To build a sus­tain­able or­gan­i­sa­tion, there must be a holis­tic ap­proach to cus­tomer ser­vice. CNH In­dus­trial Ex­ec­u­tive Man­ag­ing Di­rec­tor, Ray­mond L. Os­good speaks about the evo­lu­tion­ary goals for the Aus­tralian and New Zealand (ANZ) arm of the global capita

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CNH In­dus­trial has a long his­tory as a global leader and in­no­va­tor across mul­ti­ple in­dus­trial and com­mer­cial sec­tors, and ge­ogra­phies. Iveco, its com­mer­cial ve­hi­cles brand, is a case in point: it has world­wide reach, with prod­ucts man­u­fac­tured at pro­duc­tion fa­cil­i­ties in Europe, China, Aus­tralia, Ar­gentina, Brazil and Africa, and busi­ness ac­tiv­i­ties in over 160 coun­tries.

For those un­fa­mil­iar with CNH In­dus­trial, the com­pany is a pow­er­house in cap­i­tal goods. Its 12 brands, in­clud­ing farm­ing equip­ment gi­ants, Case IH and New Hol­land Agri­cul­ture; prom­i­nent con­struc­tion equip­ment play­ers, Case Con­struc­tion and New Hol­land Con­struc­tion; com­mer­cial ve­hi­cle man­u­fac­tur­ers, Iveco and Iveco Bus; and industry lead­ing fire­fight­ing ve­hi­cle icon Ma­girus, to name a few, are some of the best known in the world par­tic­u­larly in in­dus­trial and agri­cul­tural sec­tors. And to­gether th­ese brands have led a rel­a­tively re­cent rev­o­lu­tion in prod­uct in­te­gra­tion.

How­ever, while the group is in its for­ma­tive years, its com­bined his­tory is deep. Case IH and New Hol­land Agri­cul­ture Equip­ment, for in­stance, form the back­bone of CNH In­dus­trial’s agri­cul­tural busi­ness, with nearly 300 years of ex­pe­ri­ence be­tween them, sell­ing 540 dif­fer­ent mod­els of trac­tors, hay and for­age ma­chines, grain, grape, cot­ton, sugar cane and cof­fee har­vesters, self-pro­pelled sprayers, seed­ers, planters and balers.

There is how­ever more to be done within the or­gan­i­sa­tion. In Aus­tralia and New Zealand in par­tic­u­lar, CNH In­dus­trial un­der Ex­ec­u­tive Man­ag­ing Di­rec­tor Ray Os­good is re­cal­i­brat­ing this in­cred­i­bly suc­cess­ful busi­ness from a prod­uct fo­cused com­pany to one also aim­ing to op­ti­mise the cus­tomer ex­pe­ri­ence – from pur­chase through to end of prod­uct life.

“At CNH In­dus­trial, we want to be a so­lu­tions provider that in­ter­acts with the cus­tomer through the life of the prod­uct, and then sell him an­other one,” Os­good says.

The CNH In­dus­trial man­age­ment phi­los­o­phy

The Bos­ton born, Har­ley David­son rid­ing leader has worked around the world. Ini­tially mov­ing from the US to England, fol­lowed by France, Switzer­land, and now Aus­tralia, while work­ing in Europe, Africa, the Mid­dle East, Asia and of course Aus­tralia and New Zealand, Os­good has held lead­er­ship roles with var­i­ous com­pa­nies in­clud­ing Case (which later formed part of CNH) and CNH In­dus­trial. Through th­ese roles and his strong com­mit­ment to CNH In­dus­trial’s cus­tomer-cen­tric prin­ci­ples, he has de­vel­oped a well-re­spected phi­los­o­phy which is re­flected in the way busi­ness is done.

“Through the in­ter­na­tional ex­pe­ri­ences I have had in dif­fer­ent in­dus­tries, and mar­kets I have de­vel­oped dif­fer­ent per­spec­tives around how busi­ness should be con­ducted,” Os­good says. “I don’t go into an or­gan­i­sa­tion and say ‘this is how we do it’. I take a holis­tic view of the busi­ness and adapt the ap­proach to the mar­ket re­quire­ments.

“There are the hard el­e­ments of busi­ness in­clud­ing the fi­nances, the econ­omy, the prod­ucts and the mar­kets. Then there are the softer el­e­ments such as the com­po­si­tion of the lead­er­ship team, the way we treat peo­ple and mo­ti­vate them, and the way that lead­ers team cast a shadow on the whole or­gan­i­sa­tion”

It is this end-to-end busi­ness phi­los­o­phy that will en­sure CNH In­dus­trial ful­fils its core cus­tomer sup­port ob­jec­tive through to the end of the prod­uct life cy­cle.

And it be­gins in­side. Build­ing a high per­for­mance team was once done on in­tu­ition. To­day, ac­cord­ing to Os­good there are more sci­en­tific ap­proaches, psy­cho­me­t­ric anal­y­sis and per­son­al­ity tests and he has been in­tro­duc­ing those into CNH In­dus­trial’s ANZ or­gan­i­sa­tion.

“There are el­e­ments of some­body’s char­ac­ter and per­son­al­ity that are hard­coded at a young age which are dif­fi­cult to change, but you can by im­ple­ment­ing a long term de­vel­op­ment process. So we try to iden­tify and re­cruit peo­ple with the com­pe­ten­cies and val­ues that are aligned with the val­ues of the busi­ness.”

The key to suc­cess­ful lead­er­ship is to have staff that buy into the goals and val­ues of an or­gan­i­sa­tion and pro­mote them on a daily ba­sis.

Once you have that ac­cep­tance, you start the cul­tural change jour­ney,” Os­good says. “That is the role of lead­er­ship; to es­tab­lish the di­rec­tion and goals, chan­nel peo­ple to­wards those goals and then pro­vide the resources to achieve them.”

The ul­ti­mate goal of busi­ness

In ex­plain­ing how CNH In­dus­trial’s lead­er­ship phi­los­o­phy re­flects on the end goal in­ter­nally and ex­ter­nally, Os­good says that the ul­ti­mate goal

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