There’s been an interesting discussion going on between some former Saab employees on one of the professional social networking sites. The discussion has focused one the things Saab could do to improve itself if/when the company is purchased and re-launched some time in the future.
My main contribution was concerned with better utilisation of the talent within the company. Personally, I felt that we made too much use of agencies to do work that we could or should have done ourselves. It might have meant hiring some more specialist staff, but done wisely, I think it would have centered our work/thought processes, produced some more consistent results and ultimately, I think it would have saved us money.
A recent contribution to the discussion has mentioned the need for Saab to build better product and the challenges Saab will face in doing so now that many key staff have gone to other companies. I agree that the staffing issue is a big one – people are usually a company’s greatest resource and that was definitely the case at Saab.
Ignoring the staffing side of this problem for a moment, the product side does warrant some discussion because I think, and fear to some degree, that Saab’s demographic and product offering are going to have to shift upwards if the company is to become profitable and build a sustainable market for the future.
Under Spyker’s ownership, Saab reportedly had a business plan that could see the company become profitable with sales of as few as 100,000 to 120,000 vehicles. We never got to test that plan and Saab never got their breakeven point that low prior to December’s bankruptcy, so it’s hard to comment on the plan’s viability.
But what of the future?
