High-Level Structure of this Article
Haier's Transformation
Bayer's Transformation
Similarities and Differences: RDHY and DSO
Studying Org Designs of RDHY
Studying Org Designs of DSO
Comparing and Contrasting the Two Models
Putting It All Together
1. Haier's Transformation
The Haier Rendanheyi model (RDHY) is an innovative management philosophy developed under the leadership of Haier’s founder, Zhang Ruimin. It represents a radical departure from traditional hierarchical structures by aiming to align every employee’s efforts directly with customer (or user) value creation.
Haier’s journey toward a decentralized, customer‑centric organization began in earnest around 2005. This marked a radical shift away from traditional hierarchical management. Over the following years, and especially around 2012, Haier further refined its approach by breaking its operations into thousands of micro‑enterprises that directly interact with users, thus institutionalizing the principles of entrepreneurial autonomy and customer‑focused value creation.
Reduced hierarchical layers from 12 to 3 across all subsidiaries, achieving a 67% faster decision-making cycle compared to 2021 benchmarks. By 2025, Haier aims to have 60% of revenue from ecosystem services through enhanced AI integration and cross-industry partnerships.
2. Bayer's Transformation
Bayer’s Dynamic Shared Ownership (DSO) is a sweeping transformation of its traditional hierarchical structure into a more agile, decentralized system—one that shifts decision‐making and ownership closer to the frontline. Much like Haier’s RenDanHeYi model, DSO is designed to empower employees and create a more responsive, customer‑centric organization, but it emerges from a very different corporate context and set of challenges.
Bayer began restructuring its traditional pyramid‑shaped organization into small, empowered squads around 2018–2019. This initiative accelerated significantly around 2020 in response to performance challenges and the need for faster, market‑responsive decision‑making. The creation of agile, cross‑functional squads is a more recent development of their model. The goal has been to shift power to the frontline teams—while still maintaining interdependent coordination through digital platforms and agile processes.
It is still early to judge the success of the DSO's implementation, as Bayer has been just a few years into the change (compared to Haier, who started almost 20 years ago). As of February 2025, Bayer's CEO Bill Anderson, who was appointed in 2023, continues to lead Bayer through a major restructuring program aimed at reducing hierarchy and cutting costs by €2 billion by 2026. Bayer's recovery toward a shiny future is likely still ahead.
3. Similarities and Differences: RDHY and DSO
While both Haier’s RenDanHeYi and Bayer’s DSO share similar ambitions—namely decentralizing decision‑making, empowering frontline employees, and focusing on customer value—the contexts and drivers differ:
Origin: Haier’s model was born out of the need to transform a manufacturing company in a rapidly evolving market in China, whereas Bayer’s DSO is a response to internal performance challenges and the demands of a global pharmaceutical and life sciences conglomerate.
Structure: Haier’s approach breaks the organization into thousands of micro‑enterprises and ecosystem micro‑communities, while Bayer is reconfiguring its structure into autonomous, cross‑functional squads within a “flat army.”
Cultural Drivers: Both models require a significant cultural shift. Haier’s journey was about aligning every employee’s value with customer value, and Bayer’s DSO is similarly designed to transform mindsets from hierarchical control to shared, mission‑driven ownership.
In Summary
Haier: Most of the company’s employees are reorganized into micro‑enterprises (and aggregated into ecosystem micro‑communities), but some functions—especially those providing centralized support—might remain outside of the direct micro‑enterprise structure.
Bayer: A significant portion of the workforce is restructured into agile, cross‑functional squads, yet certain central functions and employees in corporate support roles are not organized in this way.
4. Studying Org Designs of RDHY
Core Principles of RDHY
1. Human-Centric Value Creation
At its heart, the model is built on the idea that “Ren” (人, meaning “people” or “employees”) and “Dan” (单, referring to “orders” or customer demands) should be “HeYi” (合一, meaning “integrated”)—in other words, the personal value of every employee is directly tied to the value they create for users. This “win-win” concept drives a culture where every individual is seen as an entrepreneur, with incentives and rewards linked to how well they serve customer needs.
2. Decentralization and Self-Organization
Traditional middle management and rigid bureaucracies are replaced with a network of micro‑enterprises (MEs) or autonomous units. Each of these small units (often composed of about 10 people) operates almost like an independent startup within the larger organization. This decentralization enables rapid decision-making and agile responses to customer feedback, leading to what Haier calls “zero distance” between the employee and the end‑user.
3. Entrepreneurial Autonomy
Rather than a top‑down, command‑and‑control system, the Rendanheyi model delegates authority to the lowest levels. Employees are given not only decision‑making power but also a share in the success of their projects. This entrepreneurial spirit is encouraged through systems that reward innovation and accountability, making every micro‑enterprise responsible for its own profit and loss.
Work Units of RDHY
Haier’s RenDanHeYi model isn’t limited to just the autonomous micro‑enterprises (or MEs).
Over time, the model has evolved to include several complementary unit types:
Micro‑enterprises (MEs): MEs in the Haier RenDanHeYi model are small, autonomous business units—typically comprising 10 to 15 employees—that operate as independent profit-and-loss centers within the larger corporate structure. They are empowered to make critical decisions, hire and manage talent, and directly engage with customers to identify and meet their needs, thereby fostering a highly entrepreneurial culture where every employee acts as a mini‑entrepreneur. These MEs are the foundational building blocks of Haier’s decentralized, agile organization, and they often collaborate and interconnect through ecosystem micro‑communities (EMCs) to share resources and co‑create value, ensuring that the company remains responsive, innovative, and closely aligned with market demands.
Ecosystem Micro‑Communities (EMCs): Micro‑enterprises are not isolated; they are designed to interconnect. Groups of micro‑enterprises come together to form EMCs, which are essentially clusters or communities that collaborate to address more complex user scenarios. In practice, EMCs are often divided into subtypes (for example, “solution EMCs” and “experience EMCs”), with one set focusing on developing solutions (such as R&D or manufacturing) and the other on user engagement and experience. This grouping helps the organization tackle larger market challenges while still maintaining the agility of small entrepreneurial units.
Supporting Shared Services and Platforms: In addition to micro‑enterprises and EMCs, Haier has built internal service platforms that function as support units. These platforms manage essential services—such as HR, procurement, and logistics—thereby reducing the need for traditional middle management and allowing the micro‑enterprises to focus on value creation and customer engagement. For example, platforms like COSMOPlat serve as internal marketplaces where these units can interact, bid for services, or share resources in a transparent, market‑based manner.
Together, these three layers create a dynamic ecosystem in which individual entrepreneurial units drive rapid innovation and customer-centricity, while centralized platforms and inter-unit communities ensure coordination and resource sharing across the entire enterprise.
Disclaimer
Below are publicly available real-life examples (see the References at the end of the article). It is worth understanding that these are probably some of Haier's most advanced and successful cases -- that's why they have been promoted. These examples are great for illustrating the power of the model.
When we later in the article illustrate the mapping of these teams with Org Topologies, it is worth remembering that those assessments are likely the outliers -- in the positive direction. We predict that not all the teams at Haier are as advanced and would probably be assessed lower on the map. The same applies to Bayer's example teams, which are assessed further below.
Our intention is not to create a statistically correct assessment -- we simply lack the data for such a study. Our goal is to show the qualitative (not quantitative) potential of these two very different models. Our mission is to inspire other organizations to get the change going.
Real-Life Examples of MEs
Mask Supply Microenterprise: During the COVID‑19 pandemic, a small group of Haier employees recognized a critical shortage of protective masks. They quickly formed an ME to source raw materials, organize production, and distribute masks at scale. While it emerged to solve a specific crisis, it evolved to manage the entire supply chain for this product line, leveraging external suppliers and digital tools for smart contracting.
Smart Home Appliance Microenterprise: One of Haier’s flagship MEs focuses on the development of integrated smart home solutions. This unit is tasked with designing, producing, and continuously refining products like refrigerators, washing machines, and air conditioners by directly engaging with customers. Its work spans the entire value chain—from R&D and manufacturing to marketing and service—and it often collaborates with other MEs within an Ecosystem Micro‑Community (EMC) to address complex user scenarios.
GE Appliances Microenterprise (Global Adaptation Example): Following Haier’s acquisition of GE Appliances, parts of the U.S. business were reorganized into autonomous micro‑enterprises. Each ME targets a distinct product line (for example, air conditioners or washing machines) and is empowered to handle everything from product innovation to market launch, tailoring solutions to local customer needs. This structure has allowed the unit to operate with startup-like agility while contributing to the overall brand’s performance.
Mapping Haier's Org Design with Org Topologies
The Org Topologies map offers a visual aid to help make sense of the org design, beyond frameworks and ambiguous terminology.
The horizontal axis represents the Scope of Skills Mandate: the levels of skill composition that work units are allowed to apply doing certain work. From being Functional to End-to-End and even Expanding beyond that.
The vertical axis represents the Scope of Work Mandate: the levels of work that the units are expected to perform. From the lowest Task level to Partial and even Whole Business.
Below are the assessments of the sample value-creating units of the Haier's RDHY model:
Mask Supply Microenterprise
Horizontal: Expanding – Although this unit initially formed with a functional/multi‑skill base to address a crisis, it rapidly integrated external partners and digital contracting, continuously acquiring new capabilities.
Vertical: The unit is responsible for a specific product line (protective masks) and manages a substantial portion of the supply chain without covering a fully diversified business, hence assessed as Partial‑Business Focus level.
Smart Home Appliance Microenterprise
Horizontal: This flagship unit covers the entire value chain (from R&D and manufacturing to marketing and service), operating independently to deliver complete End‑to‑End smart home solutions.
Vertical: It functions as an independent profit‑and‑loss center with Partial‑Business Focus, managing a complete business segment that delivers end‑to‑end value to customers within the larger landscape of Haier's product lines and services.
GE Appliances Microenterprise
Horizontal: Following Haier’s acquisition, this unit was reorganized to handle an entire product line (e.g., air conditioners or washing machines) with full End‑to‑End autonomy, mirroring a startup-like approach.
Vertical: It is structured as a standalone profit center responsible for delivering a complete business solution in its segment: Partial‑Business. Each of these units is dedicated to a distinct product line (for example, air conditioners or washing machines) and is empowered to manage everything from product innovation to market launch.
Here's the visual representation of the assessment:
Now let's assess the Supporting Shared Services and Platforms
Horizontal: These are typically mapped between the Multi‑Skill and Expanding levels as they are capable of building internal service platforms. We don't possess the exact details of their composition or dependencies on other units, so we assume they are mostly complete units.
Vertical: Positioned in the Task Focus to Capabilities Focus range. Their responsibility is narrowly defined—to manage critical support tasks and provide operational capabilities. They do not handle complete business outcomes but instead, ensure that the processes and resources are in place for the MEs and EMCs to function efficiently.
On the map, it looks like this:
We did not assess Ecosystem Micro-Communities (as clusters of MEs) because our focus is on fine-grained work units. Evaluating larger groups, such as ecosystems or business divisions, does not accurately reflect workers’ mandates and usually creates a misleading picture.
5. Studying Org Designs of DSO
Core Principles of DSO
1. Mission‑Driven Value Creation
Bayer is shifting the focus from traditional quarterly KPIs to outcomes that are aligned with its long‑term mission—"Health for all, Hunger for none." This means that decisions and rewards are now tied directly to how well teams create real, tangible value for customers.
2. Network of Autonomous, Cross‑Functional Teams
Instead of a rigid, top‑down hierarchy, Bayer is restructuring into a “flat army” of multidisciplinary, self‑governing teams (often referred to as “squads”). These teams are empowered to make decisions independently, drawing on diverse skills that span functions such as R&D, marketing, and supply chain management. This decentralized model encourages faster, more informed decisions at the point of customer contact.
3. Shared Ownership and Empowerment
DSO replaces conventional management control with shared ownership. In practical terms, this means that frontline employees—from field sales reps to technical advisors—are given real decision‑making authority and are held accountable for outcomes. Their performance and even their compensation become directly linked to the value they deliver to customers, fostering a strong entrepreneurial spirit across the organization.
Work Units of DSO
Bayer’s Dynamic Shared Ownership (DSO) model reconfigures the organization into several types of work units that work both autonomously and collaboratively. Although detailed internal information is not fully disclosed publicly, industry reports and management insights suggest that Bayer’s new structure includes the following key units:
Agile Squads: These are small, cross‑functional teams (typically 5–15 members) composed of employees from various disciplines—such as R&D, marketing, sales, and supply chain—who are empowered to make quick, autonomous decisions. Squads are responsible for executing on specific projects or market opportunities and are oriented toward rapid innovation and customer responsiveness.
Cross‑Functional Cells: In certain strategic areas, Bayer has set up specialized cells that bring together experts from multiple functions to tackle complex, integrated challenges. These cells often work on end‑to‑end value creation projects, such as new product development or digital transformation initiatives, ensuring that every aspect from conception to market delivery is coordinated.
Centralized Support Platforms: Although the aim is decentralization, Bayer maintains certain central service units that provide shared standardized functions and services (e.g., IT, HR, procurement, finance) that underpin Bayer’s agile squads. These platforms support the agile squads by delivering standardized tools, resources, and process frameworks that enable faster decision‑making and smoother inter‑team collaboration. Rather than engaging directly in market‑facing innovation, they streamline operations, reduce overhead, and enable faster decision‑making by automating routine tasks and ensuring consistent processes across the organization.
Integration and Coordination Forums: These forums, which include regular “scrum‑of‑scrums” meetings, digital collaboration platforms, and designated liaison roles, exist to synchronize the work of Bayer’s agile squads. They facilitate the sharing of progress, resolution of inter‑squad dependencies, and alignment of outputs with overall corporate strategy. Essentially, they serve as the glue that connects autonomous teams while ensuring that collective efforts drive toward shared business outcomes. These forums ensure that while squads operate independently, their outputs and strategic directions are aligned with overall corporate objectives.
Each of these work units contributes to the overall DSO approach by combining decentralized autonomy with the necessary mechanisms for coordination and shared value creation. This blend of independence and interdependence is central to Bayer’s efforts to transform into a more responsive and innovative organization in today’s fast‑paced market environment.
Disclaimer
There is not much information publicly available on this model compared to the RDHY. For once, DSO is much younger. Secondly, its power is yet to be seen. Lastly, all the information we are basing our assessment on has been pushed out by Bayer's marketing itself, which is likely their best-case scenario and some early, hard wins.
So, we hardly know anything about the model's downsides and how broadly the model has been adopted in the enterprise.
Yet, not being quantitatively accurate, we believe that our analysis can be useful to see the potential of the DSO model (not its particular implementation at Bayer, which is yet to be studied thoroughly in years to come).
In any case, DSO is by far the boldest change model that we know of in the pharma and chemical industry. If it is proven to be successful, we will see its spread in the industry. Then, we will get more data and insights to perform a more thorough study.
Real-Life Examples of Squads
Bayer Crop Science Squad (Southern Iowa): Led by Barry Jacobson in Bayer Crop Science, this squad is composed of field sales representatives, technical agronomists, and customer business advisors. The team is tasked with rapidly developing proposals based on direct interactions with farmers and local ag retailers. They identify specific challenges in the field, collaboratively design solutions, and implement them without the delays of traditional approval hierarchies. Their work has led to faster decision‑making and improved responsiveness to market needs, directly aligning with Bayer’s push for frontline empowerment.
Bayer Italian Innovation Squad (Healthcare/Pharma): In Bayer’s European operations, an agile squad was formed to address a pressing healthcare challenge. This team, drawing talent from R&D, design, and operations, collaborated to develop a tool designed to make injections easier for hemophiliac patients. By rapidly iterating their solution over a period of just 2–3 months, the squad demonstrated high responsiveness and creativity. Their cross‑functional collaboration allowed them to innovate swiftly while directly addressing user pain points—a critical aspect of Bayer’s transformation.
Bayer Global Design Teams: Bayer has instituted around 70 design teams globally, which operate as agile work units responsible for redesigning key corporate processes—ranging from supply chain management to digital transformation initiatives. These teams work cross‑functionally to reengineer and optimize processes across the organization. Their efforts are critical for aligning disparate parts of the business under the new Dynamic Shared Ownership (DSO) model, ensuring that innovation and efficiency improvements are integrated throughout Bayer’s operations.
Mapping Bayer's Org Design with Org Topologies
Similar to Haier's assessments above, below are the Org Topologies mapping for Bayer's sample value-creating units:
Bayer Crop Science Squad
Horizontal: This cross‑functional Multi‑Skill squad (including field sales reps, technical agronomists, and customer advisors) combines diverse expertise to develop and execute market-specific solutions.
Vertical: It is focused on a specific segment within the crop science division (Partial‑Business Focus), delivering targeted outcomes rather than managing an entire business.
Bayer Italian Innovation Squad
Horizontal: This agile squad, drawing talent from R&D, design, and operations, was able to take a healthcare innovation (a tool for easier injections) from concept to market in 2–3 months, delivering a complete End‑to‑End solution.
Vertical: Their mandate is centered on a specific innovation project within the healthcare/pharma segment (Partial‑Business) rather than an entire business vertical.
Bayer Global Design Teams
Horizontal: Composed of multidisciplinary experts, these teams work on comprehensive process redesign and digital transformation, integrating a wide array of skills to deliver full solutions (End‑to‑End).
Vertical: Their primary focus is on enhancing and optimizing operational processes (e.g., supply chain, digital workflows) rather than managing a complete business line, assessed as a Capabilities Focus.
Below is the visual representation of this assessment:
Below is the Org Topologies mapping of the sample supporting units of Bayer:
Centralized Support Platforms
Horizontal: These platforms support the agile squads by delivering standardized tools, resources, and process frameworks that enable faster decision‑making and smoother inter‑team collaboration. That sounds like spanning the whole range from Functional to End-to-End.
Vertical: Placed in the Task Focus to Capabilities Focus range. Their work mandate is narrowly defined—they are responsible for specific support tasks or developing certain operational capabilities, not for managing a complete business or customer value chain.
Integration and Coordination Forums
These are merely events and virtual teams, so we won't assess them.
And now on the map:
6. Comparing and Contrasting the Two Models
Both Haier’s micro‑enterprises (MEs) and Bayer’s agile squads are advanced work units—but they excel in different dimensions of organizational transformation:
Haier’s Micro‑Enterprises (MEs): These units are highly advanced in terms of decentralization and entrepreneurial empowerment. Each ME functions as an independent profit‑and‑loss center with full decision‑making authority and direct customer engagement. Their structure not only dissolves traditional hierarchical boundaries but also integrates deeply into larger Ecosystem Micro‑Communities (EMCs), enabling a near‑seamless alignment between employee incentives and user value creation. This radical shift—where nearly all operating staff are treated as mini‑entrepreneurs—is a breakthrough in dismantling bureaucracy and fostering sustained innovation.
Bayer’s Agile Squads: Bayer’s squads are advanced in adopting agile, cross‑functional collaboration within a traditionally hierarchical, large multinational context. These squads (typically 5–15 members) are empowered to work rapidly and iteratively, leveraging digital collaboration tools to shorten decision cycles and respond to market demands quickly. Although they enjoy significant autonomy on project‑specific tasks, they still operate within a framework that includes centralized support functions for strategic alignment and resource sharing. This approach excels in creating rapid, flexible responses but may not be as radically decentralized as Haier’s MEs.
Both Models rely on the Shared Supporting Units that enable the work units by offering standardized commodity services and platforms
Managing Interdependency with Digital Contracting and Agile Coordination
MEs and Squads can do a lot independently, yet they are interdependent and should not function as broader silos but rather find ways to collaborate with each other. Here, Haier and Bayer apply different strategies to achieve that.
Digital contracting is a cornerstone of Haier’s RenDanHeYi model, enabling its vast network of micro‑enterprises (MEs) to function as an integrated, agile ecosystem. Rather than relying on traditional, paper‑based agreements, Haier employs digital contracting through platforms like COSMOPlat and the Workbench. These systems utilize smart contracts and blockchain technology to automate and secure agreements between MEs and their external partners.
When an ME issues a digital tender for a service or resource, competing units bid for the work, and once agreed upon, the contract is automatically executed and recorded on a blockchain. This not only streamlines negotiations and minimizes errors but also ensures that payment is directly linked to the value created for customers—embodying Haier’s “paid by users” principle. In essence, while each ME operates with significant autonomy, digital contracting ensures they remain interdependent, sharing resources and expertise across Ecosystem Micro‑Communities (EMCs).
In contrast, Bayer’s Dynamic Shared Ownership (DSO) model addresses alignment and coordination among its agile squads through a set of complementary digital and procedural tools.
To manage dependencies across these squads, Bayer employs agile ceremonies such as “scrum‑of‑scrums,” where representatives from different squads meet regularly to synchronize efforts, resolve conflicts, and ensure alignment with the company’s broader strategy.
Additionally, Bayer relies on digital collaboration platforms that provide real‑time transparency through shared dashboards, performance metrics, and project updates. Dedicated liaison roles further facilitate coordination by managing inter‑squad dependencies, ensuring that overlapping resources and joint initiatives are effectively integrated.
In summary, Haier’s digital contracting system transforms micro‑enterprises into semi‑independent, entrepreneurial nodes that operate through automated, transparent agreements—ensuring that autonomy is balanced with ecosystem collaboration. Bayer’s DSO, on the other hand, emphasizes agile alignment among its squads through structured coordination mechanisms, digital tools, and dedicated liaison roles. Both approaches aim to dismantle traditional hierarchies, yet Haier’s model focuses on creating a tightly integrated digital marketplace for value exchange, while Bayer’s strategy is centered on aligning and coordinating autonomous teams within a larger corporate framework.
7. Putting It All Together
Haier’s RenDanHeYi model, initiated around 2005 and refined by 2012, dismantles traditional hierarchies by reorganizing most employees into small, autonomous micro‑enterprises that operate within an interconnected ecosystem. It decentralizes the organization into small micro‑enterprises (MEs) that are integrated into a broader ecosystem through digital contracting and Ecosystem Micro‑Communities (EMCs).
On the horizontal axis (scope of skills mandate), these units are positioned as "end-to-end" to “expanding”—they begin as end‑to‑end units but continuously acquire new skills and external capabilities via digital tools.
Vertically (scope of work mandate), some MEs (e.g., Smart Home Appliance or GE Appliances units) are mapped as “partial business” because they manage the full value chain for a given product line, while others—like the Mask Supply Microenterprise—operate at a “partial business” level, focusing on a specific product segment with some dependency on shared services.
In contrast, Bayer’s Dynamic Shared Ownership (DSO) model—an ongoing roll-out started in 2018—restructures the organization into agile, cross‑functional squads that work rapidly on specific projects. Bayer’s squads, supported by centralized platforms and coordination forums, are generally positioned as “multi‑skill” units with a “partial business” mandate.
On the horizontal axis, these squads generally fall within the “multi‑skill” to “end‑to‑end” range, reflecting their integration of diverse expertise to rapidly deliver innovations and adapt to market feedback.
Vertically, the squads are mostly positioned in the “capabilities” to “partial business” zone, as they are tasked with delivering specific projects or capabilities rather than running an entire, standalone business. In addition, Bayer reinforces alignment and coordination through centralized support platforms and integration forums that help manage interdependencies among squads.
Both models aim to shift decision‑making to the frontline and foster customer‑centric innovation. Yet, Haier’s approach is more radically decentralized and ecosystem‑integrated, while Bayer’s model emphasizes agile alignment within a flatter, more coordinated corporate framework.
We long to see how the two models play out in the future: a broader spread of RDHY to the West and the DSO's promise to help Bayer cut costs with self-management and a shortened distance to the customers.
The Org Topologies mapping offers a radical new approach to a shared language. This enables us to analyze different scaling frameworks and change models more thoughtfully to focus on what truly matters—elevating the locked intelligence power of organizations.
Sources and references used in this study
Management Innovation Made in China: Haier’s Rendanheyi (PDF, July 2018, California Management Review / ResearchGate).
The 4th International Rendanheyi Model Forum – Haier (Haier’s official global website).
RenDanHeYi: Pioneering the Quantum Organisation (Global Focus Magazine).
Zhang Ruimin (Wikipedia page).
Shattering the status quo: A conversation with Haier’s Zhang Ruimin (McKinsey Quarterly, July 27, 2021).
Overview of the Rendanheyi Model (Institute for Competitiveness, India).
How Bayer's Dynamic Shared Ownership Just Might Be A Flat Army (Forbes).
Dynamic Shared Ownership (DSO) Webinar – Bayer (YouTube).
Bayer aims to sustainably improve performance with new organization (Bayer’s official website).
Bayer's Radical Move to Dynamic Shared Ownership (Liberty Mind, Medium article).
Reinventing big pharma: Bayer's shift towards Dynamic Shared Ownership (Medium).
Ep.53 Dynamic Shared Ownership: The Future of Leadership. Guest Lars Bruening – DSO Catalyst at Bayer Pharmaceuticals (Nate Leslie website).
Case Study: Bayer in Action — How a Dynamic Shared Ownership Model is Transforming the Standard of Global Operational Excellence (Manufacturing IT/OT Summit).
The Scoop Podcast: How Bayer’s New Operating Model Is Transforming the Company (The Scoop Podcast).
