India's role has evolved over the past three decades, and teams here are being entrusted with complex, high-value work, including innovation and process transformation, said Britta Seeger, HR and labour director and member of the board of management, Mercedes-Benz Group. On a recent visit to India, Seeger told ET the German automotive company is aligning local capabilities with global strategy. Edited excerpts:
Q. What was the rationale behind combining HR and IT at the company, and how does it change the way it approaches talent and transformation?
A: The decision to combine HR and IT stems from the growing realisation that technology and people transformation are no longer separate tracks. With the rise of AI, automation and digitisation, every technology deployment has a direct and deep impact on employees’ roles, responsibilities and ways of working. This goes far beyond earlier transitions such as introducing productivity tools like Word or Excel. AI, in particular, is reshaping jobs at a structural level, which makes change management a critical success factor.
By bringing HR and IT together, we can ensure that technology implementation and people strategy are aligned from the outset. This reduces resistance within the workforce, especially given the uncertainty and fear that often accompany AI adoption. Early collaboration enables better communication, smoother transitions and more effective capability building. Additionally, both functions share a strong governance mandate, whether it is standardising IT systems globally or ensuring consistency in HR policies across geographies. Integrating these efforts helps accelerate decision-making and execution. Ultimately, the shift reflects a broader mindset change. HR and IT are no longer seen as support functions, but as core drivers of business value, productivity and organisational transformation.
Q. How has India evolved as a strategic hub for Mercedes-Benz, and what role does it play in innovation and global operations?
A: India’s role has evolved significantly over the past three decades, moving from a support-oriented “workbench” model to a centre with increasing end-to-end ownership and strategic responsibility. Initially, operations in India were focused on delivering specific tasks or supporting global teams. However, in recent years, there has been a deliberate shift towards entrusting teams here with more complex, high-value work, including innovation and process transformation.
One of the key drivers of this evolution is the strong ecosystem in cities like Bengaluru, which offers a combination of technical expertise, scalability and a culture of experimentation. The ability to rapidly build and test minimum viable products (MVPs) allows teams in India to move faster from idea to execution. This agility is particularly valuable in areas such as AI, where speed and iteration are critical.
There is also a growing recognition that India can play a central role in global innovation efforts, especially in incubating and scaling new solutions. Compared to traditional hubs, India offers a more dynamic environment for experimentation and digital transformation. As a result, the focus going forward is on aligning local capabilities with global strategy, and leveraging India not just as a delivery centre, but as a key driver of innovation and business value worldwide.
Q. What are the key talent and skill priorities in the age of AI, and how is the organisation approaching upskilling?
A: In the AI era, talent strategy operates on two parallel tracks. The first is large-scale capability building across the organisation. This involves equipping the broader workforce with the tools and knowledge needed to use AI in their daily roles, thereby improving productivity and efficiency. It is less about deep technical expertise and more about raising the overall “digital fitness” of employees, ensuring they can adapt to new tools and workflows.
The second track is more specialised and focuses on redesigning business processes. This requires a smaller group of highly skilled professionals who can rethink operations end-to-end, deploy advanced tools and drive transformation across functions. These roles demand deeper technical and strategic capabilities, along with the ability to experiment, iterate and scale solutions globally.
Beyond technical skills, there is a strong emphasis on mindset. Curiosity, openness to change, and a willingness to experiment--and even fail fast--are becoming critical attributes. Our organisation is also investing heavily in lifelong learning, offering personalised learning pathways that align individual aspirations with business needs. The underlying message is clear: employability is increasingly tied to continuous learning, and those who actively engage in upskilling will be better positioned to thrive in a rapidly evolving work environment.
Q. What are the biggest global talent challenges today, and how can organisations address them effectively?
A: One of the most significant talent challenges today is managing a multi-generational workforce in the midst of rapid technological change. Digital natives tend to be more comfortable with digital tools and AI-driven ways of working, while more experienced employees may find the pace and scale of change more disruptive. Bridging this gap requires thoughtful strategies that enable collaboration, mutual learning and cultural alignment.
At the same time, attracting and retaining top talent has become increasingly complex. Younger professionals tend to have different expectations from employers, including flexibility, purpose-driven work and opportunities for rapid growth. Organisations must create environments where employees can thrive, innovate and see clear pathways for development.
Upskilling the existing workforce is equally critical. Companies need to invest in training programmes that not only build technical skills but also help employees adapt to new ways of working. Leadership plays a crucial role here--leaders must be equipped to manage change, support diverse teams and foster a culture of continuous learning.
Finally, diversity in all its forms--for example, gender, cultural, generational--remains a key priority. Diverse teams are better positioned to drive innovation and performance. Addressing these challenges requires a holistic approach that integrates talent attraction, development, inclusion and organisational culture into a cohesive strategy.
Q. What was the rationale behind combining HR and IT at the company, and how does it change the way it approaches talent and transformation?
A: The decision to combine HR and IT stems from the growing realisation that technology and people transformation are no longer separate tracks. With the rise of AI, automation and digitisation, every technology deployment has a direct and deep impact on employees’ roles, responsibilities and ways of working. This goes far beyond earlier transitions such as introducing productivity tools like Word or Excel. AI, in particular, is reshaping jobs at a structural level, which makes change management a critical success factor.
By bringing HR and IT together, we can ensure that technology implementation and people strategy are aligned from the outset. This reduces resistance within the workforce, especially given the uncertainty and fear that often accompany AI adoption. Early collaboration enables better communication, smoother transitions and more effective capability building. Additionally, both functions share a strong governance mandate, whether it is standardising IT systems globally or ensuring consistency in HR policies across geographies. Integrating these efforts helps accelerate decision-making and execution. Ultimately, the shift reflects a broader mindset change. HR and IT are no longer seen as support functions, but as core drivers of business value, productivity and organisational transformation.
Q. How has India evolved as a strategic hub for Mercedes-Benz, and what role does it play in innovation and global operations?
A: India’s role has evolved significantly over the past three decades, moving from a support-oriented “workbench” model to a centre with increasing end-to-end ownership and strategic responsibility. Initially, operations in India were focused on delivering specific tasks or supporting global teams. However, in recent years, there has been a deliberate shift towards entrusting teams here with more complex, high-value work, including innovation and process transformation.
One of the key drivers of this evolution is the strong ecosystem in cities like Bengaluru, which offers a combination of technical expertise, scalability and a culture of experimentation. The ability to rapidly build and test minimum viable products (MVPs) allows teams in India to move faster from idea to execution. This agility is particularly valuable in areas such as AI, where speed and iteration are critical.
There is also a growing recognition that India can play a central role in global innovation efforts, especially in incubating and scaling new solutions. Compared to traditional hubs, India offers a more dynamic environment for experimentation and digital transformation. As a result, the focus going forward is on aligning local capabilities with global strategy, and leveraging India not just as a delivery centre, but as a key driver of innovation and business value worldwide.
Q. What are the key talent and skill priorities in the age of AI, and how is the organisation approaching upskilling?
A: In the AI era, talent strategy operates on two parallel tracks. The first is large-scale capability building across the organisation. This involves equipping the broader workforce with the tools and knowledge needed to use AI in their daily roles, thereby improving productivity and efficiency. It is less about deep technical expertise and more about raising the overall “digital fitness” of employees, ensuring they can adapt to new tools and workflows.
The second track is more specialised and focuses on redesigning business processes. This requires a smaller group of highly skilled professionals who can rethink operations end-to-end, deploy advanced tools and drive transformation across functions. These roles demand deeper technical and strategic capabilities, along with the ability to experiment, iterate and scale solutions globally.
Beyond technical skills, there is a strong emphasis on mindset. Curiosity, openness to change, and a willingness to experiment--and even fail fast--are becoming critical attributes. Our organisation is also investing heavily in lifelong learning, offering personalised learning pathways that align individual aspirations with business needs. The underlying message is clear: employability is increasingly tied to continuous learning, and those who actively engage in upskilling will be better positioned to thrive in a rapidly evolving work environment.
Q. What are the biggest global talent challenges today, and how can organisations address them effectively?
A: One of the most significant talent challenges today is managing a multi-generational workforce in the midst of rapid technological change. Digital natives tend to be more comfortable with digital tools and AI-driven ways of working, while more experienced employees may find the pace and scale of change more disruptive. Bridging this gap requires thoughtful strategies that enable collaboration, mutual learning and cultural alignment.
At the same time, attracting and retaining top talent has become increasingly complex. Younger professionals tend to have different expectations from employers, including flexibility, purpose-driven work and opportunities for rapid growth. Organisations must create environments where employees can thrive, innovate and see clear pathways for development.
Upskilling the existing workforce is equally critical. Companies need to invest in training programmes that not only build technical skills but also help employees adapt to new ways of working. Leadership plays a crucial role here--leaders must be equipped to manage change, support diverse teams and foster a culture of continuous learning.
Finally, diversity in all its forms--for example, gender, cultural, generational--remains a key priority. Diverse teams are better positioned to drive innovation and performance. Addressing these challenges requires a holistic approach that integrates talent attraction, development, inclusion and organisational culture into a cohesive strategy.
