{"id":25994,"date":"2026-06-29T16:13:55","date_gmt":"2026-06-29T14:13:55","guid":{"rendered":"https:\/\/sw.fst.com\/magazine\/?p=25994"},"modified":"2026-06-29T16:14:23","modified_gmt":"2026-06-29T14:14:23","slug":"it-often-comes-down-to-nuances","status":"publish","type":"post","link":"https:\/\/sw.fst.com\/magazine\/en\/2026\/06\/it-often-comes-down-to-nuances\/","title":{"rendered":"\u201cIt Often Comes Down to Nuances!\u201d"},"content":{"rendered":"\n

Dynamic Sealing is in a solid financial position \u2014 and that can make leadership more challenging than it appears from the outside. After all, when there\u2019s no major restructuring to be dealt with, no spectacular M&A project making headlines, and no crisis forcing quick action, success is often determined by the details. Dr. Mark Ostwald, head of the Dynamic Sealing Division, discusses in this interview why \u201cnuances\u201d make the difference, why he focused primarily on listening and visiting locations around the world \u2014 and how he fostered a new team spirit during a period of reorganization.<\/strong><\/strong><\/p>\n\n\n\n

Mark, Dynamic Sealing appears\u2014at least from the outside\u2014to be a very stable business. What still makes your job so exciting?<\/strong><\/p>\n\n\n\n

Precisely that stability. We are not dealing with major \u201cheadline issues.\u201d In other parts of the company, restructuring or M&A activities tend to dominate attention; in our case, the focus lies elsewhere. That can be a disadvantage, because it means you quickly slip out of the spotlight. But it is also a strength: it gives you the space to focus on what truly matters.

Overall, Dynamic Sealing is in very good shape. And when a business is healthy, it\u2019s rarely the big, radical changes that make the difference\u2014it\u2019s the nuances. Small differences in setting focus and priorities, in implementing ideas, or in communication can be decisive. To be honest, I find working on these finer points incredibly exciting.Fokus und Priorit\u00e4ten, bei der Umsetzung von Ideen oder bei der Kommunikation k\u00f6nnen entscheidend sein. Dieses Arbeiten an den Feinheiten finde ich ehrlich gesagt hochspannend.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

You\u2019ve already held various positions at Freudenberg\u2014including in the medical division and, prior to Freudenberg, in consulting. Is the role more challenging today\u2014or simply different?<\/strong><\/p>\n\n\n\n

I\u2019m not sure if everything here is really that \u201cdifferent.\u201d When I started, the question naturally came up right away: \u201cWhat are you bringing from the medical sector\u2014what are you introducing now?\u201d I jokingly replied, \u201cStarting tomorrow, we\u2019ll all be wearing cleanroom suits and hairnets.\u201d But that\u2019s not how it works.

What\u2019s much more crucial is: What\u2019s comparable\u2014and what isn\u2019t? When it comes to technologies, there are surprisingly many parallels. Injection molding, transfer molding, compression molding: these are manufacturing principles we used just the same in the medical sector. Differences tend to lie in the details\u2014for example, different materials, more thermoplastics and silicones there, more rubber here\u2014and in individual post-processing steps.

The fact that the medical division historically emerged from FST made the transition even easier. Of course, there are medical business units that operate completely differently\u2014but for my start here, the transition itself wasn\u2019t a major issue. It was more challenging to understand the specific setup: How does our sales function work? How are we organized? What products and market segments do we have? And above all: Which teams do we collaborate with globally?<\/p>\n\n\n\n

What did you prioritize right at the beginning\u2014processes and numbers, or people and plants first?<\/strong><\/p>\n\n\n\n

Definitely the people and the plants. That\u2019s a lesson I\u2019ve learned from experience. If you don\u2019t get that right from the start, your schedule eventually becomes so packed that it\u2019s very hard to make up for it later. And it makes a huge difference at a site when colleagues realize that the \u201cnew guy\u201d is genuinely interested in them.<\/p>\n\n\n\n


That\u2019s why I traveled to the plants very quickly, got to know my leadership teams, and saw how differently the sites operate. That was motivating because I saw the passion with which colleagues all over the world care for products, customers, and their respective plants. At the same time, it gives you a compass: What do I need to prioritize as a leader?<\/p>\n\n\n\n

What surprised you most during this \u201ctour\u201d of the sites\u2014and where did you make specific adjustments?<\/strong>
To be honest, I had expected operations to be more consistent\u2014more standardized, with more uniform processes around the world. When it comes to equipment, we are actually fairly standardized. But as soon as you look at processes\u2014Lean, shop floor communication, employee relations, established routines\u2014the differences were sometimes quite striking.<\/p>\n\n\n\n

For me, this was not just an observation; it was also a clear mandate to address these issues. In some areas, we had to roll up our sleeves, because otherwise it would have been difficult for the division to truly grow together. This also involved an issue with historical roots: two divisions had been merged, followed later by the consolidation of Lead Centers with Lead Center Powertrain and Lead Center Simmerring Industry\u2014and there was often a certain lack of understanding for the \u201cother side.\u201d<\/p>\n\n\n\n

Comments such as, \u201cThat\u2019s automotive; you can\u2019t compare that to our business,\u201d<\/em> were common. Friction points like these do not create value. We therefore made a deliberate effort to increase transparency, strengthen communication channels, and bring the team closer together. The willingness was there\u2014we simply had to create the right framework. For me, one thing was clear: at some point, this post-merger integration process has to be completed; otherwise, we will remain stuck in old structures.<\/p>\n\n\n\n

You\u2019ve also made some organizational changes. How much tact does it take to ensure that something like this is not perceived as a \u201cpower play\u201d?

<\/strong>It takes a great deal of tact\u2014and, above all, clarity about the purpose behind it. In the end, there can only be one Lead Center manager. Decisions like these are never purely organizational; they touch on identities, long-established teams, and personal pride.<\/p>\n\n\n\n

At the same time, we were facing a second major challenge: Jos\u00e9 Serrano, the long-serving Lead Center manager in Langres, retired. With him, we lost not just a position, but a key figure\u2014a personality with immense experience, standing, and deep production expertise. When this became reality, I had only been in the role for four months. The questions were: Do we look externally? Can we find someone internally? And how do we ensure continuity?<\/p>\n\n\n\n

At the time, I very deliberately chose what I would call \u201cnuance over radical change.\u201d Many of our Lead Center managers had been in their roles for a very long time. I found the idea appealing\u2014if also somewhat bold\u2014to move people around strategically: not because anything was going wrong, but to look at a successful business from a new angle and with fresh eyes.<\/p>\n\n\n\n

I discussed this approach at length with my colleagues in Human Resources, considered different scenarios, and then put it into action. In short, we set the personnel carousel in motion and initiated a series of rotations. Since 2026, the leadership teams have been operating in a new configuration. What mattered most to me was this: it was never about creating unrest. It was about keeping teams intact while at the same time opening up new perspectives. Based on what we have seen so far, that has clearly released new energy.<\/p>\n\n\n\n

Some teams swear by continuity\u2014others benefit from rotation. How do you find the right balance?<\/strong><\/p>\n\n\n\n

Both can be right\u2014continuity provides security, while rotation can create new perspectives. For me, it was important that we view this change not as an end in itself, but as part of talent development.<\/p>\n\n\n\n

What does that mean?<\/strong>
One strong signal was that we were able to fill all open positions internally. We opened up new opportunities for colleagues\u2014and we also deliberately took people out of \u201cboxes\u201d by assigning them different tasks. Of course, this kind of rotation isn\u2019t without risk. But so far\u2014knock on wood\u2014it\u2019s been very successful.

I recently joined a division meeting in Opatovice. There, I deliberately said: As of today, the post-merger integration process is officially over. Why? Because not once all week did I hear: \u201cThat\u2019s automotive\u201d or \u201cThat\u2019s general industry; you can\u2019t compare the two.\u201d That wasn\u2019t an issue anymore\u2014because we\u2019d worked on it beforehand: trust, communication, transparency, respect, openness.

And that openness is crucial. When someone from the outside looks at your business and says, \u201cHave you thought about this? From my perspective, it doesn\u2019t quite add up,\u201d then the question is: Do we feel offended, do we become defensive\u2014or do we explain our perspective while also engaging with the other point of view? The latter would be ideal and would mean accepting constructive criticism.<\/p>\n\n\n\n

For you, talent management is a lever. Where do you start\u2014and what have you learned from looking at North America?<\/strong><\/p>\n\n\n\n

During my site visits, I noticed how \u201cEuropeanized\u201d many of our North American locations have become\u2014including in the way they\u2019re managed and how communication takes place. During my time in the medical sector in the U.S., I would have had quite a few things thrown back in my face, because employees there process criticism and directness differently.
<\/p>\n\n\n\n

When you talk about growth markets\u2014North America, China, India\u2014how do you avoid Europe \u201cexplaining the world\u201d to others and thereby missing the mark in the market?<\/strong><\/p>\n\n\n\n

By accepting that \u201csimilar\u201d does not mean \u201cthe same.\u201d Especially when it comes to North America, Europeans often underestimate the differences. On the surface, much of it looks familiar, but when you look behind the scenes, there are major differences culturally, commercially, and in decision-making processes. It becomes dangerous when Europeans convince themselves: \u201cIt\u2019ll work out somehow.\u201d

A practical example: In the heavy-duty and oil seal industries, we\u2019ve struggled in North America for decades. The measures taken over the past 15 to 20 years weren\u2019t wrong per se\u2014but perhaps the combination wasn\u2019t ideal. Perhaps we didn\u2019t focus on the right market segments. We can\u2019t simply adopt what works in Europe or what is recommended from here. Strategic responsibility must lie with the region\u2014but so must the freedom to act accordingly.

The same applies to China and India. A Lead Center can define structures and tools, but the content must come from the region. We cannot use a European lens to define which market segments, for example in India, should be prioritized.

Our joint venture partner NOK has also realized that we are not sufficiently profiting from market growth in China and India because we do very little business with local companies, but primarily with Japanese or Western ones. Why? Because the goals, strategies, and degree of autonomy for the local teams are not set appropriately.

For me, the conclusion is this: If we want to be successful in these regions, we must expand the decision-making autonomy of local management teams. Autonomy is not a loss of control\u2014it is a prerequisite for gaining market share in local markets.<\/p>\n\n\n\n

When it comes to \u201cOperating System\u201d: What changes did you make deliberately?<\/strong><\/p>\n\n\n\n

My focus here is on how we lead the division: What are the regular meetings and decision-making processes? How do we interact with the regions\u2014from monthly meetings to quarterly formats? How do we communicate within the division, including through Human Resources? What communication channels keep us connected to the front lines?

A first step was to understand this system and continue it as a matter of principle\u2014because stability is especially important in a newly merged organization. At the same time, we also refined certain aspects within the Leadership Team, because some things simply weren\u2019t being fully implemented yet.

For me, a key success factor for Dynamic Sealing is clearly the so-called \u201cRolling Top 5,\u201d a dynamic list of the five most important projects with the greatest impact for the site, which we want to implement with focused priority. These top projects are continuously reviewed. This ensures that even when priorities shift due to changes and trends, the sites are working on the topics that are currently most important. The Rolling Top 5 can be applied across an entire organization, in all departments. So far, however, we have not yet applied this highly successful management approach uniformly everywhere. We are currently assessing where harmonization makes sense and at what point standardization and clear guidelines are necessary.

Another element is what we call Multi-Gen Plans. By this we mean a long-term development roadmap for a core process that describes, in clearly defined maturity levels\u2014generations\u2014where we stand today and what needs to be done next to achieve world-class standards. It creates transparency by standardizing goals, process standards, and metrics across teams and locations. Unfortunately, in my view, the Dynamic Sealing method has not yet yielded any measurable efficiency gains\u2014but it is nevertheless demonstrating its value.<\/p>\n\n\n\n

Why?<\/strong><\/p>\n\n\n\n

Because the teams exchange ideas, think strategically about the development of their functional areas, and define measures to become “best in class.”

We have recently refined the methodology, defined key performance indicators, and established review cycles to ensure that our Multi-Gen Plans deliver measurable contributions to results in the future. It is also important to me that we create networks at all levels. In our organization, networks often function well up to the General Manager level\u2014but beyond that, they tend to become thinner.<\/p>\n\n\n\n

There is often a lack of a suitable platform for regular exchange. The aforementioned Multi-Gen Plans and cross-functional forums help bridge this gap\u2014even informally, because people who know each other are more likely to pick up the phone and help one another.<\/p>\n\n\n\n

In this context, you also mention new metrics\u2014such as a Supply Chain Performance Index\u2014and \u201cValue Stream Costing.\u201d What\u2019s behind these?<\/strong><\/p>\n\n\n\n

Our supply chain team has developed a new key performance indicator (KPI): the Supply Chain Performance Index. This metric combines several KPIs with different weightings, including material availability, supplier performance, our own on-time delivery rate, and other indicators. It gives us a clear monthly picture of whether our plants are moving in the right direction.<\/p>\n\n\n\n

The second topic\u2014value stream costing\u2014addresses something fundamental: cost transparency that is easy to understand at every level. Value streams are mapped, and direct and indirect costs are assigned to individual stations. If everyone can see and understand this, I expect it to lead to a significant boost in cost reduction. Some employees feel powerless because they do not understand how they themselves can contribute. Tools that make these connections visible release energy\u2014and make contributions measurable.<\/p>\n\n\n\n

When it comes to operational excellence, companies sometimes seem to be in a \u201ctool competition.\u201d How do you see this\u2014and what is needed instead?<\/strong><\/p>\n\n\n\n

I do see a certain proliferation of tools. Then the focus quickly shifts to: Is there a tool that\u2019s more complex, more exciting, or more academic? And in the process, \u201cback to basics\u201d often takes a back seat\u2014that is, getting shop-floor employees on board, not just introducing standards but actually living by them, and solving problems where they arise.

With some process improvement tools, we may end up leaving parts of the organization behind because they\u2019re only partially involved. What sets GROWTTH or Lean apart, however, is that all employees can participate in a Kaizen event and add value. It\u2019s not about \u201csiphoning off information and walking away,\u201d but rather working together to create something better\u2014staying with it as a team until the end, with a clear understanding of the results and benefits.

And that\u2019s exactly where the circle closes for me when it comes to talent management: In Kaizen workshops, people work together on a problem; everyone can contribute and certainly demonstrate their own potential. Allowing and encouraging this is part of our culture\u2014and it ensures that we don\u2019t lose touch, but remain close to our customers and to reality. And discover our talents within our own ranks.<\/p>\n\n\n\n

Let\u2019s look ahead: How is Dynamic Sealing\u2019s business changing\u2014and where will growth come from?<\/strong><\/p>\n\n\n\n

Following the merger, we have three strategic lead center priorities: Simmerring Industry, Heavy Duty, and Powertrain. Powertrain is expected to decline in the traditional business going forward\u2014that is a realistic assessment. We expect Heavy Duty and Simmerring Industry to offset the downturn and stabilize the business.

At the same time, we are launching new products in all three areas. In the Powertrain sector, the focus is strongly on electric drives. For example, we are concentrating on high-speed seals that provide reliable sealing at very high speeds without wearing out quickly due to friction or heat. Or on e-grounding solutions.<\/p>\n\n\n\n

What are those\u2026?<\/strong><\/p>\n\n\n\n

In electric motors and\/or inverters, switching operations, among other things, generate shaft and bearing currents. If these were not specifically dissipated, the bearings could be damaged or the applications could fail prematurely.<\/p>\n\n\n\n

What about incubators?
<\/strong>Incubators are intended to drive the actual growth of Dynamic Sealing. There, we\u2019re primarily talking about battery cell caps and thermal barriers\u2014for both automotive applications and stationary battery storage solutions.<\/p>\n\n\n\n

Incubators sound like a fresh start\u2014but also like pressure. What makes this so challenging?<\/strong><\/p>\n\n\n\n

Because the pace here is different from that of our traditional business. We\u2019ve won a customer for battery cell caps, and as things stand now, production is set to begin in September. At the same time, we\u2019re competing for an order for thermal barriers. If we win that, it\u2019s not just \u201can incubator project\u201d\u2014if we succeed, it means \u201call hands on deck!\u201d Many underestimate how much in resources such a ramp-up requires.

The deadlines are also extremely demanding. In some cases, customers want production to start quickly, even though the design isn\u2019t finalized yet. That\u2019s a completely different pace than in traditional business. And that has very practical consequences: We have to allocate resources where we\u2019re ramping up. When in doubt, production sites must make room, sometimes even through a \u201copen-heart\u201d relocation, as we\u2019ve just seen between the Pinerolo and Bursa sites. Pinerolo focuses on new business, while Bursa takes over traditional business.  

All of this is a mammoth task: making space, changing the layout, training or hiring people, installing new technologies\u2014and orchestrating it all seamlessly. Both the transferring and receiving plants must know exactly what is coming and when, and how they can prepare. Handoffs must be managed professionally.<\/p>\n\n\n\n


We must draw on the experience from previous projects. It is imperative that we first define the ideal scenario for material flow and the future layout\u2014and consistently align the implementation with that vision.<\/p>\n\n\n\n

Thank you very much for the interview!<\/strong><\/strong><\/p>\n

\r\n
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