汽车软件

Beyond vehicles Table ofcontents Defining software-drivenmobility (SDM) By SDM, we mean the full realization of opportunitiesprovided by software for automotive products andservices, and the means to achieve it. It is expected todeliver, on one hand, significantly enhanced mobilityexperiences and value for customers and users, andon the other hand, much better control of the overallcomplexity of vehicles and across the value chain. •Streamlining “software delivery”to craft theproducts and services. It relies on a “softwareengineering framework” i.e., an integrated andindustrialized set of processes, methods, and toolsto design, build, operate, and maintain, with aspecific focus on testing, quality, and performance. •Accelerating to transform into a “softwarecompany.”It covers the transition of businessstrategy, execution of change management, andaddresses culture and talent. SDM focuses on: •Setting the foundation of a “software platform,”that defines all products and services. This includesSoftware-Defined Vehicles (SDVs), all in-vehiclesoftware, digital user services for mobility andall related backend systems (incl. those ensuringsafety, cybersecurity and compliance) Our definition of SDM, as used in this study, extends toany software related to vehicles and mobility productand services, but excludes other types of softwaresystems such as manufacturing and supply chain,finance, or marketing. Software is powering a shift toholistic mobility solutions •Around nine in 10 (87%) organizations agree that software will be thesingle biggest source of competitive advantage over the next fiveyears. Executivesummary •81% believe that software-defined products and services, not justphysical vehicles, will become the core value proposition. The automotive industry is undergoing a transformation inwhich software is emerging as a strategic imperative.Consumer expectations of seamlessly connected andcontinuously evolving digital experiences are accelerating thisevolution. In parallel, digital-native organizations aredisrupting the market by tapping into revenue streams fromsoftware-defined products and services. •61% report that their software-defined strategy will impact all or most(over 50%) of their brands within the next five years. •Over eight in 10 (83%) organizations identify the creation of a unifiedsoftware platform as a key component of their software-drivenmobility strategy. Traditional automotive players are under immense pressureto adopt a more software-centric approach across the entirevalue chain. This positions software as a core enabler ofinnovation, agility, and long-term competitiveness. •80% emphasize the importance of establishing dedicated softwareunits to accelerate the development of software-enabled features andservices. •We expect the trend toward building sovereign software capabilities togain momentum, with 94% of organizations agreeing, reflecting astrategic shift toward control and resilience in software development. Our survey of automotive organizations reveals: •92% of automotive organizations believe that everyautomotive organization will evolve into a softwarecompany to support software-defined vehicles (SDV) andmobility services. •As many as 80% report cost reduction benefits from their softwareinitiatives, or expect them soon. While ambitions are strong,realizing the full potential ofsoftware-driven mobility (SDM)will require organizationaltransformation at globalenterprise level Traditional automotive players continue to rely on legacy vehiclearchitectures, where software remains tightly coupled with hardwarecomponents. Transitioning to a decoupled architecture enables fasterinnovation, improved scalability, and extends onboard capabilities byseamlessly integrating with a connected offboard ecosystem. However,our survey shows that only one in 10 organizations has achieved this,while 27% are currently running pilots. Executivesummary Many traditional OEMs face challenges not simply due to the complexityof adopting new technologies, but because the transformation intosoftware-driven mobility requires a deeper shift in mindset. Thisevolution presents a powerful opportunity to rethink and modernize theunderlying structures, behaviors, and cultural practices that have longguided their operations. Recognizing that technology is just one part ofa broader strategic and organizational transformation is key to unlocking The transformation to SDM is not just a technological shift; itdemands a fundamental change in strategy, operating model,and organizational practices of the company. Thetransformation should involve multiple corporate functionssuch as sales, product strategy, engineering, and corporate IT.Our research reveals that only 14% of organizations havesuccessfully scaled an SDM use case, and fewer than half haveprogressed to scalable initiatives. long-term success. Therefore, adopting an SDM strategydemands an overhaul of the operating model. According toour