GAES Group sees changes in the industrial market not as a threat, but as an opportunity. With decades of experience, the company has observed how customer needs have evolved. Today, it’s no longer just about supplying components, it’s about delivering complete, agile, and tailored solutions for each sector. This understanding has prompted GAES to take a significant step forward: restructuring its internal product organisation to better reflect these evolving needs and anticipate future demands.
Over the years, GAES has developed an extensive portfolio of solutions: bearings, linear systems, power transmission, mechatronics, maintenance services, and integration projects. However, the vertical growth of these product lines revealed the need to rethink how the company organises its internal resources in order to remain efficient, agile, and consistent in how it communicates its value to the market.
The new product organisation approach places the customer at the centre. Rather than simply rearranging catalogues or departments, GAES is redefining how it thinks about and delivers solutions. The objective is to enable closer collaboration between teams, faster response times, and proposals that solve real challenges, not just product lists.
For instance, instead of treating linear systems as standalone products, GAES now addresses them as part of a broader functional need within a motion solution. This shift encourages deeper collaboration between technical, commercial, and integration teams, enabling more complete and customised responses, even from the early design phases. The result is a more consultative customer approach and greater efficiency in technical proposal development.
This internal transformation is also driven by technology. GAES is improving its internal management and communication systems to ensure the entire organisation shares a unified view of the customer, from initial contact to after-sales service. The digitalisation of processes, adoption of collaborative tools, and integration of market intelligence enable the company to be more proactive in identifying trends and tailoring solutions.
As always at GAES, technological change goes hand in hand with the human factor. The company’s team is actively involved in the transformation, contributing ideas, experience, and insight from across departments. This restructuring is not a top-down initiative, it is an internal evolution shaped by the people who know the business best. GAES firmly believes that this combination of experience, innovation, and people has been its strength up to now and will continue to be the foundation for the next 40 years.
In short, this restructuring of GAES’s product organisation represents far more than a simple operational adjustment. It is a reaffirmation of the company’s commitment to its customers and to continuous improvement. Because one of the key lessons GAES has learned over the years is that to remain a valuable partner, it’s not enough to adapt to change, you have to lead it.
Source: Best Bits
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