Case Study

Hilti: Challenging its processes to become an agile corporation

16 pages
June 2017
Reference: IMD-7-1845

Hilti’s executive board wanted to expand Hilti’s offer from mainly physical products and just a few free services to a full portfolio of both products and services. The objective was to increase customer engagement. The big challenge was to develop services that customers would value, but to do so much faster than it had done in the past. After six months’ work, the development team successfully released the Hilti Service Time-To-Money (“Service TTM” / “STTM”) process, a new and fast project management framework for developing and launching services. It was clear to Hilti that it could (and should) develop its services much faster than its hardware products. As the team looked ahead, they wondered to what extent this new process could be applied to other projects besides developing and launching services. What criteria would allow them to decide when to use the traditional methodology and when to use the new, faster approach? More importantly, did it make sense for Hilti to become more agile in terms of its processes?

Learning Objective
  • To analyze how/if big companies can transform to become faster. Where do they need to focus their efforts? Is it possible to be an agile corporation?
Agility, Lean Management, Start-up, Multinational Company, Scrum, Process
Hilti, Construction and Engineering
July 2014 – January 2016
Field Research
© 2017
Available Languages
Case clearing houses

Research Information & Knowledge Hub for additional information on IMD publications

Discover our latest research
IMD's faculty and research teams publish articles, case studies, books and reports on a wide range of topics