THE INDUSTRIAL EVOLUTION
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
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