Transforming Jetour Auto: an action learning journey

Le résumé fourni par la source

This case study examines the implementation of action learning at Jetour Auto, a Chinese automotive brand, during its transition from a product series to an independent, matrix-based organisation between 2021 and 2025. Over six months, six cross-functional teams addressed strategic challenges – such as product positioning, cost reduction, and international expansion – through a structured action learning program. The initiative delivered tangible outcomes (e.g. a 6% cost reduction, successful product launches, and market expansion) while fostering leadership transformation, cross-functional collaboration, and a culture of reflective practice. Drawing on Revans’ (1982) foundational principles and contemporary action learning frameworks this paper explores the design, implementation, and outcomes of the project. It highlights the importance of aligning action learning topics with organisational goals, tailoring processes to team needs, and embracing flexibility. Practical takeaways for practitioners are provided, along with reflections on successes and areas for improvement.

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