Volkswagen Case Essay

566 words - 3 pages

Indicadores de Desempenho na Empresa

1. Quais os desafios que Thomas Schmall tinha a frente quando se tornou CEO da VW Brasil?

Além do cenário competitivo do mercado automotivo no Brasil ter mudado muito nos anos anteriores à nomeação de Schmall como CEO da VWB por conta de forte atuação de concorrentes asiáticos, a VWB apresentava desafios internos relevantes que precisavam ser superados para atingir o objetivo final, que era transformar a empresa em líder de mercado, inovação, vendas e lucratividade de forma sustentável. Seus principais desafios eram:
* Formar uma equipe de alto rendimento
* Reposicionar a VWB em uma empresa com funcionários motivados
* Desvencilhar-se da postura burocrática e conservadora da empresa

2. Qual é a nova estratégia da VWB?

Thomas Schmall e sua equipe buscaram mudar o relacionamento com funcionários, fornecedores e ...view middle of the document...

Entretanto, para uma eficiente implantação do sistema é preciso sponsorship de toda a alta administração de forma a incentivar seu uso, monitorar os resultados e propor planos de ação. Caso contrário, o programa corre risco de cair em descrédito e parar de funcionar. Ademais, é necessário um forte esforço de comunicação dentro da companhia para conscientizar e disseminar a importância do programa

4. Como Schmall e seu time podem usar o BSC para lidar com os desafios enfrentados pela empresa em janeiro de 2009

O CEO da VWB pode utilizar os mapas estratégicos e os indicadores desde a implantação para encontrar possíveis gargalos e oportunidades de melhoria em todas as perspectivas.
Sendo assim, é plausível que esforços sejam investidos esforços nas perspectivas clientes e processos. Estas perspectivas contém mais indicadores do tipo Drivers que são capazes de alterar o resultado de um indicador maior, do tipo outcome, menos gerenciáveis do ponto de vista operacional.
Esforços para redução de defeitos, redução de custos operacionais, redução nas paradas, entre outros tem impacto mais rápido na participação de mercado e na lucratividade, que são os novos objetivos estratégicos da companhia.
A maioria dos indicadores da perspectiva financeira é resultado de ações tais como melhoria de qualidade, melhoria de processos, redução de custos e otimização da capacidade produtiva, ou seja, são indicadores do tipo outcome, que dependem do desdobramento para outros indicadores.
Do ponto de vista da tangibilidade, a perspectiva de aprendizagem e crescimento envolve indicadores mais intangíveis e portanto, mais difíceis de serem medidos. Além disso, tem menos capacidade de resposta no curto prazo. Estes indicadores envolvem, via de regra, implantação de programas educacionais ou de inovação que tem uma resposta mais lenta.

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