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