“The automotive industry is now grappling with greater disruption than at any time in its past – from the mobility services trend to supply chain issues and the growing concern and pressure regarding climate change. Future success depends on companies’ ability to embrace changes such as software-driven transformation and the shift towards sustainable mobility and autonomous driving. Collaboration is vital: Whether they’re making cars or commercial vehicles, OEMs need to work together in ecosystems that have the right talents and capabilities to take on today’s global challenges.”
Alexandre Audoin, Head of Global Automotive Industry, Capgemini, and Head of Automotive Industry, Capgemini Engineering
Automotive
Changing customer behaviors and expectations, new regulations, digitisation, and societal pressure for sustainability have introduced a host of new and, at times, competing priorities for all automotive players.
In this environment, automotive organisations must balance the need for new investments in software, data, and cloud while facing mounting pressure to cut costs and preserve cash. They must adapt the way they serve the customer, while maintaining traditional sales and service models. And they must form strategic partnerships to enable themselves, and the industry as a whole, to accelerate innovation and drive multiple transformations in parallel.
In an era of unprecedented disruption, success depends on automakers’ ability to orchestrate multiple changes, from software-driven transformation to the shift to sustainable mobility and autonomous driving. And this ability depends, in turn, on collaboration. For commercial vehicles and passenger cars alike, their ability to deal with the many difficult – and interconnected – disruptions they face depends on finding their place in a new global, digital ecosystem.
Automotive organisations today face unprecedented challenges. The question is: How will they get the future they want?
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As the Digital Revolution rages on in the automotive industry, the battle for talent becomes a decisive one. To win it, OEMs must attract and retain the new generation of problems solvers who can solve a new generation of problems – and this takes more than just a competitive salary. In this episode, Professor Stefan Bratzel, Director of the Centre of Automotive Management Research Institute joins Ralf Blessman, Head of Automotive Germany, Capgemini to talk about building relationships between employees, providing a sense of purpose, offering value-adding activities, and encouraging a culture of self-reflection and mentoring.
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