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Breaking the status quo: a virtual journey through electrification
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Resumo(s)
The following report is organized in two sections: firstabout a personal reflection on two critical incidents that occurred during an immersive simulation, one where I go against my beliefs, being challenged I needed to create new methodologies and other where I needed to change my behavior to achieve a better performance; second I discuss the performance of Mercury, a fictional company managed by myself and five other colleagues, where I focus on the strategy, operations and human resources functions and how they helped the company to achieve a full electric portfolio of vehicles during a simulation of sixyears.
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Palavras-chave
Strategy Electrification Operations Human resources Change management Car manufacturer Shared leadership Company simulation