Capability building, change management and organizational design for the shift to e-mobility: MIG guides OEMs, Tier 1–3 suppliers and SMEs from building new capabilities through shaping change to a future-ready organization — people-centered, structured, sustainable.
The powertrain transition is also an organizational one — from OEMs through the supply chain to mid-sized companies. Organizational Transition combines three advisory areas into one continuous process: which capabilities are needed, how change is led, and which organizational structure carries tomorrow's target vision. Every engagement ends with a concrete, actionable result.
Systematic development of the capabilities the powertrain transition requires within the organization.
Leading and communicating change for sustained acceptance across the organization.
Consistently aligning structure, roles and locations with the strategic target vision.
Five clearly defined phases create transparency — each with defined deliverables and decision points.
Capture the current state of capabilities, culture and structure.
Define the future organization and capability profile.
Prioritize the change and qualification roadmap.
Support leaders and teams through the transition.
Anchor new structures and capabilities for the long term.
The change is understood, embraced and actively supported.
Roles and responsibilities are aligned with the target vision.
The skills required for the powertrain transition have been built.
New structures and behaviors endure beyond the project timeline.
“MIG makes organizational change shapeable and sustainable — from capability building to lasting change.”Organizational Transition — Mobility Inflection Group
