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Visit McKinsey & Company to read the article.
“As the pace of technological change in the industry accelerates, we believe the question is no longer whether the disruption will occur. Rather, it’s how quickly and to what extent players will have to reimagine their businesses to serve the mobility consumer of the future. The new landscape will require new technologies, competencies, and partners, while still relying on traditional businesses and products as part of the solution.
The size and potential impact of the automotive revolution requires more than gut feeling to drive the right decisions for a successful mobility strategy. Only a good understanding of the potential outcomes and a data-driven mind-set can enable actors to adjust to the full impact of the disruption on their business. War games, such as the one we conducted, seek not to forecast the future but to simulate a range of possible scenarios and understand how they could affect the profitability of a variety of players. They also allow companies to test their strategies in the face of an uncertain future and enable key decision makers to approach impending changes with an industry-wide perspective.
We hope this article encourages organizations to think about probable futures, decisions, strategic alternatives, the moves of other players, and the importance of a future-oriented vision. The next 15 years will usher in a new mobility landscape, with large shifts in the deployment of capital and the capture of profits. Navigating what’s ahead will require businesses to approach the market with a long-term vision and to clearly communicate with shareholders and partners about the road ahead.”