The clockspeed dilemma
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- Bu səhifədəki naviqasiya:
- A final prediction: The end of an era
- So what should an automaker do How does it innovate facing the clockspeed dilemma
- Step 1: Facing the obstacles to change Step 2: Aligning the organization for fast‑paced innovation
- Building global awareness of innovation
- Solutions for consumers’ unmet needs can be explored based on establishing unmet need theses for experimentation Products Channels
- Auto Venture Capital Traditional Tier 1s Global Regulators Universities
- High Tech Entrants Venture Capital Traditional OEMs Sensing ideas
- Sensing consumer unmet needs: Awareness of the ecosystem and proprietary insights
- Developing innovations: From unmet need theses to experiments
- Leading to market‑changing innovations specific to the company
- Stage 1 Stage 2 Stage 3 Solving the clockspeed dilemma: Integration
- Self‑driving cars: The next revolution
- Self‑driving cars: Are we ready
- National Automotive Industry Leader
Uncertainty abounds As the pace of connectivity innovation grows faster and more diverse, the winners become more unpredictable. Just who will the major forces in connectivity be? Who will increase in influence or disrupt? The traditional tech giants are playing in this space, but their innovations may not come to dominate. Powerful players in the connectivity space could arise anywhere, from those advancing facial recognition software to those involved in cognitive computing: –
consumer expectations for connectivity. Apple’s Carplay will allow a number of apps to be used in the car, from Siri to iTunes, while Google’s Android Auto will provide a similar assortment of apps, messaging, music, and voice- activated commands. –
and voice recognition capability, exciting progress in quantum computing—- these are signs of tremendous technological advances that may mean Apple and Google will not be the ones who dominate.
As a result of this changing competitive landscape, we fully believe that in 10 years, many of the major automakers will no longer be around, at least not as independent companies. Those who survive must be able to meet the faster clockspeeds of the Sexy Dynamic Experience while staying true to the pace necessary for producing a Robust Industrial Machine. The clockspeed dilemma 25 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 How to solve the clockspeed dilemma © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853
So what should an automaker do? How does it innovate facing the clockspeed dilemma? This will be hard. Yet innovating successfully will be the difference between winners and losers in the evolving industry. We believe the solution requires two essential and related steps: Step 1: Facing the obstacles to change Step 2: Aligning the organization for fast‑paced innovation The power of a solution lies in its details… SPEED LIMIT 100 The clockspeed dilemma 27 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853
Most traditional automotive players nod in recognition of multiple challenges but have not fully come to terms with their effect on the ability to innovate. They understand completely that fast-paced innovation can be disruptive, and they understandably struggle to balance it with core businesses they must not change. And yet there are other cultural and institutional obstacles—many of them core strengths in the past—that impede innovation in the current ecosystem:
The industry is losing the war for young talent at the same time its knowledge base is shrinking as older talent retires. For many reasons, traditional automotive companies aren’t places where the most talented millennials dream of working. Rewarding failure Innovation is high risk and requires failure—something that true innovators expect and celebrate—but the industry tends to reward well executed, low- risk change. Investing in risk Innovation means making financial commitments according to compelling investment theses. The traditional industry makes business decisions based on carefully calculated ROI. As a business decision, it would have turned aside Uber. Thinking disruptively The traditional industry often finds it difficult to embrace truly powerful innovation, refusing to examine it where the industry has been most successful. That’s different from the courage Apple showed to intentionally disrupt the iPod with the iPhone, producing a phenomenal result.
With a heritage of engineering success, the industry instinctively prefers to build from within, cutting themselves off from the ideas of outsiders and the dynamism partnerships bring.
The industry needs to capitalize on innovation anywhere, which means it needs better awareness of new centers of innovation everywhere from Tel Aviv to Berlin and from New York to Silicon Valley. Facing the obstacles 28 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 A framework for innovation There is a means of addressing these challenges and achieving faster-paced innovation. First, however, a simple truth: There’s no single answer to innovating successfully, no one-size-fits-all solution. No expert—no business professor, successful entrepreneur, author, or consultant—offers a prescription that works for every company and every situation. The most successful innovators today take different approaches. And successful innovators from the past don’t offer an enduring lesson for all circumstances and all companies. Of course, we have seen and believe in patterns and common elements to some solutions, but successful innovation fits the individual company and its culture. It must be customized. It must be bespoke. The clockspeed dilemma 29 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 Building a bespoke innovation engine Solutions for consumers’ unmet needs can be explored based on establishing unmet need theses for experimentation Products Channels Customers Strategies Technologies Proprietary insights Experiments Unmet Need Theses External ecosystem trends Auto Venture Capital Traditional Tier 1s Global Regulators Universities and Research Labs Technology Start-ups Potential Nontraditional OEMs High Tech Entrants Venture Capital Traditional OEMs Sensing ideas around customer unmet needs... …and to market-changing innovation …leads to development of fact-based theses… New customer experiences Stage 1
Stage 2 Stage 3
New business models New vehicle systems & technologies 30 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 A bespoke solution works like an innovation engine with a three-stage assembly line: sensing unmet needs of the consumer from a profound awareness of the auto ecosystem and a leveraging of the proprietary insights of the company, intensively investigating potential innovations from these insights; and creating market-changing innovations that are appropriate to the culture of the company. It’s a complex process that we can only sketch here, but the result of it is that a company can institutionalize faster innovation paces. Sensing consumer unmet needs: Awareness of the ecosystem and proprietary insights Successful, faster-paced innovation is built out of the capacity to anticipate the unmet needs of consumers. Most businesses can sense the current needs; it’s the unmet needs that are more difficult to see. The ability to discover unmet needs develops only when a company is finely tuned to what is happening in the auto ecosystem—in as broad and careful a way possible—and when it leverages its own proprietary insights.
In the second stage, the innovation engine carefully evaluates the unmet needs it senses and creates a select number of unmet needs theses. An unmet need thesis is the result of intensive investigation: The engine makes certain that a promising unmet need is absolutely the result of clear, fact-based proprietary insights and a clear sense of the ecosystem. It then rigorously evaluates what it senses and chooses what has the best potential. Just as important, the engine does not settle on a single unmet need thesis but multiple ones—unmet needs theses. It never places all its bets in one area of consumer unmet needs alone. The engine pursues the potential of each unmet need thesis fiercely. There is no fear of failure. It explores the thesis in multiple internal and external experiments, and it evaluates the results of each experiment quickly, thoroughly, and dynamically:
– Every experiment provides data that might lead to a new thesis about an unmet need and a new experiment in how the company might innovate around it. There are no simple successes or failures.
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is quickly ended—ruthlessly, some might say. But its results have valuable information leading to new ideas, and it may also have successful elements that are culled and combined with other experiments.
– Successful or failed experiments may lead to still greater success when synthesized with other ideas.
In turn this leads to market-changing innovations. The innovation engine can produce changes in many forms, including innovations in consumer experience, technologies or vehicle systems, and business models. All fit the company, which the lens of proprietary insights and the testing of investment theses ensure. Stage 1 Stage 2 Stage 3 Solving the clockspeed dilemma: Integration With this new capacity for fast innovation in place, one last and important step remains. The multiple clockspeeds of faster innovation must then connect with the larger organization of the company. They must be integrated with existing processes that connect the company with its customers. It is a simple, elegant, and individual solution to solving the clockspeed dilemma, but it is still hard to do. The clockspeed dilemma 31 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853
Conclusion © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 We’re riding a wave of fantastic innovation that’s going to be still more fantastic and happen faster and faster. It may seem daunting, but the traditional auto companies can institutionalize a faster-paced innovation capacity to go with their current one, as the innovation engine suggests. If they do and if they integrate their innovations with their larger organizations, they will be able to meet the variety of clockspeeds that this new normal asks of them. They’ll embrace the relativity of time. It is an exciting, powerful era. The right approach will lead a company toward a powerful future, a winner. Who will be among the next generation of leading companies? What new business models will emerge? How bold will your company be? Setting the pace The clockspeed dilemma 33 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of i ndependent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S. A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853
KPMG Automotive practice In case you missed them, you can download our previous papers related to the future of the automotive industry.
August 2012 For the past hundred years, innovation within the automotive sector has brought major but mostly evolutionary technological advances. Now, the industry is on the cusp of revolutionary change with the advent of autonomous or “self-driving” vehicles. KPMG LLP and the Center for Automotive Research (CAR) joins forces in examining the forces of change, the current and emerging technologies, the path to bring these innovations to market, the likelihood that they will achieve wide adoption from consumers, and their potential impact on the automotive ecosystem.
October 2013 Gaze out at the automotive horizon and you can almost see a new era coming into focus: the age of self-driving cars. Ultimately, the shape of the automotive future will depend on consumers— their needs, preferences, fears—and their pocketbooks. Will they trust these new vehicles? What will future car buyers care about? If we build self-driving cars, will they come? KPMG seeks to answer these questions through the lens of real consumers who provide us with their unique perspective on the self-driving market. Me, my car, my life November 2014 Not since the first automotive revolution has there been such stunning innovation in the industry. The convergence of consumer and automotive technologies and the rise of mobility services are transforming the automotive industry and the way we live our lives. How will the automotive industry adapt to this new world? How is technology reshaping the automotive ecosystem – and how will these industries work together? What will customers of the future expect from this collaboration – and be willing to pay for? 34 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 Authors Gary Silberg National Automotive Industry Leader gsilberg@kpmg.com Thomas Mayor
tmayor@kpmg.com Todd Dubner
tdubner@kpmg.com Jono Anderson
jonoanderson@kpmg.com Leila Shin
lshin@kpmg.com The clockspeed dilemma 35 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 Thank you The authors would like to thank Amitai Bin-Nun, Mike Corley, Laurent Des Places, Bill Lakenan, Mitch Manassa, Joseph Schneider, Huu-Hoi Tran, and other KPMG colleagues for their contributions. They would also like to acknowledge James Mendelsohn for his writing, Rod Hernandez, Sarah Milsow-Guenther, and Deb Scartozzi for their contributions to the design and production, and Charles Garbowski for his moderation of the focus groups. 36 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 The clockspeed dilemma 37 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 404853 kpmg.com/socialmedia kpmg.com/app Document Outline
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