重新為電動汽車工業(yè)接線連接未來 Rewiring the Auto Industry for the Electric,Connected Future -bcg

BostonConsultingGroup1heElectric,ConnectedFutureByAbhijitKodey,MikeQuinn,AakashArora,JulieBedard,JuliaDhar,SKMissert,Ti?anyHo,SibleyLovett,andKristyEllmerREADINGTIME:15MINTheentire$3trillion,150-year-oldautomotiveindustryisshi什ingtoaconnected,electricfuture.Anditisdoingsofasterthanmanybelievedpossible.By2035,electricvehicles(EVs)areexpectedtoconstitute60%ofnewvehiclesalesworldwide.Tomeetthischallenge,manyleadingautomotiveplayers—bothcarmakersandsuppliers—haveannouncedboldvisionsforwheretheyareheaded.Carmakersareeitherplanningoralreadyimplementingthefollowing:acompleteshi什toEVs,becomingEV-?rstwhilemaintainingastrongBostonConsultingGroup2internalcombustionengine(ICE)business,orspinningoutnewEV-onlybusiness.Suppliers,too,areformingnewEV-orientedpartnerships,undertakingM&Astomoveupintoso什ware,consolidatingoperations,andpivotingtheirportfoliostoemphasizeelectricandelectronico?erings.Asambitiousasthesevisionsandmovesare,bothautomakersandsuppliersruntheriskoftransformingtheirstructuressoquicklythattheiroperatingmodels,talentpools,waysofworking,andcorporateculturesimplycan’tkeepup.Inourexperience,theyarestrugglingtomakethechangesneededtobene?tfromtheirstructuraltransformationsandreachtheirEVgoals.AutomotiveAutomotiveplayersruntheriskoftransformingtheirstructuressoquicklythattheiroperatingmodels,talentpools,andcorporateculturesimplycan’tkeepup.Tosucceed,automotiveplayerswillneedtoexertmoree?orttoaddressgapsinthekeyareasthat,ifle什unaddressed,willleadtoabumpytransitiontoEV—regardlessofhowclearlytheendgameiseyNomatterwhichstructuresautoplayerschoosetopursue,theyfacefourcomplicatingfactorsthataremakingthetransitiontoEVparticularlydi?cult:thedegreeofchangeneeded,thevastlyexpandedscopeofbusinessactivitiesthatmustbemanaged,ascarcityofneededtalent,andorganizationalchangefatigue.DegreeofChangeAutomakersarewellawarethatthecomingtransitionisn’tjustaboutmakingmoreconnected,electricvehicles.It’saboutreinventingthemselvestolookandfeelmuchmoreliketechnologycompanies.Thisrequiresrethinkingeverycomponentoftheiroperatingmodel.Inpursuingthisgoal,however,automakershavefallenintoafewtraps.Simplyoverlayingchangesontopoftheirlegacymodelsratherthanredesigningthestructureforthefutureonlydrivescomplexity.Neglectingkeyelementsofthenewmodel,suchaswaysofworkingandtalent,leavesmajorgapsinhowthenewsystemoperates.Andlimitingtransformatione?ortstolegacyorganizationalsilos,suchasengineering,operationsandsales,makesitdi?cultforfunctionstointeractwitheachother.?2023BostonConsultingGroup3ExpandScopeofActivitiesOnthesurface,EVso?eragoldenopportunitytosimplifyoperations:lesscomplexinterfaces,fewermechanicalparts,andonlinepurchasingofcars,amongotherfactors.Yetautomotiveplayersmustcontinuetodelivertraditionalsystemssuchasseating,chassis,andsafetyevenastheytakeonnewdomainsofactivitylikeso什waredevelopment,batterycellmanufacturing,andadvanceddriverassistancesystems(ADAS).Thatmeansrethinkinghowtheymanageso什wareandlearningtoworkwithpartners—especiallytechnologyplayers.ScarcityofActivityWiththeshi什toEVs,theexpandedscopeofvehicleo?erings,andchangestoinsourcedversusoutsourcedcapabilitiescomesamassiveneedfornewandrefreshedtalent.OverthecourseofthecomingEVtransformation,theUSautoindustryaloneisexpectedtoneedmorethan115,000peoplewithnewskillssuchasdataandanalytics,arti?cialintelligence,systemsthinkingandsalesofservices,EVengineering,automationandrobotics,andavarietyofnewblue-collarskillsontheshop?oor.Yetdemandfortalentisexpectedtobesixtimesgreaterthanthesupply.OrganizationFatigueAutomakershavefacedpersistentheadwindsanduncertaintyoverthepastthreeyearsduetotheCOVID-19pandemic,ashortageofchips,andsupplychaindisruptions,amongotherfactors.Inresponse,theyhavealreadyundergonemultipletransformationsandcost-cuttinge?ortsinanattempttopreservetheintegrityoftheiroperationsandmargins.ThestrainofthecomingtransformationtoconnectedEVsisonlyaddingtotheirstress.WheretoFocusToovercometheseobstaclestoasuccessfultransition,automakersmustaddressthreekeyareas:refreshingtheoperatingmodel,reimaginingtalent,andchangingtheorganizationcultureandbehavior.tingModelAutoplayerscanusethetransitiontotheelectric,connectedfutureasacatalysttorethinkhowthey’vealwaysdonebusiness.Theycanbreakthroughtraditionaldevelopmentrolesandincreasespeedtomarket,lookatnewwaystobuildandmaintaindirectrelationshipswithcustomers,andstreamlinetheirproductionoperationswhilegainingmorevisibilityintoanincreasinglycomplexsupplychain.Todothissuccessfullyrequiresthedisciplinetocompletelyreimaginetheoperatingmodel.Exhibit1outlineswhatsuchanapproachcouldlooklike.?2023BostonConsultingGroup4tosBostonConsultingGroup5solutionthatcoolstheengine,electronics,andcabinwhilebecomingcheaper,lighter,simpler,andupdatablewithso什ware.Togetthere,theymustempowerleaderswithend-to-endaccountabilityacrosstheenterprise.Theymustalsoreimaginetheproductlifecyclemanagementprocesstoseamlesslyintegratemultiplestakeholdersandinputs,includingtheso什ware,hardware,andallpartners,andresetthede?nitionofsuccesstobreakdownfunctionalloyalties.RethinkGovernanceforContinuousDelivery.Theautoindustry’soperatingmodelusedtobede?nedbythe“modelyear”approach.Automakersweregoodatde?ningandmeetingstagegates,anditwasclearwhowasresponsibleforwhat.Today,automakersareenteringaworldofcontinuousdeliverythatdemandsongoingreleasesofbothso什wareandhardware.WhenTeslaimprovesitsso什ware,thecompanydoesn’twaitforthenextmodelormid-cyclerefresh,butinsteadreleasesitovertheairinaregularcadence.Thisrequiresmorenimblegovernancemechanismsthatallowforcontinuoussynching,includingreal-timedynamiccapitalallocationprocesses,“productboards”toensureconsistencyacrossgroups,andreal-timedashboardsthatprovideconstantupdates—especiallyassomeautomakerschoosetoexpandthescopeofwhattheydevelop.RefreshPerformanceManagement.Traditionally,autoplayershadstraightforward,well-de?nedKPIs,suchascycletime,equipmente?ciency,andon-timedelivery,thatfollowedacleartimeline.Butinaworldwithcross-functionalproductdevelopmentandcontinuousdelivery,manyoftheoldKPIsarenolongerrelevant.Whatmattersnowareinstalledbase,attachrateofpost-salesproductsandservices,secondowneractivations,andover-the-airso什wareupdates,notsimplyhowmanycarsaresold.Torewardtherightbehavior,automakersneedtorede?newhatsuccesslookslike.Di?erentpartsoftheorganizationwillrequiredi?erentsuccessmetrics;makersofEVsmayprioritizecustomerlifetimevaluewhilethelegacyICEbusinesscontinuestofocusonoperationalKPIs.Companieswillneedtoadoptathoughtful,de-averagedapproachtotheirde?nitionofsuccess,andaligntheirproductionKPIswiththeframeworkstheyusetoassesstheirpeople.EmbedTechnology.Mostautomakersareworkinghardonvariouselementsoftechnology,suchasdataplatformsandanalytics,andgreaterfactoryautomation.Yetthereisanopportunitytodramaticallyincreaseevenfurthertheuseofthesetechnologies,makingthemcoretotheoperatingmodel.Currentlyavailablearti?cialintelligenceandmachinelearningsolutions,forexample,arestillbeingdeployedpiecemealbyautomakers.ButtheyshouldlooktodeployAIatscaletoassistwithtransactionalactivities,suchasprocessinginvoices,bookinggeneralledgerentries,scanninginvoices,andthelike.ReimaginingTalentAutomakersmustdealwiththegrowingscarcityoftherighttalentastheyreinventtheirorganizationsandscope,butrelyingonhiringto?llthegapwillnotbesu?cient.OEMsandTier1suppliersmustbegintodiligentlyshi什theire?ortstoattract,retain,andtraintalentwithnewskillsets.Withsurveysshowingthat98%ofindustryCEOsreportingthattalentandskillsareamongtheirtopthreepriorities,companiesarefullyawareofthegrowingneed.BostonConsultingGroup6ers?2023BostonConsultingGroup7andAIiftheyaretoinnovateacrossarangeofincreasinglycommonintegratedcomponentssuchasADASandadvancedconnectivitysystems.Exhibit2illustratesmanyofthenewcustomer-centric,dataengineering,anddesignskillsneededthroughouttheproductlifecycle.AMultiprongedApproachtoHiring.Thetalentgapistoobigtoovercomesimplybyhiringmorepeople.Automakerswillneedordersofmagnitudemoretalentinsomeareas—andlesstalentinothers—andsomusttakeade-averagedapproachtotalentacquisition.Inoccupationswheremoretalentisneeded,suchasdigitization,teamsmustdeployarangeofleverstoexpandtheirtalentacquisitionprocesses,andfunnels.Theseinclude“building”talentinternally,“bot-ing”orautomatingawaywork(asisalreadyhappeninginmanyproductionfacilities),“borrowing”contractworkersto?llnicheskillgaps,and“bulkbuying”throughM&A.Therightanswertotheseresourcingstrategydecisionswilldependontheorganization’scurrentbaselineskillsandanticipatedneeds.WaysofWorkingforRetention.Acquiringtalentishard,butrewiringtheoperatingmodeltokeepthemcanbejustasdi?cult.Automakers,particularlylegacyplayerstransitioningawayfromthe“oldschool”practicesoflong-standingOEMsandTier1s,willneedtochangetheirwaysofworkingandadoptnewpolicies,suchasmore?exiblecareerpathsandmoreagileteamingmodels,toavoid“organrejection”ofhard-wontalent.Consider,forexample,thefarmorerapidcadenceoftechnicalupskillingortheexpectationsfordecision-makingspeedatcompanieslikeAppleandGooglecomparedwithlegacyOEMs.Thesearetablestakesfortherighttalent,andautomakersneedtoinvesttokeepup.DistinctOperatingModels,OnePurpose.Manyorganizationstryto?ndtherightbalancebetweenseparatingandintegrating“OldCo”and“NewCo”operatingmodels—whethertomaintaindistinctwaysofworking,tools,andtechnologyinrecognitionofdi?erentproductionprocesses.Thisapproach,however,riskstheorganizationgettingstuckinaninterimstatethatcanerodetheemployeevaluepropositiononbothsides.EmployeesfocusedonICEproductionmayfeeldevaluediftheyhavelessgrowthpotentialorcompensationthanEVemployees,whileEVemployeesmayfeelhamperedbytheoldwaysofworkingontheICEsideofthebusiness.Toavoidthisoutcome,organizationsmustensurethatallemployeesmaintainasharedsenseofpurposeandcollectivesuccess,andactivelycross-pollinatehigh-calibertalentacrossbusinessunits.AnHR-BusinessPartnership.Tosucceed,HRmustworkside-by-sidewithbusinessleaderstoensurethetalenttransformationisdeeplyintegratedwithstrategicpriorities,withreadyaccesstofundingandresources.HRleaderscanalsoturntothird-partypartnersacrossthehumancapitalmanagementecosystemtoaugmenttheirtalent-buildinge?ortsandfreeupmoretimeforhigher-value-addwork.ChangingtheOrganizationCultureandBehaviorRegardlessofthestrategy,structureororganizationmodelautomakerschoose,theEVtransformationwillrequireamassiveshi什inculture,behavior,andpeopleengagement.NoneofthesechangeswillBostonConsultingGroup8happenbymagic.Giventhatonlyoneinfourtransformationssucceedoverboththeshort-andlong-terms,theoddsarestackedagainsttransformationleaderswhodonotembarkonachangejourneywithastrongplantodeliberatelychangeculture,anticipateandovercomebehavioralobstacles,andthoughtfullyengagetheirpeople.Achievingthedesiredorganizationculturerequiresleaderenablement,peopleengagement,andexecutionalcertainty.(SeeExhibit3.)DesiredCulture.Makeapurpose-ledcaseforchange:takeboldstepstoreimaginethecultureandbehavioroftheorganizationaroundEVsinsteadoftraditionalICEoperations.ThisisespeciallyimportantforcompaniesthatchoosetointegrateoraccelerateEVdevelopmentversusspinningito?orsplittingitout.Throughthesechanges,therearefundamentalshi什sinhumandynamicsthatneedtobemanagedasworkforcesbegintoidentifywiththeorganization’snewpurpose.Organizationsthatpreviouslylivedtheirculturethroughafocusoncreatingthelargestandmostpowerfulmotorvehiclesmustnowshi什tosmall,smart,technology-drivenprecision.Astheydoso,leadersneedtoensurethattheirpeopleseeasmuchofthemselvesinthisfutureastheydidinthepast.CompaniesshouldseizethisopportunitytouseEVtransformationsasacatalysttoimplementahigh-performanceculture,onewillingtoaccelerateandcentralizeproductdevelopment,adoptagilewaysofworking,automatemanufacturing,andintroducenewenhancementstoso什wareandelectricalBostonConsultingGroup9architecturedevelopment.Ultimately,usingtheshi什toEVstofuelperformanceimprovementsforthebusinesswillgoalongwaytopositivelychangingtraditionalwaysofworking.LeaderEnablement.Organizationsneedleaderswhocanshi什theirmindsettofocusonthefutureneedsofthecompanyandbehonestandclearaboutwhereICE?tsinfutureoperations—anotherkeyfactorintransformationsuccess.Todisrupttraditionalwaysofworking,leadersneedtotakeboldstepstolivedesiredbehaviorshi什sandreinforcethenewculture.Forinstance,forcompanieswhichwillremainreliantonICEforkeyo?eringsinthenearterm,leadersneedtomaintainauni?edfrontforhowtheyspeakaboutthefutureofICEoperationsandhowEVswillscalewithinthebusiness.Visibledemonstrationsofcollaborationandsupport,suchastownhalls,commonmeetings,andparityontheorganizationalchart,willhelpminimizefeelingsofalienationandhighlightthatwhiletheremaybeverydi?erentcapabilities,speeds,andproductsineachbusiness,theyareultimatelyworkingtobuildthesamevision.PeopleEngagement.Inembarkingontransformationjourneys,automakersareworkingwithadouble-edgedsword.Theyhavestrong,distinctivecultures,inmanycasesdevelopedandnurturedovermanydecades.Theseculturesprovideastrongfoundationonwhichtobuildasharedagenda.Beingapartofastrongcultureiso什enareasonwhyemployeesjointhesecompaniesinthe?rstplace.Ontheotherhand,theseculturesarenotoriouslydi?culttochange.SuccessfulSuccessfulexecutionofautomotiveplayers’EVstrategieshingesonequallyboldtransformationstotheiroperatingmodels,talentstrategy,andculture.Attentiontothehumanelementisakeyfactorleadingtotransformationsuccess.AsExhibit4shows,employee-centricchangemanagementcanhelpimproverealizedvalueby66%,andemployeebuy-inby50%,comparedtoaveragetransformatione?orts.(SeeExhibit4.)?2023BostonConsultingGroup10ExecutionalCertainty.TodriveaccountabilityandachievetheexpectedimpactofEVgoals,organizationsshouldempoweraTransformationO?ceresponsiblefordevelopinganddrivingtheend-to-endimplementationroadmapfortheshi什toEVs.Havingadedicatedteamwilldrivethepaceoftransformation,prioritizeandsequenceinitiatives,andreducetheriskofsiloedoperationsthatcannegativelyimpactproductionandcoordinationbetweenbusinessunits.Thetacticalactivitiestosupportamovetoanelectric,connectedfuturearenoteasy,buttheyarenecessaryforOEMsandTier1stoensuretheircontinuedexistence.FromthepressuresofenvironmentalconcernstotheincreasedcompetitionbetweenstartupsandlegacyOEMs,asuccessfultransitiontoelectri?cationisbecomingincreasinglyvital.Manyautomotivecompanieshavetakenthenecessarystepstodeclaretargetsanddevelopthestrategiesneededtocompletetheshi什toEVsandso什waredevelopmentexcellence.Nomatterwhichstrategytheyturnto,successfulexecutionultimatelyhingesonequallyboldtransformationstotheiroperatingmodels,talentstrategy,andculture.BostonConsultin