Mobility is undergoing one of the most transformational shifts of a generation, shaped by three key disruptive forces:
Sectors are being disrupted, with markets emerging, converging and disappearing. In this paper – informed by 200 contributors from across the global mobility value chain – we discuss the shape of the new mobility ecosystem. The winners are likely to be those that can truly understand the impact and timing of disruption and seize the right emerging opportunities, by swiftly adapting business and operating models and securing the right partnerships and acquisition targets.
Some of the key questions we address are:
EV take-up may have gathered momentum, but requires a number of societal and behavior changes to become truly widespread, with three key barriers remaining:
Connected and autonomous vehicles
Speed of adoption is likely to vary significantly by region, based on availability of infrastructure, pace of R&D, public acceptance and the regulatory environment.
On-demand mobility services
There is an urgent need for coherent mobility strategies to cover multi-modal aggregation, car subscription, on-demand services and commercial vehicle innovation.
Sources of value should fundamentally shift both within value chains and across the ecosystem. ‘Downstream’ value – largely digitally enabled – is likely to become significantly greater vis-à-vis ‘upstream’ value from manufacturing.
As incumbents, new entrants and startups compete for a share of the mobility market, each should consider where to play and how to win. We believe change will require unprecedented levels of collaboration via mergers, acquisitions, partnerships or strategic alliances, increasingly between carmakers and technology companies. One thing appears clear: companies only have a small window of opportunity to get ahead and position themselves to shape the future ecosystem.