BMW Leadership

TABLE OF CONTENTS

Introduction............................................................................... . .....2

BMW's Strategic Leadership .........................................................................4

Conclusion.....................................................................................................12

References ..................................................................... .................13

Bibliography .....................................................................................14

Management is doing things right; Leadership is doing the right thing.

-Peter F. Drucker

Leaders are the ones who keep faith with the past, keep step with the present, and keep the promise to posterity

- Harold J. Seymour

Introduction

BMW

The Ultimate Driving Machine

"How does one become the ultimate driving machine? Through years of investment in building and managing brand value. BMW's values are relevant and differentiated to consumers in all parts of the worlds. Interbrand has been helping BMW establish and solidify its leadership brand position for 25 years".

(Anon, 2004)

Bayerische Motoren Werke (BMW), owner of the prestigious BMW brand, was one of the Europe's top automakers. BMW automobiles employed 82,000 workers in plants in Munich and Regensburg in Germany. Spartanburg in the US, Rosslyn and South Africa (Lencioni, 2001, cited in Johnson & Scholes, 2002).

BMW Hochhaus und Museum

BMW manufucturing plant of Spartanburg, South Caro...

[Portrait of Bunk Johnson, Leadbelly, George Lewis...

BMW was established during the First World War to manufacture engines in 1945, the company was still Germany's leading manufacture of ero-engines. Subsequently it diversified into automobiles and motorbike in 2000. By then BMW was one if Germany's largest and most successful companies (Lencioni, 2001, cited in Johnson & Scholes, 2002, p.891).Many companies place themselves at the intersection of art and commerce, but few as successfully as the famous German carmaker BMW. It's no accident. The executives manage closely the relationship between designers, engineers and corporate managers (Bangle, 2001).

The design group. The engineers and the business managers are like three meshed gears. If the gears are separated and spinning solo, nothing happens. If the gears turn the same way, they freeze up. They have to be interconnected and turning in opposite directions. But as we rotate, we transfer power to one another. (Bangle,