Following the success of its initial efforts toward digital transformation, Vanke Port Apartment (Vanke Group’s long-term rental brand) began investing in technology to enhance its core capabilities. By continuously updating its Rental Management Planning (RMP) system, constructing marketing channels, and developing a one-click project planning function, Vanke Port established itself as an industry leader in digital technology. Furthermore, Vanke Port started to market and sell its technology systems, shifting its technology focus from reducing costs to generating revenue. Meanwhile, the company also needs to continuously evolve its technology and business model in an ever-changing environment.
Bosch Automotive Product (Changsha) Ltd Co, is a leading automotive parts manufacturer, and a wholly-owned subsidiary of Bosch, a multinational engineering and technology company headquartered in Gerlingen, Germany. Since 2020, Bosch Changsha had accelerated its digital transformation through building an organizational culture that embraces digital innovation. By designing and implementing a portfolio of digital initiatives and programs, Bosch Changsha managed to establish a culture that embraces digital transformation and inspires employees to contribute to organizational change. Meanwhile, despite the significant success, the company also faced the question of how to continue leveraging culture to drive future digital transformation.
Located in the Shenzhen-Hong Kong Cooperation Zone in Shenzhen, China, Vanke Port Apartment (Vanke Port) was the leader among China's centralized long-term apartment rental enterprises. Recently, the company had improved its cost and operational efficiency and recorded stellar performance. A key partner in Vanke Group recalled the struggles Vanke Port had encountered on its way to achieving this performance. In 2019, Vanke Port had been battling to survive, and shortly after, the business was hit by the COVID-19 pandemic. In response, Vanke Port capitalized on digital technologies and carried out major organizational changes. As the company made it through the crisis and even started to thrive, the partner needed to present the lessons learned and recommend next steps to the board of directors.