APAC’s significant cultural diversity and the structure of local teams represented a pressing challenge for Goodyear. They were following a very decentralized approach, where the size and maturity of the team depended on the investment the managing directors made with their budget locally, and how much they believed in the people’s agenda.
Build a centralized, one-team approach with a center of excellence (COE) doing design, country team doing delivery and HR business partners taking care of the more technical and transactional services across teams.
Gartner supported Goodyear in moving toward a more centralized approach that consisted of the COE and business partners working together.
Goodyear leveraged advice, business cases, webinars, peer insights and research provided by Gartner experts to get an outside-in perspective on its HR competency model and incorporate lessons from various HR peers of other organizations into its own profile.
With the support of Gartner, the VP was able to recover cost savings even with some budget constraints by:
Industry:
Manufacturing
Revenue:
$3.6 billion
Employees:
72,000
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