Transforming a global business: How TMD refined and redefined its multinational production and service practices

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

TMD Friction (TMD) is an international manufacturer of friction materials, used mostly for vehicle brakes, operating in the UK, USA, Brazil, Mexico, France, Italy, Sweden, Spain, China, Japan, and Romania, with its head office in Leverkusen in Germany. In “Managing cultural transformation in a multinational business”, Steven Smith and Christoph Kuth describe and analyze the effects of TMD's financial restructuring over a twelve month period from 2006, and quantify its startling results. Smith is a member of Quest Worldwide, the change specialists initially employed by TMD, and Kuth works for TMD.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2009), "Transforming a global business: How TMD refined and redefined its multinational production and service practices", Strategic Direction, Vol. 25 No. 5, pp. 8-10. https://doi.org/10.1108/02580540910952028