Authors

K. Arens, J. Winklhofer, F. Wiemer, iwis mobility systems GmbH & Co. KG, Munich; R. Robitschko, THIEN eDrives GmbH, Lustenau

Year

2026

Print Info

Production/Publication ÖVK

Summary

The automotive industry is currently undergoing a phase of profound industrial transformation characterized by electrification, digitalization, and changing market structures. The example of iwis mobility systems illustrates how companies are realigning their value creation logic, competencies, and business models amid the conflicting demands of path dependency and innovation.
Since its founding in 1916, iwis has developed from a manufacturer of bicycle chains to a leading supplier of timing drives for combustion engines. Over decades, the company grew successfully in two divisions and, in 2011, laid the foundation for a successful transformation of iwis mobility systems with its investment in THIEN eDrives, a specialist in electric drives with special requirements. Starting in 2017, targeted acquisitions led to the establishment of a new division for stamped and bent components in electrical contact systems.

Since 2018, iwis mobility systems and THIEN eDrives have gradually intensified their cooperation – with visible success: Since 2026, iwis produces electric motors in addition to timing chains. In this constellation, iwis and THIEN eDrives can offer a unique combination of rapid prototype development and flexible solutions from THIEN eDrives, as well as the expertise of iwis as an automotive supplier with experience in large-scale production and international structures.
This paper shows how iwis has shaped its transformation from a timing chain specialist to a provider of integrated mobility systems. We analyze the key success factors of this transformation process: the balance between core business and diversification, the institutional embedding of innovation partnerships, the adaptation of international production structures, consistent focus on clearly defined niches, and the active involvement of employees in the transformation process. In addition, we show how strategic instruments for focusing on defined niche markets were further developed in order to secure competitive advantages in dynamic environments.

ISBN

978-3-9504969-5-6

DOI

https://doi.org/10.62626/7pwo-cn4m Copy link

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