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According to PwC Strategy from 2024 every third commercially registered car could be an electric vehicle. China dominates the Battery Electric Vehicle (BEV) market with 62% of BEV sales. The United States recorded a 64% increase in BEV sales over the past few years, the highest of the high-volume markets. BEV sales from the top 5 European markets grew by 26% in the first quarter of 2023 compared to the corresponding period in 2022 (Click here to find out more).
The fight against climate change and the resulting favourable governmental policies and shift in consumer habits all contributed to the triple-digit growth in BEV sales seen in several European countries in 2019. The United Kingdom has suggested a 2035 ban on the sale of all new petrol and diesel cars, in addition to a 2050 goal of net zero emissions. From 2035 the only new cars which will be sold will be pure electric ones, plus any hydrogen-powered cars, that may exist at that point (find out more from Deloitte Insights or GOV.UK).
New Operating model capability requirements for EV companies
Players in such competitive environment must build advanced capabilities in many areas to develop future operating model. They will be collaborating with mobility providers to establish success of new product offering.
There 4 main operating model components to consider: Vision & Strategy, technology & processes, strategic collaborations and people & culture. These factors highlight holistic overview from the POPIT model enabling organisations to assess whether a future operating model should be developed internally (often require major resource investment) or integrated through ecosystems and partnership (which is efficient but require additional effort). Having deeper understanding of these segments within an organisation is key for the players to build effective and resilient capabilitieson reaching 2035.
Vision & Strategy - Taking transition from ICE vehicles to EV’s may require new capabilities e.g., technology advancement in batteries which are flexible and robust.
Value chain – Expanding in their value chain coverage including broader set of skills and capabilities (T-Shape) e.g., digital savviness, efficient payment methods, improving resilience in value creation.
Autonomous foresight – Adapting their IT systems, operations, and products to prepare for the future of autonomous mobility. This leads to creating new processes and technologies of the future realising the full potential of autonomous technology (AV’s).
Technology & processes - Analysing the application of automation technologies including AI-enablement tools, and cloud-based architectures for operational efficiency processes.
Technology – Developing an effective technology architecture for cost efficiency and innovative customer interface experience will be essential for the future. As the need for mobility providers will be on the rise in areas such as: digital services, customer identification, and payment services to help enable their digital and direct sales channels including, their digital self-service-based offerings (click here to find out more).
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