the need for speed · capabilities, in the automotive sector and globally overall by category...

Fewer than a third of automotive companies have the digital capabilities required for digital transformation

Automotive companies struggle to develop the necessary leadership capabilities for digital transformation

Source: Capgemini Research Institute, Digital Mastery Survey; April–May 2018, N=1,338 respondents, 757 organizations; N=174 automotive respondents, 85 automotive organizations.

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Four recommendations to turbo-charge digital performance in the automotive industry

Global Digital Mastery Research Series: Automotive

THE NEED FOR SPEED

Automotive lags behind other sectors in their digital transformation journeys

How can automotive organizations progress on their journeys to digital mastery?

33%38%

32%34% 34%

30%27%

33%

Customer Experience

Operations Talent and Organization

Business Model Innovation

Percentage of organizations believing that they have the necessary digital capabilities, in the automotive sector and globally

30%

35%

Overall By Category

Automotive sector average Global average

32%

40%

32%36% 35% 35%

32% 32% 32%35%

of automotive organizations use digital technologies with customers to enable self-service (versus 46% globally)

GovernanceWorkforce Enablement

Technology and Business

Culture and Engagement

Vision and Purpose

Percentage of organizations believing that they have the necessary leadership capabilities, in the automotive sector and globally

Overall By Category

Automotive sector average Global average

32%

36%

Leverage digital technologies to enable self-service and improve the retail experience

28%

of automotive employees say leadership acts as a role model in displaying openness to change and adopting new behaviors (versus 75% of automotive leadership)

Set-up the digital CoE so it has leadership support and direct

visibility with the board

Ensure that the digital CoE can draw on talent and expertise

across the organizationEnsure the digital CoE has a

dedicated space and budget to execute critical projects

that are required by multiple business units

Give potential partners access to the platform on a fair basis

Promote third-party developers

Develop strong cybersecurity and

privacy norms

Ensure that services like payments, hosting, networking are incorporated

Ensure that the digital platform

follows open standards and is

backed by well-documented

functionality

Develop a clear-cut monetization policy for your digital partners

39%

of automotive organizations coordinate digital initiatives across silos (versus 36% globally)24%

of automotive organizations have launched new businesses based on digital technologies (versus 39% globally)28%

Personalize

your

messaging by

leveraging

social media

data

Incentivize retail staff not to sell, but to educate

and assist consumers in

their decision-making

process

automotive respondents (63%) say that culture is the top hurdle to digital transformation

Develop a digital culture that spans traditional automotive silos and hierarchy

Build an open innovation platform for digital services

6 out of 10

Incorporate technology

in the dealership to improve the

retail experience

Leverage digital

technologies,

such as

over-the-air (OTA)

updates to deliver

personalization

and

post-purchase

services

Use collaboration tools to increase transparency and reach out to employees

Design new digital KPIs focused on behaviors rather than successes or failures

Make digital culture change tangible

Set a clear vision and have visible leadership involvement

Deploy change agents and empower employees to drive digital culture

Create a center of excellence to set direction, coordinate digital products and services, and share learnings

12 3

1

25

34

6