Hans-Werner Kaas

Senior Partner, Detroit, USA

Hans-Werner Kaas works as a Senior Partner in the Detroit Office of McKinsey & Company, Inc., and is a member of the leadership team of this office. Before transferring to the Detroit Office Hans-Werner has worked in the Düsseldorf, Vienna, Frankfurt and Cleveland Office of McKinsey & Co. He joined McKinsey in 1991 and took a leave-of-absence for academic studies in 1994 and 1995.

Prior to joining McKinsey, Hans-Werner Kaas worked as a trainee in the chemical and automotive industry. In Durban, South Africa, he was responsible for the investment evaluation & planning of a new chemical plant of a European chemical company. In Germany he gathered experience in the strategic planning department of an automotive company and pushed the introduction of new concepts.

During graduate school Hans-Werner worked as an independent consultant for the Mercedes-Benz passenger car division developing a strategic and financial evaluation concept for new production technologies

So far Hans-Werner has worked for clients in the automotive, automotive supply, and electronics industry. Project topics focus on strategy, organization/process redesign, product development, manufacturing, purchasing, and quality management. Hans-Werner has served clients in Europe, North America, and Asia.

Publications

Disruptive Trends that will transform the Automotive Industry

Several technology-driven trends are converging that will transform the automotive industry into a software- and services-focused landscape. To survive, industry players need to acquire a set of new skills that range from becoming excellent software developers to cooperating with peers and new entrants so that they can achieve the positions they need to survive.

Capturing the Advanced Driver-Assistance Opportunity

The good news: people who purchase advanced driver assistance systems love them. The bad news: automakers and dealers aren’t doing enough to translate this interest into demand for autonomous vehicles.

Competing for the Connected Customer

Like car buyers themselves, new cars have embraced digital connectivity in all of its forms. Is this a match made in heaven or do OEMs still have a lot to learn about what kinds of connectivity can help them to “move the metal?”

What Connected Customers Think About Connected Cars

As cars and customers increasingly go wireless, innovations centered on in-car connectivity are gaining high levels of marketing clout. Learn more about a new survey that focuses on the car-buying trends among connected consumers.

Anticipating Future Automotive Infotainment Plays

The automotive infotainment sector has always attracted participants from the consumer electronics and high-tech industries. One can expect new alliances and major changes as companies move closer to creating fully integrated infotainment systems, and different automotive value chain players attempt to establish stronger ties with the OEMs.

Exploring the Advanced Driver Assistance Systems Opportunity

Can cars that actively prevent accidents and assist drivers carry the auto industry to a better place or leave traditional players behind as new attackers enter the fray? Hop in, as McKinsey explores the implications that surround advanced driver assistance systems.

Autonomous Cars: Anticipating the Driverless Age

Autonomous cars are coming and could fundamentally change society's mobility demands and the automotive industry's competitive dynamics. In Part 2 of McKinsey & Company's series on the connected car, the authors show why the automotive industry's traditional players – along with a growing number of companies that are finding new opportunities in automotive – need to anticipate the profit pool shifts that connectivity will likely drive as it increasingly disrupts the value chain.

The Impact of Connected Cars on OEM Market Shares

Car connectivity is disrupting the traditional landscape of the automotive industry. It is creating new value in new areas, and new categories of players are becoming integral parts of the industry. To capitalize on the value at stake, industry players (both incumbent and new) will need to manage consumers' complicated relationships to the idea of connectivity and determine which control points they will establish ownership over in the delivery of connectivity's growing portfolio of features and services program.

Connected Cars: Exploring Infotainment Trends

Infotainment systems represent an attractive play for automakers and suppliers alike, but to capitalize on this opportunity, companies will need to better understand the possible ways the market could evolve. A new market model can provide leaders with the detailed analysis they need regarding the market's future growth trajectory and profitability.

Innovating Automotive Retail

Automotive retail is changing fast around the world as disruptive new technologies enter the fray and customer expectations rise. McKinsey's 2013 Retail Innovation Consumer Survey describes the forces driving these changes and offers advice to OEMs and dealers alike for coping in a more turbulent future.

Is Onshoring Right for Automotive Components?

Companies in a variety of industries are currently moving manufacturing and assembly back to the United States - onshoring - to take advantage of the benefits of producing in the country. However, onshoring might not be the right way to go for every company in every situation. For automotive and assembly players, this means leaders must thoroughly analyze the opportunity from a total cost of ownership perspective, so that they fully understand the true value of onshoring compared to staying in emerging markets.

Big ticket: Using Big Data Analytics to Build Strategic Pricing Value

Many companies could be needlessly shortchanging themselves in terms of both revenues and profits because they lack the tools they need to optimize their pricing skills. Discover why approaches like the Granular Pricing Model can help them understand the different elements of their pricing performance, and act quickly to close gaps compared to competitors.

Confronting North American Automotive Supplier Challenges

After weathering severe economic storms, the surviving North American automotive supplier industry has begun to rebound. But new challenges loom on the horizon, and three key trends tell the story.

McKinsey Conversations with Global Leaders: Jim Owens of Caterpillar

McKinsey Quarterly interviews Caterpillar's former chairman and CEO Jim Owens, who reflects on an unconventional career path, organizational change, and how and where to stay competitive over the long term.

Interview: Bill Ford of Ford Motor Company

Henry Ford's great-grandson and Ford Motor Company's executive chairman has a vision for the company that rivals Henry's own. Join us, as William Clay Ford, Jr. discusses sustainability, Ford's prospects, technological change in the industry, and manufacturing in America.

Planting (Automotive) Roots in Mexico

Setting up shop in Mexico makes a lot of economic sense for automotive players – as long as they invest the upfront effort. Learn how a comprehensive approach can prepare companies to enter Mexico successfully.

"Offshoring" Onshore: Exploring Mexico's Manufacturing Advantages

Mexico provides US companies with an offshoring opportunity right next door. With competitive labor costs, productivity levels comparable to those of the US, economic stability, and many other advantages, the country offers automotive OEMs and suppliers a pragmatic solution to their global sourcing requirements. Learn more about the top 10 reasons why investing in Mexican manufacturing makes sense for automotive players – from both the US and other countries.