an icmr-iipm think tank publication - Cycbth.org
an icmr-iipm think tank publication - Cycbth.org
an icmr-iipm think tank publication - Cycbth.org
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COVER STORY<br />
“CHANGE IS INEVITABLE IF THE<br />
COMPANY ASPIRES TO SURVIVE”<br />
REPLYING TO CHARU OF CYCBTH, FORMER MD AND CEO OF MERCEDES-BENZ WILFRIED<br />
AULBUR TALKS ABOUT HOW CHANGE IS DIFFICULT TO IMPOSE IN ALL CULTURES AND IS A<br />
THREAT TO THE POSITIONS OF ENTRENCHED PLAYERS<br />
Wilfried<br />
Aulbur,<br />
Former MD<br />
<strong>an</strong>d CEO,<br />
Mercedes-<br />
Benz India<br />
PHOTO : SANJAY SOLANKI<br />
Apost doctoral researcher from<br />
the Ohio State University Dr.<br />
Wilfried Aulbur has carved a<br />
niche for himself in the fast<br />
developing luxury automobile segment<br />
in India. He headed Mercedes-Benz for<br />
five years <strong>an</strong>d played a pivotal role in<br />
the comp<strong>an</strong>y's India's operations. In his<br />
tenure, the comp<strong>an</strong>y marked its presence<br />
in the truck <strong>an</strong>d the bus business<br />
<strong>an</strong>d exp<strong>an</strong>ded its research <strong>an</strong>d sourcing<br />
operations. Now, he is the m<strong>an</strong>aging<br />
partner of the world's fourth largest<br />
consult<strong>an</strong>cy firm Rol<strong>an</strong>d Berger Consult<strong>an</strong>ts,<br />
India.<br />
After serving with Mercedes Benz<br />
as the country's M<strong>an</strong>aging Director<br />
<strong>an</strong>d CEO, you decided to move<br />
out in 2010. What did influence<br />
you to take this decision?<br />
The years with Mercedes-Benz in<br />
India were rewarding <strong>an</strong>d exciting.<br />
I thoroughly enjoyed addressing<br />
the market challenges together<br />
with the team at Mercedes, both<br />
employees <strong>an</strong>d dealers. Rol<strong>an</strong>d<br />
Berger offered me a different challenge.<br />
Setting up a consulting operation<br />
from scratch, building up<br />
the team <strong>an</strong>d the br<strong>an</strong>d, delivering<br />
value for customers in India in diverse<br />
areas as Automotive, Industrial<br />
Goods & High Tech, Energy,<br />
Chemicals, Utilities <strong>an</strong>d Consumer<br />
Goods <strong>an</strong>d Retail by leveraging a<br />
global network of highly competent<br />
<strong>an</strong>d entrepreneurial partners. It is<br />
a unique opportunity that I am really<br />
enjoying.<br />
What were the differences in leadership<br />
strategies when you shifted<br />
from Mercedes to Rol<strong>an</strong>d?<br />
In a professional service comp<strong>an</strong>y<br />
you deal with small teams of very<br />
count your chickens before they hatch 24 april 2012
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