It’s the Daytona 500 of vehicle manufacturing: the race to bring connected cars, light trucks, and SUVs to market. Unprecedented safety, driver assistance, and infotainment features promise to revolutionize the driving experience. Still, few industry executives are confident that their current connected vehicle initiatives are on the right track.
Auto companies have never before been confronted with an opportunity and challenge of this magnitude.
The automotive industry is changing rapidly, leading some in the field to a conclusion that soon cars may become the most technologically advanced products that consumers will ever buy.
The transition from a primarily mechanical-based to a software-based industry leads some to claim that car manufacturing is focusing less on transportation but rather on technology.
Since those changes will sooner or later affect most of the world’s population, it is fascinating to take a closer look as to what is currently happening in the automotive industry.
The report presents the car industry based on the Customer Value Canvas and will highlight innovation within the core product, added-value services, customer/shopping experience and brand communication, and as they are all important in customer’s overall impression.
Study of Next Generation In-Vehicle Infotainment System Based on Automotive 2025Yoshifumi Sakamoto
Recent in-vehicle infotainment system is showing rapid growth in functionality and performance. High-definition navigation and digital multi-media are accelerating the rapid growth. The next-generation IVI system is expected to implement functions of three major domains. First domain includes navigation, voice recognition and terminal feature for cloud service providing multi-media. Second domain includes positioning and vehicle information, and front end feature for Big Data that collect and process information from control systems. Third domain includes cognitive and advanced driving support system feature consists of information provided to the driver. SoC on board IVI system must be capable of much higher performance and more features, in order to realize these features. However, we should be aware that these predictions will be strongly influenced by market requirements. Therefore, investigation report provided by IBM, "Automotive 2025 : Industry without boarders" will be used for market predictions.This report is based on IBM investigation result of 175 executives from 21 countries. This presentation will present functional elements required for SoC of next generation IVI system, starting from predicting the required features for the next generation IVI system based on the report and then breaking down into system design.
The top 5 things planners need to know about self-driving vehiclesChris Hedden
There are numerous stories being written on self-driving vehicles today that are pretty impressive, and to be honest, almost a bit overwhelming.
In fact there are so many angles to the self-driving vehicle arena, that it is hard to know what we should be concerned about as transportation planners.
Inspired by a SlideShare I had seen by Jonathan Rosenberg at Google, my colleague, Dan Krechmer and I thought we would have some fun and talk about this exciting topic in a new way; which not only engages, but also informs.
We then teamed up with artist Ron Basile who brought our words to life; and did a heck of a job with the illustrations.
I hope you enjoy our perspective on this exciting development in transportation.
The automotive industry is changing rapidly, leading some in the field to a conclusion that soon cars may become the most technologically advanced products that consumers will ever buy.
The transition from a primarily mechanical-based to a software-based industry leads some to claim that car manufacturing is focusing less on transportation but rather on technology.
Since those changes will sooner or later affect most of the world’s population, it is fascinating to take a closer look as to what is currently happening in the automotive industry.
The report presents the car industry based on the Customer Value Canvas and will highlight innovation within the core product, added-value services, customer/shopping experience and brand communication, and as they are all important in customer’s overall impression.
Study of Next Generation In-Vehicle Infotainment System Based on Automotive 2025Yoshifumi Sakamoto
Recent in-vehicle infotainment system is showing rapid growth in functionality and performance. High-definition navigation and digital multi-media are accelerating the rapid growth. The next-generation IVI system is expected to implement functions of three major domains. First domain includes navigation, voice recognition and terminal feature for cloud service providing multi-media. Second domain includes positioning and vehicle information, and front end feature for Big Data that collect and process information from control systems. Third domain includes cognitive and advanced driving support system feature consists of information provided to the driver. SoC on board IVI system must be capable of much higher performance and more features, in order to realize these features. However, we should be aware that these predictions will be strongly influenced by market requirements. Therefore, investigation report provided by IBM, "Automotive 2025 : Industry without boarders" will be used for market predictions.This report is based on IBM investigation result of 175 executives from 21 countries. This presentation will present functional elements required for SoC of next generation IVI system, starting from predicting the required features for the next generation IVI system based on the report and then breaking down into system design.
The top 5 things planners need to know about self-driving vehiclesChris Hedden
There are numerous stories being written on self-driving vehicles today that are pretty impressive, and to be honest, almost a bit overwhelming.
In fact there are so many angles to the self-driving vehicle arena, that it is hard to know what we should be concerned about as transportation planners.
Inspired by a SlideShare I had seen by Jonathan Rosenberg at Google, my colleague, Dan Krechmer and I thought we would have some fun and talk about this exciting topic in a new way; which not only engages, but also informs.
We then teamed up with artist Ron Basile who brought our words to life; and did a heck of a job with the illustrations.
I hope you enjoy our perspective on this exciting development in transportation.
Adaptive Automotive Development: Faster and more targeted innovations through...Christian Mies
In markets with a high level of insecurity and dynamism,
methods that enable quick adaptation to changing
conditions have a decisive advantage for ensuring lasting
success. These methods can be divided up into four
areas:
1. Quick validation on the market
2. Flexible products
3. Flexible processes
4. Flexible organization
Whitepaper written together by Christian Binder (Microsoft), Thomas Hemmer (conplement), Steffen Kuhn (Porsche Consulting) and Christian Mies (Elektrobit). Originally released and published in German: http://aka.ms/adaptiveautomobilentwicklung
How Automakers Can Enhance Customer Experience in the New NormalCognizant
While other industries have built highly engaging and hyper-personal customer experiences, the automotive industry, comparatively speaking, has fallen short. The accelerating convergence of automotive-specific and generic consumer technologies presents a huge untapped opportunity for automakers to build tomorrow’s car-as-an-experience value proposition, even as the pandemic accelerates full-speed digitization across the board.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
A PLM Accelerator for Socio-Interactive Automotive Product DevelopmentCognizant
For automakers to feed social sentiment insights into their existing product lifecycle management (PLM) systems and create a streamlined product requirement, ideation and design process —we offer a social PLM accelerator called product user likes and systems engineering(PULSE). We contend the PLM system should be retrofitted to accommodate socio-interactive product development.
In this issue The 10 Most Innovative Automotive Tech Solution Provider Companies, 2017, we have shed light on some of the best innovations that have come from the automotive industry. During the process, we have taken the liberty of highlighting some of the most promising names in the automotive industry.
E-commerce for Small and Medium Enterprises (SMEs)Unilog Corp
Small and Medium Enterprises (SMEs) are incubators for the growth of innovation and of employment. They not only play an important role in the United States where they account for 99% of all business establishments, and have generated 9.8 Million jobs between 1993 and 2009, but also contribute a chunk of profit to the global economy. In spite of this, SMEs face umpteen challenges like non-availability of suitable technologies, small production capacities, non-availability of skilled labour at affordable costs, and inability to compete with the marketing muscle of larger organizations.
Rethinking the Value Chain: New Realities in Collaborative BusinessCapgemini
For more information, visit: http://www.futurevaluenetwork.com
The report, “Rethinking the Value Chain: New Realities in Collaborative Business” is the culmination of the strategy and steps initiated by the Consumer Goods Forum (the CGF) Board of Directors as part of their commitment to positive action in bringing about much needed change in the industry. Capgemini and the CGF collaborated on the development of this report and the outcome of this work is a comprehensive paper that highlights exactly how the Consumer Products and Retail industries can anticipate and address the profound shifts in consumer behavior and the changing industry landscape.
The result of interactive working sessions and extensive interviews with thought leaders and subject matter experts, the report identifies future trends in the industry and recommends the adoption of a “value network” approach to doing business. This approach will engage manufacturers, retailers and additional stakeholders and will no longer think of the value chain as a linear journey. It highlights three megatrends on which the industry could collaborate and that should deliver a positive return on investment:
• Consumer engagement;
• Transparency and
• The last mile of distribution
Adaptive Automotive Development: Faster and more targeted innovations through...Christian Mies
In markets with a high level of insecurity and dynamism,
methods that enable quick adaptation to changing
conditions have a decisive advantage for ensuring lasting
success. These methods can be divided up into four
areas:
1. Quick validation on the market
2. Flexible products
3. Flexible processes
4. Flexible organization
Whitepaper written together by Christian Binder (Microsoft), Thomas Hemmer (conplement), Steffen Kuhn (Porsche Consulting) and Christian Mies (Elektrobit). Originally released and published in German: http://aka.ms/adaptiveautomobilentwicklung
How Automakers Can Enhance Customer Experience in the New NormalCognizant
While other industries have built highly engaging and hyper-personal customer experiences, the automotive industry, comparatively speaking, has fallen short. The accelerating convergence of automotive-specific and generic consumer technologies presents a huge untapped opportunity for automakers to build tomorrow’s car-as-an-experience value proposition, even as the pandemic accelerates full-speed digitization across the board.
By delving deeply into customer experience, business process design and operating model change, organizations can more effectively move from 'doing' digital to 'being’ digital.
A PLM Accelerator for Socio-Interactive Automotive Product DevelopmentCognizant
For automakers to feed social sentiment insights into their existing product lifecycle management (PLM) systems and create a streamlined product requirement, ideation and design process —we offer a social PLM accelerator called product user likes and systems engineering(PULSE). We contend the PLM system should be retrofitted to accommodate socio-interactive product development.
In this issue The 10 Most Innovative Automotive Tech Solution Provider Companies, 2017, we have shed light on some of the best innovations that have come from the automotive industry. During the process, we have taken the liberty of highlighting some of the most promising names in the automotive industry.
E-commerce for Small and Medium Enterprises (SMEs)Unilog Corp
Small and Medium Enterprises (SMEs) are incubators for the growth of innovation and of employment. They not only play an important role in the United States where they account for 99% of all business establishments, and have generated 9.8 Million jobs between 1993 and 2009, but also contribute a chunk of profit to the global economy. In spite of this, SMEs face umpteen challenges like non-availability of suitable technologies, small production capacities, non-availability of skilled labour at affordable costs, and inability to compete with the marketing muscle of larger organizations.
Rethinking the Value Chain: New Realities in Collaborative BusinessCapgemini
For more information, visit: http://www.futurevaluenetwork.com
The report, “Rethinking the Value Chain: New Realities in Collaborative Business” is the culmination of the strategy and steps initiated by the Consumer Goods Forum (the CGF) Board of Directors as part of their commitment to positive action in bringing about much needed change in the industry. Capgemini and the CGF collaborated on the development of this report and the outcome of this work is a comprehensive paper that highlights exactly how the Consumer Products and Retail industries can anticipate and address the profound shifts in consumer behavior and the changing industry landscape.
The result of interactive working sessions and extensive interviews with thought leaders and subject matter experts, the report identifies future trends in the industry and recommends the adoption of a “value network” approach to doing business. This approach will engage manufacturers, retailers and additional stakeholders and will no longer think of the value chain as a linear journey. It highlights three megatrends on which the industry could collaborate and that should deliver a positive return on investment:
• Consumer engagement;
• Transparency and
• The last mile of distribution
Accenture's Automotive Technology Vision 2019 explores es a look at the "post-digital" technologies (DARQ) that power new innovations in the post-digital future in the automotive industry. Read more.
Modernizing the Insurance Value Chain: Top Three Digital ImperativesCognizant
As nontraditional companies enter the insurance scene and insurtechs launch novel products, incumbents need to accelerate innovation and differentiate the customer journey to remain in the game. Here are three strategies to achieve these goals, with a brief look at a few companies well on their way.
Smartphone Vehicle Integration & Connectivity 2014
Vehicle OEMs are under increasing pressure to bring customers' connected lives into the vehicle. The challenge lies in providing seamless functionality whilemaintaining product differentiation to sell more vehicles in a world where demand for smart phone integration is rapidly increasing.
The solution lies in optimizing the balance between embedded solutions and smartphone integration to maximize customer appeal and overcome connected device reliability issues while minimizing security threats and driver distraction.
Varying development cycles between vehicles and consumer electronics and a lack of standardization across operating systems and connectivity protocols add further complexity to these challenges meaning OEMs must assess big data and understand industry trends to develop market leading products.
The most effective way to overcome interoperability, enhance smartphone connectivity and minimize security risks and driver distraction is to share best practice with all industry stakeholders including OEMs, operating systems, app developers, wireless carriers, consumer electronics manufacturers, government regulators and suppliers.
The first Smartphone & Embedded Connectivity Vehicle Integration 2014 has been engineered specifically to focus on this very latest challenge in vehicle infotainment. Hosting 20+ industry leading speakers, the congress will outline operating system and platform solutions, connectivity architecture, app development and user interfaces to create competitive infotainment systems, optimize integrated with embedded functionality and maximize customer appeal tosell more vehicles.
For more information please visit: http://www.smart-phone-vehicle-integration-2014.com/
Being Digital, Fast-forward to the Right Digital Strategy Fabio Mittelstaedt
Do my Company have the right Digital Strategy? Is it compelling enough to beat my competitors? Or to conquer the new digital customers from millenniums to baby boomers? Competing in a world shaped by digital technologies requires a fundamentally different approach to how strategies are developed and executed. 55% of business leaders admit that they do not yet have an enterprise-level digital strategy to support their corporate strategy. But there is a difference between developing some digital capabilities or being a digital lead in your industry. Digital disrupts business strategy. Business leaders must consider a new strategic approach.
DMS Ecosystem – An Edge To Automotive IndustryShingita k.
There are four key business drivers that impact the automotive industry: economic conditions, consumer preferences, government, and technological advances.
There are four key business drivers that impact the automotive industry: economic conditions, consumer preferences, government, and technological advances.
Cars with access to the Internet, also known as connected cars, are gaining popularity in the automobile industry. Download the Special Report by Aranca here!
Connected cars a rising trend in the global automobile sectorAranca
Connected cars a rising trend in the global automobile sector.Find special reports on industries, latest innovations & technology trends, business analysis, intellectual property & patent industry & other knowledge reports created by Aranca, a global provider of outsourced research & analytics services firm & a trusted research partner for various global clients.
Digitizing Insurance - Transforming Legacy Systems to Adopt Modern and Emergi...RapidValue
This paper explains how insurers can use the digitization (digitalization) opportunity to deliver greater value to their customers. It is also, revealed how the companies can gain competitive advantage. Insurers are able to engage more intensely with the existing customers and also, attract newer customers with the help of innovative products. Digitizing improves profitability and facilitates growth.
With increasingly autonomous capabilities and a declining interest in ownership, the auto industry needs to focus on in-transit innovation, purpose-driven design and a transition to a service-based business model.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
Similar to The Right Track for Connected Cars (20)
An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.
For Greg Lehmkuhl, president and CEO of Lineage Logistics, temperature-controlled supply chains for perishables are one of the world’s next great platforms.
As more and more companies in a range of industries adopt machine learning and more advanced AI algorithms, the ability to provide understandable explanations for different stakeholders becomes critical. If people don’t know why an AI system made a decision, they may not trust the outcome.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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The Right Track for Connected Cars
1. strategy+business
ISSUE 79 SUMMER 2015
REPRINT 00329
BY EVAN HIRSH, MARIAN H. MUELLER,
AND KUMAR KRISHNAMURTHY
The Right Track for
Connected Cars
Five ways automakers can design for safety and profitability.
2. leadingideasleadingideas
1
strategy+businessissue79
They are also eyeing the money that
could be made selling endless tera-
bytes of customer data generated
from connected vehicle technology.
But they cannot afford to set up
connectivity initiatives as separate
business units with the sole purpose
of generating incremental revenue
(which implies a lack of strategic
focus) and selling customer data
(which carries brand-threatening
privacy risks). Like the car phone
fad of the 1980s and early 1990s,
these enticing prospects are a dan-
gerous distraction from the auto-
makers’ real game, which remains
selling cars.
That said, automakers should
be integrating rich connectivity fea-
tures as a way of differentiating
themselves as much as possible from
their competitors. Such features,
which we estimate currently cost
only about US$500 per vehicle to
manufacture, already represent an
outsized portion of vehicle value in
consumers’ minds: In a 2014 Auto-
trader.com survey of car shoppers,
56 percent of vehicle owners said
they would switch to a different ve-
hicle brand to get the digital features
they want.
To protect and build their
The Right
Track for
Connected
Cars
Five ways automakers
can design for safety
and profitability.
by Evan Hirsh, Marian H. Mueller,
and Kumar Krishnamurthy
I
t’s the Daytona 500 of vehicle
manufacturing: the race to bring
connected cars, light trucks, and
SUVs to market. Unprecedented
safety, driver assistance, and info-
tainment features promise to revolu-
tionize the driving experience. Still,
few industry executives are confident
that their current connected vehicle
initiatives are on the right track.
Their uncertainty is under-
standable. For automakers, getting
“connected” requires joining forces
with the high-tech consumer elec-
tronics industry — an unlikely
partnership, for several reasons. Ve-
hicle manufacturers have intricate
organizational structures and supply
chains that have evolved over de-
cades. They have long design and
development horizons, and strin-
gent regulatory and safety man-
dates. High-tech companies have
simpler structures and supply chains
that can shift more swiftly with
consumer demand. They have much
shorter development cycles and an
“act now, apologize later” mind-set
that isn’t appropriate for products
whose failure can result in the loss of
life. And then there’s Moore’s Law:
The continual compounding of
computing power implies that auto-
makers will be called on to navigate
a mind-boggling explosion of con-
nectivity features and functions.
Auto companies have never be-
fore been confronted with an oppor-
tunity and challenge of this magni-
tude. The following five imperatives
can help soften the speed bumps.
1. Treat connectivity as an in-
tegral element of the automotive
value proposition. Auto manufactur-
ers naturally covet the high returns
and fast growth of the digital sector
— if for no other reason than to off-
set the substantial investments re-
quired to bring vehicles to market.
Leading
Ideas
3. leadingideas
IllustrationbyJohnHersey
2
leadingideas
brands, automakers should focus on
determining which kinds of digitally
connected functionality to integrate
into their vehicles and how to achieve
that integration. They shouldn’t try
to fully control the design process
for infotainment features. Consum-
er device makers and app developers
have the scale, product development
speed, technical know-how, and in-
novation ecosystems in place to
quickly develop the features. But ve-
hicle manufacturers must always
have the final word on what goes
into their vehicles. They should gov-
ern and curate how a driver interacts
with the machine, and they should
design and own driver-assist and
safety features.
2. Follow the dictates of safety
in driving every aspect of the con-
nected vehicle. Safety is king. Al-
though consumers might relish the
idea of using more entertainment
apps in their cars, and some high-
tech companies might want to
simply plug their infotainment sys-
tems into vehicles, vehicle manufac-
turers cannot compromise on safety.
Stretching prudence to gain a
marketing advantage would put
their customers’ lives at risk, a mis-
take from which it would be hard
to recover.
Even drivers who are clamoring
for new technology consider their
own safety to be paramount. Auto-
trader’s survey found that 84 percent
of vehicle owners value safety fea-
tures over infotainment features.
And lawmakers already have their
eye on regulating these new features
to cut down on driver distractions:
In February 2014, Senator Jay Rock-
efeller, chairman of the U.S. Senate
Committee on Commerce, Science,
and Transportation, warned car-
makers and technology companies
that they needed to make it a priori-
ty to reduce driver distractions
linked to new Internet-connected
features. Vehicle makers should
therefore prioritize safety in their
infotainment investment, by creat-
ing features that are fun to use with-
out taking the driver’s attention off
the road.
3. Build the capabilities to en-
sure security. Aside from safety con-
cerns, automakers must be prepared
to defend connected vehicles against
cyberattacks. Tesla has built wireless
connection into its sticker price, and
BMW is not far behind. Soon, as
costs decline and functionality ex-
pands, most vehicles will include
wireless connections, the ability to
diagnose their own mechanical
problems, and smart device connec-
tions, all of which will generate and
house enormous amounts of data.
Some of these vehicles will be expen-
sive and flashy, attracting thrill-
seeking hackers. And they’re a vul-
nerable target for hackers with the
malicious intent to damage property
and inflict harm.
Unfortunately, vehicle manu-
facturers are lagging behind in this
regard. They have to work harder to
develop cybersecurity measures and
technology to address a level of risk
higher than that facing most high-
tech companies. They will need to
build backups for critical systems, as
well as multiple firewalls that sepa-
rate a car’s subsystems from one an-
other. That way, if one fails or is
hacked, the others will stay func-
tional and protected. And still, this
will not be enough.
The way vehicles are currently
designed and engineered will also
have to evolve. Cybersecurity can’t
work with a design-it-once approach;
it demands constant monitoring for
new threats and the continuous ad-
aptation and updating of protection
systems. Further, when threats
emerge, automakers won’t have the
luxury of time. They must proac-
tively build highly evolved cyberse-
curity skills and capabilities.
4. Revamp the traditional prod-
uct development cycle. The typical
automotive product development
cycle is currently three to five years,
with a mid-cycle facelift that
changes features such as electronics
Cybersecurity can’t work with a design-it-once
approach; it demands constant monitoring.
4. leadingideasleadingideas
3
strategy+businessissue79
ready, consumers are insisting on
more seamless integration of these
devices — according to a 2015 J.D.
Power study, they’re dissatisfied
with the quality of offerings cur-
rently on the market. To catch up,
automakers will need to continually
monitor market trends and react
quickly, as well as tap into the vast
ecosystem of app developers.
5. Adapt the vehicle manufac-
turing operating model to accommo-
date connected vehicles. The nature
and needs of automotive manufac-
turing have produced a complex and
highly specialized operating model
in which functional silos coordinate
with one another in unique ways.
Although highly successful for
many years, this model cannot
withstand the addition of the myri-
ad requirements that come with
connected vehicles.
Developing and producing this
technology will require firms to layer
a broad set of considerations and
constraints into design deliberations.
These vehicles will simultaneously
engage multiple internal functional
organizations, product development
programs, and vehicle platforms.
And they will require that the auto-
makers’ supplier ecosystem expand
to include new and unfamiliar play-
ers, such as technology and app de-
velopers, who come from a very dif-
ferent operating environment.
These challenges are incredibly
difficult to manage. In order to ad-
dress them, most vehicle manufac-
turers are structuring their initia-
tives in one of two ways: by
establishing one or more new silos
or by appointing a connected car
czar charged with coordinating the
initiative across existing silos. Nei-
ther strategy will be good enough.
Instead, these firms will need to
take an evolutionary approach to in-
tegrating connected vehicle activi-
ties into their existing structures.
They should start by prioritizing
connectivity initiatives, building a
truly cross-functional connected ve-
hicle team, making clear who has
governance and decision-making
rights, and identifying and estab-
lishing the new capabilities that
such vehicles will require. Eventual-
ly, connected vehicle activities must
be as established and structurally
integrated as other groups — such
as those that design powertrains —
are today.
The possibilities afforded to ve-
hicle manufacturers by the accelerat-
ing rate of technological progress are
thrilling. Indeed, they are limited
only by human imagination, regula-
tory requirements, and customer
demand. But as with any other op-
portunity of such magnitude, the
unknowns can be nerve-racking for
anyone whose future rides on get-
ting it right. These five imperatives
will ensure a smooth start. +
Reprint No. 00329
Evan Hirsh
evan.hirsh@strategyand.pwc.com
is a partner with Strategy& based in
Chicago. He leads the firm’s North
American automotive practice.
Marian H. Mueller
marian.mueller@strategyand.pwc.com
is a partner with Strategy&’s automotive
practice, and is based in Florham Park,
N.J.
Kumar Krishnamurthy
kumar.krishnamurthy@
strategyand.pwc.com
is a partner with Strategy&’s digital
business technology practice, and is based
in Chicago.
Also contributing to this article were
Strategy& senior associates Arjun Gupta
and Akshay Singh.
or exterior design elements. Con-
nected vehicles will fundamentally
disrupt that pattern. Automakers
have to work swiftly to keep up with
the lightning-fast development and
updating of the devices and apps
that will populate their vehicles.
Imagine how quickly a vehicle man-
ufacturer could fall behind if it
offered new electronic architectures
and functionality only two or three
times a decade. And imagine the
dissatisfaction of customers, who
have grown accustomed to instant
gratification when it comes to new
technology, finding themselves stuck
with generations-old features until
they buy a new vehicle.
A few automakers are begin-
ning to update software-oriented
features more often. But they will
all need to rethink and reconcile
these conflicting development cy-
cles. They’ll have to build a more
modular electronics system — rath-
er than one that’s vehicle-specific —
and virtual updates will be needed
to deliver electronics and software
content more quickly, along with
updated cybersecurity.
This will require a more seg-
mented and nuanced approach to
telematics offerings. Multiple gen-
erations of electronics architecture
and content for driver-assist and
safety features will have to be de-
signed using parallel and overlap-
ping design cycles, so that interim
updates are possible. Automakers
will also need to invest in extra ve-
hicle networking and memory ca-
pacity in anticipation of interim up-
grades, and provide the means of
delivering updates to their dealer
networks and customers. Even
shorter cycles will be required for in-
fotainment features, especially as
consumers’ smart devices become
more powerful and ubiquitous. Al-