The clockspeed dilemma
Yüklə 250,98 Kb. Pdf görüntüsü
|
- Bu səhifədəki naviqasiya:
- Seven key findings to keep your eyes on.
- Personal miles will soar.
- Welcome to the world of tailored premiums.
- The tech giants and disruptive start‑ups are here to stay.
- Build flexible architecture for an ever‑changing future.
- Choose your core competencies wisely.
- Sense the ecosystem from its center to its farthest reaches.
- Embrace the value of failure.
- How will the balance of power shift amongst the players Who are the
- Nontraditional OEMs High Tech Entrants Venture Capital Traditional
The auto industry must reconcile these two different rates of change. It must act as if it were simultaneously in two worlds, moving at two different speeds. To do so is what successful innovation now means. It is inspiring. Innovation in the current auto space will transform the very nature of transportation and change people’s lives along the way. But this kind of innovation is also really hard. Most organizations do not embrace imaginative solutions to problems. In fact, they stifle them. Never forget: the man who brought us relativity, quantum physics, and E=mc 2 was
ignored and even laughed at before the world recognized him as an innovative genius. In the current environment, the auto industry doesn’t have time to ignore its true innovators. It must solve the clockspeed dilemma today. If the industry does, it will be powerfully equipped to address the findings we reached from this year’s research. Gary Silberg National Automotive Industry Leader The clockspeed dilemma 3 © 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 entit y. 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
Seven key findings to keep your eyes on. To create the multiple clockspeeds it now faces, the auto industry must institutionalize faster-paced innovation capacity that dovetails with its current clockspeed. We have ideas on how to do that. It’s an exciting, powerful problem for the industry. Let’s get to the details. Personal miles will soar. Younger and older age groups are making small changes in their mobility decisions that will drive big changes in personal miles traveled. Our models project as much as an additional trillion or more by 2050. That increase will have a profound but unknown impact on vehicle sales, car ownership models, energy demand, and infrastructure.
Our focus groups tell us premium experience might diversify according to demographics and user situation. If so, what millennials or their children think of as premium won’t today. A rolling office? A moving entertainment center? Zero to 60 in 3 seconds or less? Automakers must pay attention to increasingly tailored consumer demand. The tech giants and disruptive start‑ups are here to stay. The pyramid OEMs once ruled now has company at the top. Car companies are standing shoulder to shoulder with new players who can sense consumer changes and drive new technologies into the market at a very fast pace. Build flexible architecture for an ever‑changing future. To interface with all the evolving technologies, your vehicles must have a flexible architecture. Imagine what would happen if your company locked itself into Myspace rather than Facebook: no one would buy your car.
Accept that you will never keep up with all the technological changes or compete in all areas. The ecosystem is too vast and changing, and you don’t have enough capital to invest in everything.
It’s critical that you keep up with all the innovative forces inside and outside the industry, which are rapidly and constantly transforming consumer expectations. Embrace the value of failure. Nobody gets it right the first time, so fail fast in small ways and learn a lot from your failures. Key changes: Big opportunities 4 © 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 will the balance of power shift amongst the players? Who are the key players? How and when will investments be made? What are the competitive strategies? 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 More than ever we believe the ecosystem is evolving… It is just happening faster than we expected Last year, we hypothesized that the structure of the ecosystem in the automotive industry was going to change. High-tech entrants and tech start-ups would match the OEMs at providing technology and revolutionizing the industry. This past year proved that is happening at a faster rate than we anticipated. New technologies are coming from every direction, so auto companies have to broaden their radar to keep pace. In the future, horsepower may matter less than processing power. Winning companies will be nimble, future-oriented, and prepared to invest in new technologies, new talent, and new strategic alliances. The clockspeed dilemma 5 © 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 Yüklə 250,98 Kb. Dostları ilə paylaş:
|