Global Automotive Executive Survey 2017
global-automotive-executive-survey-2017
global-automotive-executive-survey-2017
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Lost in translation 11<br />
Lost in translation<br />
The auto industry is lost in translation between evolutionary, revolutionary and disruptive key trends<br />
that all need to be managed at the same time.<br />
Being “lost in translation” raises the importance of structuring<br />
thoughts and defining activities that enable the regaining<br />
of visions and the provision of clarity. We therefore believe<br />
that over the next couple of decades different paths need<br />
equal consideration in order to tackle the gap between the<br />
automotive and the digital worlds. There will be different<br />
routes – evolutionary, revolutionary and disruptive paths –<br />
all need to be managed simultaneously with none being<br />
neglected. All key trends have an evolutionary, revolutionary<br />
and disruptive trait to some degree, although the level of<br />
impact varies between them: the shorter the innovation<br />
cycle, the more disruptive the trend from today’s perspective,<br />
which means that trends close to the current business models<br />
of auto companies are more evolutionary than disruptive.<br />
Calculations of the average and similar impacts of all three<br />
paths again emphasize the importance of managing all at the<br />
same time – neglecting just one could risk losing sight of the<br />
potential ‘next’ dimension.<br />
EVO<br />
Ø<br />
Average<br />
REVO<br />
DIS<br />
#1<br />
Battery electric<br />
mobility<br />
#2<br />
Connectivity &<br />
digitalization<br />
#3<br />
Fuel cell<br />
electric mobility<br />
#4<br />
Hybrid electric<br />
vehicle<br />
#5<br />
Market growth in<br />
emerging markets<br />
#6<br />
Increasing use of<br />
platform strategies<br />
REVO<br />
REVO<br />
REVO<br />
REVO<br />
REVO<br />
REVO<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
#7<br />
Creating value<br />
out of big data<br />
#8<br />
Mobility-as-a-service/<br />
Car sharing<br />
#9<br />
Autonomous &<br />
self-driving cars<br />
#10<br />
Downsizing<br />
of ICEs<br />
#11<br />
Rationalization of<br />
production WE<br />
REVO<br />
REVO<br />
REVO<br />
REVO<br />
REVO<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
EVO<br />
DIS<br />
Source: KPMG’s <strong>Global</strong> <strong>Automotive</strong> <strong>Executive</strong> <strong>Survey</strong> <strong>2017</strong><br />
kpmg.com/GAES<strong>2017</strong><br />
© <strong>2017</strong> KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
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