JLR
Framing the challenge and establishing the foundations for the creation of a digital services capability for a leading global luxury automotive manufacturer
The Background
JLR engaged Sullivan & Stanley to support the exploration of the design of a new Services Delivery Organisation (SDO) required to equip JLR with the capabilities to realise the company's B2C digital product and revenue ambitions.
With multiple initiatives underway, it was critical that a new SDO was aligned to strategic priorities, customer needs, and measurable value.
Delivery of successful vehicle programmes was reinforced by strong Functional bias, complex coordination of overheads, and an established cultural focus on cost efficiency.
Leadership recognised the need to understand the nature of the change challenge of evolving from manufacturing-centric delivery to agile, customer experience outcomes. This included understanding the people and process journey when moving to digital outcomes in addition to well established product creation ways of working.
Our Approach
S&S and JLR co-created the design of a new Service Delivery Organisation by undertaking an initial discovery to assess the existing delivery model from strategy and idea to execution and customer realisation.
We then launched and augmented 3 cross-functional mission-based teams within JLR to uncover and address the challenges of delivering strategic initiatives across Electrification Services, Autonomous Driving and Digital Experience.
Working with existing agile teams to share findings and align them on appropriate, best practices and culture across Services and Product (Vehicle) groups in a large scale (8,000+ engineers) environment. We aligned leaders and provided recommendations on the design of the new Service Delivery organisation, including leadership, culture, a value management office, design authority, delivery model (including GTM globally) and operations.
We advised CEO and Board members on findings and strategic recommendations, and worked alongside HR and Transformation teams at JLR to co-create the incremental change and transformation approach, including a shared view of maturity baselined from findings gathered by exploratory mission teams.
The Outcome
JLR gained a clear, aligned vision for modern service delivery — with executive buy-in, a strategic roadmap, and tangible momentum toward a more agile, customer-focused future.
- Better alignment: CEO, Board, executives and staff aligned on root causes of challenges to ambition.
- Strategic roadmap: Roadmap and clarity to establishing a service delivery organisation for B2C.
- Through-the-line benefits: Through-the-line benefits realised via mission exploration teams including a pivot of digital teams to a customer journey and new platform delivery model.
Ready to unlock results like these?
Whether you're driving transformation, accelerating delivery, or building long-term capability — we’re here to help. Our expert teams work alongside yours to deliver measurable impact, fast.