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The Art of the ImPossible podcast - EPISODE 8

Rethinking traditional value propositions

How do we rethink traditional value propositions in an ever-changing world?

Design and manufacturing companies are digitalizing and connecting at unprecedented rates. Keeping abreast of changes represents a challenge. It is possible to rethink traditional value propositions. But how do we get there? To explore this topic, we are joined by Charlotte Horobin, regional director across the Midlands and East for Make UK, and Ralf H. Komor, from Komor Interim Management. 

Listen to the podcast below

 

 

Design and manufacturing companies are digitalizing and connecting at unprecedented rates. The idea of an always-on industry, constantly ready to respond to any opportunity with the same levels of agility has become the ultimate sector ‘Holy Grail’. Naturally, keeping abreast of such changes represents a challenge. However, if the current pandemic has shown us anything, it’s that it is possible to rethink traditional value propositions and apply them to new products, markets, and even business models, in timescales once thought of as impossible. But how do we get there? 

To explore this topic, Asif Moghal is joined by Charlotte Horobin, regional director across the Midlands and East for Make UK, and Ralf H. Komor, from Komor Interim Management. They talk about how realistic the idea of an always-on, digitally ready agile industry is; what successfully digitally transformed companies are doing that others are not; whether the changes we’ve seen are permanent; the challenges it represents to SMEs in particular, and how to overcome them. 

The key to attaining digital agility and transformation starts right at the top of any organization. It's the responsibility of the leadership to own it and drive it within their businesses. It requires an organization to step back, take a look at their own capabilities and translate them into the values these capabilities offer. Where else and how else could leaders apply that value? Perhaps in unique and differentiated ways. Get a team of people together - maybe these people are inside the business, or outside; partners, suppliers, or other customers. Surround yourself with people with the right levels of skills and perspectives, and be prepared to take a lot of small steps and do lots of corrections along the way. 

 

Biography

Charlotte Horobin

Make UK (formerly EEF) is the largest voice supporting UK manufacturing, representing over 22,000 businesses. Charlotte’s role as Region Director is to support manufacturers to protect, grow and upskill their businesses. Charlotte also is a Trustee of the WMG Academy for Young Engineers, business-led schools for 14-19-year-olds who are interested in a STEM career, she’s a Careers and Enterprise Advisor in Lincolnshire and is a Senior Industrial Fellow with The Advanced Services Group at Aston Business School.

Ralf H. Komor

Ralf H. KOMOR from KOMOR INTERIM MANAGEMENT is Interim Manager, Digital Sales Evangelist and BIM Enthusiast in Ladenburg, Germany. He develops new business models and sales strategies for medium-sized companies and accompanies change processes in people and organizations.

He looks back on over three decades of experience from national and international projects. He was and is primarily active for manufacturing companies, in plant engineering and construction as well as in the contract business. His focus is on developing, restructuring, and successfully managing the sales of products, systems, plants, and services. He is passionately involved in the mandates and appreciates working with people from the company environment.

Ralf H. Komor has operational management experience at C-level as managing director and member of the management board; in the course of his work, he has been responsible for the staff of up to 1,250 employees and sales responsibility for up to 120 million euros.