In the corner office at the Campinas plant of Luna Motors, the dim light of a desk lamp illuminated a series of charts. Paulo Ferreira, the president of Luna Brazil, had been so deep in thought he hadn’t even noticed that it was now dark outside. Each line, curve, and number on the papers in front of him painted a disheartening picture of the plant’s performance: rising defects, increasing absenteeism, and a record high in vehicles lost to labor issues. The plant was no longer competitive within the larger Luna network.
A version of this article appeared in the March–April 2024 issue of Harvard Business Review.
