蔡司光学中国：服务驱动增长

This decision-making case study is based on the service transformation of Carl Zeiss Vision (China) Co., Ltd., a subsidiary of the German Carl Zeiss Group in the optical industry. After a comprehensive implementation of agile organizational transformation, the company encountered development difficulties in 2021: chaotic processes, a dramatic increase in workload for all employees, adjustments to most management positions, departure of some key personnel, some customers questioning and complaining about Zeiss's transformation, and some senior executives also expressing doubts and a wait-and-see attitude. At the annual strategy meeting held in Guangzhou at the end of the year, some senior executives expressed their concerns and doubts about the transformation to the general manager Yang Xiaoguang: does the company really need to go through such a turmoil when its business grows significantly every year? In fact, since Yang took over as the general manager of Carl Zeiss Vision China Sales Company, he has taken a series of measures to transform the company towards excellent service, improved the quality of basic services, provided value-added services to customers, and began to transform towards agile service, achieving good results. The company has achieved sustained growth, and customers have also continued to learn and grow with Zeiss's help. In order to make the organization more agile, Zeiss began to implement digital transformation, spending a lot of manpower and resources to build a digital platform, and at the same time piloted the amoeba organization and officially promoted it nationwide. However, in the process of implementing agile organizational transformation, the company encountered many difficulties and resistance from all sides. The current chaotic situation of the company was not what was expected when it proposed the goal of "agile service to customers". Due to the doubts and concerns of all parties about the amoeba, some of Zeiss's executives also suggested that Zeiss's current organizational culture is not suitable for promoting amoeba and should wait until the company's culture is mature enough to promote it. In the face of the huge challenges of agile transformation, Yang has also questioned himself: does the company really need to continue to implement such a high-risk organizational transformation when its performance grows rapidly every year?