Act Like Owners: Stepping Outside Our Comfort Zone

As we wind down our series on cultural transformation and HARMAN Automotive Superpowers, today's post will outline the role of ownership and how it empowers our people. "Act like Owners” is a foundational Superpower for us – and a mindset that drives even the smallest decision and action. It means being proactive, taking initiative, being accountable for outcomes, seeking continuous improvement and demonstrating commitment and dedication to the success of HARMAN.

A Recipe for Success


People with an "Act Like Owners" mentality are often self-motivated, resourceful and willing to go above and beyond their defined roles. I like to think of it as a recipe with very specific ingredients:


  • ​Curiosity – 3 tablespoons

Teams actively seek out opportunities to expand skills and knowledge – and to bring new ideas and solutions to the table.


  • Adaptability – 1 cup

Sometimes even the best plans crumble. Remaining flexible and positive in the face of change makes challenges and mistakes the stepping stones for greatness. 


“I have not failed. I've just found 10,000 ways that won't work.” Thomas Edison


  • Teamwork – 5 cups

Collaboration is how the world works, how we connect, how we problem-solve, innovate and ultimately deliver great products.


After blending these ingredients, we then remove 2 cups of “That's not my job” Attitude.  Even when something falls outside of our job description, we may still be the best person to tackle it, and even solve it.


Consumer Experiences. Automotive Grade.


HARMAN Automotive's vision is to develop connected products that improve safety, personalization and the in-cabin experience. By fostering an "Act like Owners" mentality among employees, HARMAN is creating a culture of innovation, quality, customer-centricity, risk-taking and accountability that will ultimately help us achieve our goals.


By treating products as our own and continuously refining them, we strive for excellence in every aspect of product development. Our teams proactively seek feedback from customers to understand needs and preferences, monitor market trends and identify opportunities for improvement. As a result, we are able to enhance existing products in ways that surprise and delight customers.  


Our company-wide focus on ownership also leads to ever-increasing vigilance and attention to detail in all aspects of internal operations and quality control. It inspires proactive problem-solving and an agile approach to decision-making, which is crucial when running a 24/7 operation.


It Begins at the Top


Ownership is a term that can become overused and empty. Many companies talk about ownership and try to implement this philosophy, but fail because they micromanage, have a low tolerance for failure or allow organizational hierarchies to stand in the way. Some also prioritize short-term needs. 


At HARMAN Automotive, our President Christian Sobottka lives out "Act Like Owners" in his daily work. I have personally felt his engagement, awareness and commitment – which inspires all of us to follow in his footsteps. 


Seeing words translated into action encourages employees everywhere to explore additional responsibilities and make decisions outside of their usual job scope. This can provide valuable opportunities for skill development and growth, which increases satisfaction and retention. Importantly, it also often leads to recognition and reward. 


What Gets Measured Gets Done


Success both big and small can be measured through a variety of metrics across different aspects of our business.


  • ​Innovation and creativity can be assessed by tracking the number of patents filed and the percentage of revenue generated from new products and services developed by employees. 
  • Employee engagement can be gauged through surveys measuring satisfaction and retention rates and participation in company initiatives and innovation programs. 
  • Customer satisfaction is reflected in customer retention rates and feedback emphasizing employee commitment.
  • Financial performance indicators include revenue growth from new initiatives, profit margins on employee-developed products/services and ROI from employee-driven projects. 
  • Ownership behavior, responsibility and accountability, risk-taking, efficiency, effectiveness and leadership/mentorship are smaller metrics that can also provide insights into the success of a business.

Creativity Has No Boundaries


As I look ahead, I am most excited about the potential for HARMAN to leverage our resources, expertise and products to propel the company to new heights. With an "Act Like Owners" Superpower ingrained into our culture, we will tap into the full potential of our talent pool, technologies and market presence. 


This outlook will encourage to think creatively, take calculated risks and push the limits of what we can achieve – now and far into the future.


About Me – More on Veronica Morales


Veronica serves as Senior Operations Director and Site Leader for HARMAN Automotive in Juarez, Mexico. In this position, she combines her experience in design, product development, supply chain and quality management to lead and inspire teams toward operational excellence. Veronica began her career in the innovation space at a brand-new Engineering Technical Center in Mexico after which she transitioned into supply chain and operations.​

Veronica Morales

Senior Operations Director, HARMAN International​

Connect with the Author: LinkedIn​