…and the Butschek Game Plan
AG for 25 years and at Airbus for four years as COO
Butschek plans to have two advance modular platforms from the present six
the flexibility to be modified to fit different types of vehicles by either stretching or shrinking a common design. While this saves costs, It also reduces the time it takes for production and development
supplier base from 1,200 to 100 for the new platforms
New leadership team that’s lean and accountable
Be among the top 3 global commercial vehicle makers (current rank is 5)
rank among domestic passenger vehicle makers (current rank is 5)
Also, when drastic changes are afoot, Butschek understands that transparency will help in people accepting changes. “The leader has to make tough calls. Tough calls have been made already. More tough calls are going to happen, which will impact many,” Butschek lets on.
One of the fundamental problems at Tata Motors is that there are huge cost inefficiencies. “They don’t have it in their DNA, unlike Maruti Suzuki,” said a person partnerships and ET reported on Wednesday that the Indian automaker is at an advanced stage of finalising a tieup with Volkswagen.
In commercial vehicles (CV), this transformation will take much longer as there are more legacy products. The overall objective is
It has been a hectic year for Butschek, who had relocated to Mumbai with his wife, Petra. They have two daughters, aged 23 and 25, who are now on their own. The older daughter lives in Munich and the younger in London. “In India it is about my wife and myself,” Butschek says with a smile.
There’s another crucial difference between Mulally’s turnaround at Ford and Butschek’s attempt at one at Tata Motors. The former had Bill Ford — the great-grandson of the founder — as chairman. Butschek, for his part, with 25 years at Daimler, has been there, done that. “I know what ingredients are needed for a sust ai nable t ra nsfor mation programme and I intend to bring them to Tata Motors.”