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Digital and mobility transformations require automotive industry actors to adapt to an environment where disruptions become a new norm. In this new environment, large century old companies struggle to fit because the organization lost it soul and became disembodied. The disembodiment of organizations is both a structural and cultural phenomenon that affects many companies. Fear of making decisions, lack of proper management, purchasing departments drifting from their initial tasks, omnipresence of finance, excessive number of meetings, fading skills, watermelon indicators... these are the signs of an organization that is becoming dehumanized.

In Disembodied large organizations, the author analyses the key elements of the transformations through the eyes of automotive adventurers. Their experience, their testimonies, and their anecdotes are essential to inspire and motivate new adventurers who want to turnaround the dehumanized structures back into the hands of real decision makers.