"While we adapt to a changing world, the Melexis DNA remains unchanged"

Fast and effective decision-making, entrepreneurship, and autonomy are at the heart of the strategic vision presented by our CEO, Marc Biron. While these behaviors have always been important to our company culture, they are now more urgent to pivot for the future. What does it mean for the direction of the organization? We sat down with Marc Biron to discuss what lies ahead.

Why is there a need for a 'pivot' for the future?

"We operate in a rapidly accelerating market, where increased speed and proactivity are now essential. I recently traveled to China, where our company is also becoming increasingly present. In China, an EV car gets updated every 14 months, while in Europe, it only happens once every three or four years. This calls for faster innovation and more efficient decision-making. Additionally, today's customers want to be impressed with innovative solutions, making it crucial for auto manufacturers to stay competitive. This raises the bar and requires even more proactiveness.”

How do you prepare your team for the future, and how important is culture in this process?

"A cultural evolution is necessary to adapt to the changing market environment. To drive that evolution, we recognized the need to adjust our organizational structure to better equip our people to anticipate and respond to market demands. One of the most significant steps we took was merging our business and development teams. This enables those developing our applications to work more closely with market requirements, fostering collaboration and driving innovation. Additionally, we give our employees greater autonomy, encourage them to make decisions more quickly and take initiative in their roles."

Isn't it risky to give people more autonomy and entrepreneurship in a large organization?

"Actually, I don’t think so, at least in the negative sense of the word: it would be risky to not adapt Melexis and our culture to the changing market needs. Of course, as a large organization, you need structure and procedures. But within that structure, I believe people should be trusted and given the freedom to make their own decisions, even to make mistakes. I like to think of it like a highway: it needs to be well-mapped and paved, but there should be plenty of options to follow alternative routes, allowing people to follow their own path. When I joined Melexis in 1997, the company felt like a playground for me, a place where I could experiment and had the freedom to share my ideas. While the environment has changed as the company expanded internationally, I believe people deserve to regain that ‘playground’ feeling a bit. It’s important for our people and our company to secure and even emphasize this way of working.”

Melexis originated as a Belgian company but now has locations around the world. How do you establish and maintain a unified culture?

“The beauty of our culture is that it has been shaped by all these diverse perspectives. This year, I embarked on a business communication tour, visiting all Melexis sites across the globe. During these visits, I engaged in conversations with people to understand how they experience the Melexis culture and to gather their visions for the future. Based on this input, we defined the behaviors of fast and effective decision-making, entrepreneurship, and autonomy, and how to pivot for the future based on these behaviors. At the same time, we value the unique cultures and working styles of each region. Strategically, our offices are located in local markets, which enables our teams to connect directly with their communities and understand market demands.”

How can you ensure that the need for change is experienced at all levels within Melexis?

"This has everything to do with communication. Every organizational change takes time and goes through different phases. First, people need to understand why change is necessary and feel the urgency. The closer you are to the customer, the easier this is, because you literally hear what customers need. That’s why adjusting the organizational structure was so important. Our leaders are the role models and multipliers for our evolving culture.That’s why a project group, including people from across the organization, defined the desired leadership style, which we call Enabling Leadership. Enabling leaders shift their focus from “being in control” to “enabling teams to be successful”. Importantly, cultural change is not limited to those in leadership roles. That is why we also organized a Global Culture Workshop where all employees worked in small focus groups and translated the principles of autonomy, entrepreneurship and fast and effective decision making into concrete, day-to-day actions.”

What positive outcomes can Melexis employees expect from this new approach?

“There’s nothing more frustrating than having to ask your manager for approval on a minor decision, which can slow you down or hold you back. Too much structure creates pressure, and slow processes hinder innovation. I also believe that these changes will contribute to a greater sense of satisfaction and engagement among employees. A beautiful example of a colleague who feels empowered in his role, is Nikolay Danov, Area Lead at our Sofia, Bulgaria site. During my visit to their office, he explained: “There’s no room for micromanagement here. We are all empowered to make the calls we need to. We have the trust to decide and act. I appreciate that freedom.”

You’re encouraging people to embrace new challenges. What guidance would you offer to those who find this daunting?

“My advice is simple: just do it and keep it simple! As humans, we often overcomplicate things, which makes decision-making harder. I’ve noticed that people can be afraid to make decisions. At Melexis, we don’t penalize people for making mistakes; instead, we encourage learning from them. During my visit to our office in Düsseldorf, I had a conversation with our colleague Alexander Kowaljow. He put it beautifully: “As children, we climb trees and do what kids do. Don’t be afraid to fall—failing is an option, as long as you learn from it so you don’t fall again.” I love that sentiment, and it’s exactly what I want to offer others. Another inspiring quote, I received from Yurii Toporov, during my virtual visit to Ukraine: “Perfectionism can hold you back. Sometimes, good enough is just right, especially if you can explain why."

You’ve communicated this strategic vision at the beginning of 2024. Have you already seen positive results?

“Absolutely. This increased focus on proactivity has already yielded great results. A good example is the launch of our product, Triphibian. These pressure sensors help optimize the efficiency of thermal management systems in electric vehicles, enabling a longer range. We didn’t develop this product in response to direct customer demand but initiated it proactively. Our customers have reacted positively, and the sensor has even been nominated for the Elektra Award 2024. This is a fantastic milestone worth celebrating.”

How would you describe the company culture at Melexis?

Marc smiles and says: “At its core, it’s about bringing added value to the customer, with a positive atmosphere and respect as the foundation. From day one, the people around me and the positive environment have been the reason I look forward to coming to work every day. For me personally, this DNA hasn’t changed since I joined the company in 1997. I think it’s important for others to feel the same way. That’s why investing in a culture where people can thrive is so crucial, as it benefits both the individual and the company. An important success factor, often overlooked, is diversity and inclusivity. The best way to tackle a challenging problem is by examining it from various perspectives and ensuring everyone has a voice. That’s why we believe it’s essential for our team to consist of individuals with diverse backgrounds, nationalities, genders and experiences. When people feel valued and respected, they can achieve amazing things together.”