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The Dynamics of Innovation - Strategic and Managerial Implications (Hardcover, 1999 ed.)
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The Dynamics of Innovation - Strategic and Managerial Implications (Hardcover, 1999 ed.)
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Jorg Bensinger, a group head of Audi corporation's R&D depart
ment, had been waiting for long to find a chance to advertise his
idea of a four-wheel drive for passenger cars to one of the board
mem bers. Favorable experiences had been collected in drive tests
with the lItis, a jeep-like car developed for use in the German
army. The ex periences showed extremely good performance on icy
roads and in snow. Bensinger's chance came in February of 1977,
when he could talk to Ferdinand Piech, then R&D vice president
of Audi and a technology buff. At this time Audi wasn't quite
considered as a tech nological leader in the public. Technology
based innovations were expected from Mercedes or Porsche by many
customers. Piech, Ben singer, and others sensed that introducing
the four-wheel drive to passenger cars could initiate a strategic
change. Under great secrecy development work and prototype
construction were commissioned. One obstacle seemed to be space
requirements for the gear-box. Hans Nedvidek, former race-track
engineer in the Mercedes team, was assigned to the team, and he
developed an ingenious solution to the problem. It took until
September of 1977 until other board mem bers were informed, and
after some rallying the board found a con sensus in the next month
to authorize further development steps for a four-wheel drive car.
However, Audi is a subsidiary of Volkswagen Corp. The accord of the
much bigger mother had to be secured."
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