During mid-2000s, Ingersoll Rand Club Car, the world’s largest provider of golf cars and commercial utility vehicles, reached a crossroads. Ingersoll Rand’s Club Car division had grown at a rate 15% CAGR from 2001 to 2005. The company boasted multi-year rating for its golf cars and utility vehicles. In parallel, the Club Car brand as the global leader of zero-emission vehicles was steadily expanding, complimenting Ingersoll Rand’s 100-year tradition of technological innovation and market position as a $17 billion global diversified industrial company.
Paradoxically, the pace of innovation in product design and manufacturing created a gulf between product availability and the creation and delivery of technical publications to support them. At the same time, Club Car faced a rising demand for multilingual product communications, a ballooning backlog of product changes undocumented in non-English materials, and significant delays in global publishing. Underlying these factors was a concern that postponing significant action could generate deeper, more systemic problems, and negatively affect customer satisfaction, regulatory compliance, and product quality.
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