Our client is a global leader in motorcycle manufacturing. Its business model is built on a balanced mix of vehicle sales and a high-margin accessories and apparel business. The company operates in a cyclical, price-sensitive market environment and faces pressure from demographic shifts, new competitors, and regulatory requirements. Strategically, the company is focused on portfolio optimization, international expansion, and growth areas such as electric mobility.
Initial situation
The motorcycle manufacturer needed to make its product development more efficient and faster. Compared with competitors, the company was launching significantly fewer new models, while the development of new products was taking significantly longer.
A benchmark of R&D performance showed that the company’s R&D productivity was below industry standards. This was reflected, among other things, in a lower share of revenue from new products and extended time-to-market.
At the same time, customer satisfaction had steadily declined over recent years. In recurring quality studies, the company ranked significantly below the industry average. Against this backdrop, the company sought ways to improve efficiency, speed, and quality in product development and sustainably raise R&D performance to a new level.
Approach
Together with 3DSE, the company developed a comprehensive R&D performance program. The goal was to strengthen both customer focus and productivity in R&D, creating the foundation to restore a leading position in quality rankings.
The program was structured into three sequential phases:
Phase 1 – Benchmarking, Detailed Analysis and Solution Design
At the outset, a benchmarking exercise was conducted, comparing the company with organizations from the two-wheeler industry as well as related sectors. Based on the results and an in-depth analysis, key improvement opportunities were identified and the potential impact of the proposed measures was estimated. A comprehensive implementation plan was then developed for the prioritized improvement initiatives.
Phase 2 – Operationalization and Preparation of Pilot Implementation
In initial work sprints, the prioritized measures were further detailed and prepared for pilot implementation. As part of this process, an overarching target framework for the future motorcycle development process was developed.
Workshops with the cross-functional leadership team were used to align on the planned measures, gather feedback, and build a shared understanding of the future direction of product development. In parallel, the first pilot projects were launched to test key improvement drivers in practice.
Phase 3 – Implementation and Scaling
Over a period of approximately 16 months, the measures were piloted, refined, and then gradually rolled out across the organization. To continuously manage the transformation, an R&D monitoring cockpit was implemented, creating transparency around the progress and impact of the measures. In addition, a regular health check was established to ensure that the transformation program remained consistently on track.
Impact: reduced development effort and faster time-to-market
The performance program was designed to deliver measurable impact on key KPIs: a 15% reduction in R&D effort, a 25% reduction in time-to-market, and improved product quality, measured by a 20% reduction in warranty cases — with most effects expected within the next two years.
Thanks to 3DSE’s strong focus on transformation management, the program progressed rapidly. The organization is highly motivated to implement the key measures because teams clearly recognize the practical value for their day-to-day work.
Success Factors and Learnings
By combining technical expertise, a client-specific methodology, best practices from multiple industries, and extensive hands-on implementation experience, 3DSE worked closely with the client and expert teams to ensure the performance program was developed and operationalized with a clear focus on results.
The consistent involvement of project team members and experts from the broader organization as key partners was critical in driving acceptance of the project outcomes at the operational level. 3DSE’s management-ready presentation of quantifiable project results, combined with close alignment and communication with R&D leadership, built alignment and commitment at the management level.
Leveraging 3DSE’s deep industry and client expertise, the team established a common starting point and a clear target picture for the performance program.
