within the automotive
B2B sector and rates VW as the leader in this field with Opel, BMW and Daimler following in order.
The type of innovation characterised by VW’s B2B supplier platform is essentially that of process
integration rather than product innovation per se. The advantage for VW, beyond the savings
already mentioned, is the ability to accelerate the time to market for new models. This is partly
facilitated by the fact that component orders that would have previously taken up to a month to
process are now executable within a few days with a comcomitant shedding of bureaucracy. In
terms of future stability of this platform, firms would seem to be so well-integrated into the system
that they could not operate their procurement without it.
The drivers behind this innovation are both diseconomies of scale created when VW diversified
their global production to include the USA in the mid-70s. This was compounded by the acquisition
of SEAT et al from the early 90s onwards. With each successive acquisition came a new portfolio
of suppliers with disparate means of procurement.
4. How I would contribute to the future of VW
As indicated in section 1, the most likely future for VW is in the US market where clean technology
is a key consumer concern. There would be a number of opportunities to leverage current gaps in
what I will call the innovation-supply chain as well as integrate current research activities with
innovation. The purpose behind focussing my involvement in Volkswagen USA is simply that the
key research facilities (VAIL in Palo Alto) as well as a production in Tennessee, give a unique
opportunity to integrate research, innovation and production more effectively.
Currently, the VAIL facility produces research and testing on new products which are developed
from the ideas generated from a disparate group of scientists, research fellows and specialists
invited by VW to join them at the Stanford Campus. These are no necessarily employees of VW
Group, and in this respect this innovation is open. Knowledge and data produced feeds into new
VW models and modifications. My first task here would be to investigate how VW could align the
virtual brand communities, such as the Audi Virtual Lab as an integrated input to to the innovation
process. The gap here, as I see it, is that the VAIL facility focuses on performance, handling,
braking and other mechanical aspects of the vehicles. However, we assume that brand conscious
consumers have high expectations for infotainment systems, car livery, and user features as much
as handling etc. These two crucial areas of research need to be brought together in a
complementary fashion as an integrated innovation platform.
This fusion of explicit (VAIL) and tacit (Virtual Lab) knowledge should result in an earlier
specification for suppliers to have access to. This would expidite costings for new components and
models. In parallel to the above, I would also very likely focus on aligning decision-making
processes with the innovation-supply chain. Ultimately, to get better models, more responsive to
customer needs, to the market rapidly, VW would need a radical decentralisation of investment
decision-making to functional heads along the innovation-supply chain. The aim of this would be to
position innovation as the main driver of investment as opposed to the tendency of investment
decisions being financed from the supervisory board. It is clear that VW is moving increasingly in
the direction of tapping online communities and networks for tacit knowledge as a means of
ramping up innovation, however this does not fully carry through to financing as these decision are
currently over-centralised.
References
Alminall, R and Masenell, M, 2008. Open and Closed Innovation, Journal of the Academy of Business and Economics
Beecham, J, 2009. Innovation: Turning Ideas Into Profit, Chemistry and Industry, 13/07
Choo, C and Johnston, R, 2004. Innovation in the Knowing Organisation, The Journal of Knowledge Management, 8:6
Dietl, H, Royer, S and Strattman, H, 2004. Value Creation Architecture, California Management Review
Fuller, J, Matzler, K and Hoppe, M, 2008. Brand Community Members as a Source of Innovation, Journal of Product Innovation and Management, 8;4
Lee, S, 2003. Report on B2B Technologies in the German Automotive Industry, Australian German Association
Miguel, L, Franklin, M and Popadiuk, S, 2008. Knowledge Creation with a View to Innovation as a Dynamic Capability in Competitive Firms, Journal of the Academy of Business and Economics, 8:4
Nonaka, I and Takeuchi, H, 1997. The Knowledge Creating Company, Oxford University Press