Just two years ago, Tufan Erginbilgiç, who was recently installed, as CEO of Rolls-Royce, has a dark warning to the engine maker’s employees, describing the company as a “burning platform” facing the “last opportunity” to survive, broadcasting a busy record of the value of destruction with each of its investments.

However, the transformation of Rolls-Royce has since then-including 500 % share prices and Profit Two years before the specified date – there is nothing amazing.

But Erginbilgiç, the former BP executive director, does not consider himself without mercy, has followed a somewhat primitive approach to cultivating a successful transformation in a group that added more than $ 70 billion to its market value in the past two years.

Rolls-Royce manufactures engines for major aircraft manufacturers, Airbus and Boeing, on a large and double plane. The group is also a resource for engines and motivation systems for combat aircraft and submarines to government defense departments, including the UK Ministry of Defense

Nevertheless, when Erginbilgiç joined Rolls-Royce, the company was near its bottom to evaluate the market, as it decreased by decreased air travel during the COVID-19 and expensive contracts with the losses of losses. The recovery at the level of industry in demand for travel and some smart contract negotiations is among the title points that explains the transformation of Rolls -Royce.

In the background, though, are the fruits of an ambitious plan that includes each of the 42,000 Rolls-Royce employees.

Rolls Royce CEO 4 columns

in interview with Financial timesErginbilgiç described the victorious how to bow to “four columns” to encourage the change of the sentence throughout its organization.

The first column ensures that employees show the difficulties facing the company, which was embodied through the “combustion platform” comments for Erginbilgiç, which shocked its employees and its focus.

It was more strict positions to follow up. Under Erginbilgiç, the company Demobilization 2,500 employees in 2023, most of them are in positions of the Middle Manager, foot Reports. Meanwhile, Erginbilgiç held a workshop for 500 employees to allow my mind to storm and implement the best ideas.

The third Erginbilgiç column requests the company to set clear goals. The company now has 17 goals, including improving the amount of time on its engines on a plane wing, instead of losing money in the repair store. The fourth pillar of turning aims to ensure Rolls -Royce goals with “pace and intensity”.

“If you do not have a strategy that can accommodate 42,000 people, it will not be delivered.” foot.

The presidents are increasingly turning into management practices that can help them reach their message directly to the largest possible number of employees. In some cases, this is driven by urgency, and in other cases, with technological progress.

Talk to luck Last year, Paul Hudson, CEO of Sanofi Described How to use the “Fight Club” approach to encourage employees to start using artificial intelligence agent. Hudson initially got a small group of people in a room using the tool, before allowing the oral word to help absorb the spread of technology.

Meanwhile, Bayer, a European giant who is combating similarly, turned into employees who move to combat the investor pessimism.

Bayer’s CEO, Bill Anderson, got rid of more than 5,000 employees, most of them in Administrative positionsAnd they asked the employees to organize and work in the “enemy” for a period The attack on bureaucracy Anderson began that the attrition in the company fell.

This story was originally shown on Fortune.com

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2025-03-25 11:45:00