Following the formation of a joint venture in China between two leading emissions controls manufacturers—established based on a prior eos consulting recommendation—the combined organization faced a critical integration challenge. While the joint venture created significant strategic and cost advantages, the engineering teams from both companies needed to rapidly harmonize their product development efforts and learn how to effectively leverage each organization’s distinct capabilities, technologies, and cost structures.
We worked closely with engineering leaders and executive teams from both companies to establish a clear and practical foundation for collaboration. The engagement began by defining a shared vision for how the two organizations would co-develop products, clarifying where joint development would create the most value and how responsibilities should be divided to capitalize on each partner’s strengths.
To translate that vision into day-to-day execution, we designed a comprehensive governance model for the engineering relationship. This included defining the organizational structure, establishing key operating processes, and clearly articulating decision rights—explicitly answering “who does what, when, and how.” In parallel, we assessed the cost, return on investment, and staffing implications associated with the new operating model to ensure the approach was both economically sound and organizationally sustainable.
Finally, we developed a high-level transition and implementation roadmap that outlined the actions required to move from the current state to the target model, identified potential roadblocks, and established clear budgets and milestones.
The result was a set of engaged, aligned, and highly collaborative engineering teams operating as a unified organization. This enabled the joint venture to deliver cost-effective, market-leading products and laid the foundation for a successful and durable partnership in the Chinese market.
