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. This message contains information that may be privileged or confidential and is the property of the Capgemini Group. Copyright © 2018 Capgemini. All rights reserved. Download Report 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) Governance Workforce 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 organization Ensure 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 1 2 3 1 2 5 3 4 6