Here’s how I’d approach improvement at M&M digital operating model, which by the way already has an impressive digital maturity—cloud-first strategy, GenAI pilots, and the Mahindra Digital Engine—but its operating model can evolve further. The improvements fall into three categories: sharpen focus, tighten orchestration, and amplify impact.
1. Sharpen Focus – From “Many Experiments” to “Scalable Bets”
Prioritize a handful of enterprise-wide “digital moonshots.” Right now, each business runs its own digital agenda. M&M could pick 2–3 cross-cutting platforms (e.g. connected vehicles, precision agriculture, mobility-as-a-service) and fund them at scale, instead of spreading efforts thin.
Link to financial ambition. Tie digital goals directly to EBIT/ROCE improvements for each business unit; this makes digital less about “experimentation” and more about measurable value.
ESG-linked digital agenda. Double down on sustainability-driven digital plays (e.g., smart farming ecosystems, EV supply chain traceability) that reinforce brand equity and regulatory readiness.
2. Tighten Orchestration – From “Federation” to “Orchestrated Federation”
Central governance upgrade. Today, MDE acts as an innovation hub, but the group could add a Digital Operating Council chaired by CXOs. This would set shared KPIs, cybersecurity norms, AI ethics, and architectural guardrails across businesses.
Shared data backbone. Create a single “Mahindra Data Fabric” so that automotive, farm, finance, and hospitality arms can share customer, product, and supplier insights securely. The current siloed approach limits network effects.
Talent mobility. Institutionalize “digital fellowships” where top tech talent rotates across businesses, preventing talent islands and seeding best practices everywhere.
3. Amplify Impact – From “Digital Tools” to “Digital-First Business Models”
Platformization of core businesses.
Tractors → precision agriculture platform (IoT, drone partnerships, credit + advisory marketplace).
Automotive → connected car services, predictive maintenance, and subscription ownership models.
Finance → embed lending/insurance into digital platforms for farmers, SMEs, EV buyers.
AI-first operations. Move beyond GenAI pilots: embed AI in supply chain forecasting, demand planning, warranty analytics, and dealer management. Standardize reusable AI models across units.
Customer ecosystem plays. Instead of digitizing only internal operations, design open digital ecosystems where customers, dealers, and suppliers co-create value (e.g. digital farm cooperatives, EV charging marketplace).
4. Execution Backbone – The “How”
Digital P&L dashboards. Every BU should publish digital’s impact quarterly—new revenues, productivity savings, CX metrics. Transparency drives accountability.
Change management muscle. Shift focus from technology rollout to frontline adoption. Incentives, training, and culture-building need the same investment as platforms.
Partnership leverage. Current partnerships (Google, Dassault, etc.) should evolve into co-innovation labs with shared IP and commercial models, not just service contracts.
✦ Punchline
M&M doesn’t need more digital—it needs focus, federation with discipline, and bold new platform business models. The leap is from “digital as enabler” → “digital as revenue engine.”
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