The General Manager at Robert Bosch Engineering India, a subsidiary of a key German supplier of automotive parts, needed to transform his engineering solutions department into a non-captive from the captive mode of business to mark success quickly. He succeeded to develop his department’s expertise over the years and he believes that non-linear growth is attainable if he utilize all those skilled manpower. He is confronted with the challenges of executing complex strategy, including financial requirements, sales and marketing and current captive-based environment, in transforming the mode of current business to grow quickly. The automotive industry not only in India but globally has become more dynamic, demands rapid advancement in technology and provides the number of chances along with various risks. Meanwhile, the company’s management also has higher expectations from her general manager. Should he divert his all efforts towards current captive jobs to accomplish the company’s desired profit or to develop the non-linear products/services. The ultimate option for him is to pursue a hybrid approach.
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