Capgemini-設計下一個-用于汽車、航空航天和國防（英）-2024

INTELLIGENT

INDUSTRYEngineeringforAutomotive,Aerospace&DefenseHowbusinessmodels,operations,andcultureshouldadapttoaconstrained,collaborative,connectedandintelligentworld.EXECUTIVESUMMARYThethreatsofclimatechange,

?nitenatural

resources,andthreatstoENGINEERINGMUSTADAPTTO

ARESOURCECONSTRAINEDWORLD,BOTHINTERMSOFMATERIALSANDSKILLEDRESOURCES.Itmeansmulti-skilledengineeringteams-physicalanddigital,in-houseandoutsourced-willjoinforcesandworktogetheronincreasinglycomplexproducts.biodiversity,along

withrapidly

emergingnewtechnologiesmean

thatlarge,engineered

products-suchascars,planes,andsatellites-needto

bereconceived

to

runonclean

energy

andusesustainableorrecycledmaterials.Valueanddi?erentiationwillmovefromphysicalattributestowardintelligenceandautonomy,whereproductsbecomedrivenbysoftware,dataandembeddedAI.Systemswillmakeautonomousdecisionsabouttrajectories,routes,howtorespondtotheunexpected,andusercomfort.Thenewenvironmentmeansclosecollaborationbetweenengineering,manufacturingandafter-salestocovertheproductandservicelifecyclesend-to-end.Thisdemandsneworganizationalstructuresanddigitalengineeringtechnologiestoenablesecurecollaboration,informationsharingandreal-timefeedback.Ontopofthat,majorityoftheboardroomshaveGenerativeAIontheiragenda,becausetheybelievethatitisacceleratingproductdesignandcustomerexperience.AIandGenerativeAIwilltransformboththeproductfunctionalityitself,e.g.,thenatureofmachineinteraction,butalsobringproductivityopportunitiesalongtheentireproductdevelopmentlifecycle.THISISNOT

ASINGLEHANDOVERFROMTHEOLDWORLDTOTHENEW.

ITISATRANSFORMATIONJOURNEYYOU

WILLNOTWININASPRINT,

NORINAMARATHON–ITISMOREABOUTATRIATHLON.

ITWILLREQUIREORGANIZATIONSTO

CHANGETHEIRBUSINESSMODELSTO

DELIVERINTELLIGENCEANDSUSTAINABILITY,ANDRESHAPETHEIROPERATIONALMODELTO

BEAGILE,COLLABORATIVEANDRESPONSIVE.AIsystemsbringnewchangesandchallengesinthesafety-criticalindustryandaresubjecttoconcernsaboutethicsandtrust.Newsustainabledesignswillbene?tfromAIandfoundationmodelsthroughpromptengineering,?ne-tuning,modelinganddevelopingsimulatedtestscenariosforvalidation.Indoingso,theyneedtoimprovetheuserexperience,orthesesustainableinnovationswillnotbeaccepted.Thatmeansensuringsmooth,e?cient,safe,andcost-e?ectivetransportation,withincreasingautomationandembeddedintelligence.FUNDAMENTALTO

THISISTHEMOVEFROMASILOEDWORLDTO

AWORLDOFCOLLABORATIVEDATA

ECOSYSTEMS.ENGINEERINGCOMPANIESHAVE

TO

ACCESSANDINTEGRATENEWSKILLSANDDATA-DRIVEN

TECHNOLOGIES–FROMADVANCED

COMPUTINGTO

NEWMATERIALS.THAT

MEANSCOLLABORATINGWITHAWIDERANGEOFSUPPLIERS,PARTNERSANDSTART-UPS

ISAKEYPREREQUISITE.To

achievethat,theywillneedtotransformskills,culture,leadership,andtheuseofdata-driventechnologies.Itisajourneythatwilltaketime,commitment,andcreativity.Ifyouhaven’tstartedalready,youmuststarttodaytobeandstaycompetitive.Engineeringisbeingcalledupontodrivetheneededinnovationandscaleddeploymentofthekeytechnologiestoaddressclimatechange.Thosewhostepuptothechallengewillprovidedi?erentiatorsthatsecuretheirlegacy,sovereignty,andrevenuesforyearstocome.Buttogetthisright,theroleofengineeringwillneedtotransform.Introduction010301.

Preparingengineeringfor

multiplefuturesCross-sector

challengesAutomotivechallenges06070809Civil

aerospacechallengesSpaceandDefensechallenges02.

Reinventing

engineeringbusinessand11operatingmodels:anurgent

needNewBusinessModels:

from‘product-centric’to‘customer-centric’andfrom‘build-to-last’

to‘build-to-evolve’1215NewOperatingModels

forresilient,modular,openandservice

orientedengineering03.

Deployingtheenablersofchange:19skills,digital,leadershipandcultureAnewgenerationoftalentforthe

futureofengineeringDigitalenablersofthe

newengineeringspaceThe

futureengineeringleaders20232504.

Conclusion

-An

exciting

futureahead27INTRODUCTIONEvery

day,

I

see

how

the

engineering

world

is

transforming.

Fromthe

pivottosustainable

products

and

supply

chains,

toputting

digital

at

the

heartof

physical

products,

toadjusting

strategies

for

a

volatile

world.The

organizations

that

will

be

tomorrow’s

winners

are

rethinking

both

theirbusiness

and

operating

models

and

building

a

whole

new

range

of

capabilitiesand

expertise

from

their

teams

and

partners.Thispaperdrawson30

interviewswithengineeringleadersto

understandtheglobal

driversreshaping

engineering,andthetransformationsthatare

neededtoensure

thatcompanieswithengineeringat

theirheartcanprogressonthisjourney.Keysuccess

factors

toensure

the

disruptive

transformation

of

the

originallyhardware-driven

world

are

software,

data-driven

decision

making

and

thesuccessful

integration

of

Arti?cial

Intelligence.RoshanGyaCapgemini

Invent,

CEOParallel

to

this,theentireengineeringindustryhas

beentaken

by

surprisebytherecent

advancesin

AI,andis

nowrapidly

seekingto

understandits

shortandlong-termimplications.I

strongly

believe,

that

after

years

of

optimizations,

industrialorganizations

must

now

fundamentally

rethink

the

product

developmentcycle

in

order

tosuccessfully

launch

the

next

generation

of

products

in

a

verydi?erent

world

tothe

one

wehave

always

known.Engineering

is

instrumental

in

achieving

such

objectives.

Fromdesign

conceptand

sourcing

of

materials

toproduct

life

cycle

and

recycling,

engineers

will

needtoreinvent

themselves

todeliver

sustainable

products

in

a

world

of

?niteresources.WilliamRozéCapgemini

Engineering,

CEOSource:*CapgeminiResearchInstitute:CREATIVE

AND

GENERATIVE

AII

GENERATIVEAI

IN

ORGANIZATIONS01CUSTOM

GENERATIVE

AI

FOR

ENTERPRISE

GENERATIVEAI

FOR

SOFTWARE

ENGINEERINGIAs

youboardthehydrogen-poweredplane,youmarvelatthechangesindesignfromtheonesyouknewformostofyourlife.Goneisthelongfuselageandprotrudingwings,replacedbyawiderbody,providingspaceforthehydrogentanks,andwings—madefromlightweightbio-basedcomposites—?owingoutfromtheback.As

youtake

o?,

yousmileatthesmoothness,thinkingoftheAI-supportedfeatureyourcompanydesignedtomakemicrochangestowingtipstocounteractturbulence,makingyourjourneybothsaferandmorecomfortable.You

can’tresistcheckingyourphone—perhapsthesatellitesthatnowprovidelightning-fastinternetwayabovetheoceanareamixedblessing.ButyourpersonalizedAI-drivenassistantpushesyousomegoodnews:ThelatestIPCC[IntergovernmentalPanelonClimateChange]reportisout,andtheworldhashitits2050netzerotargets,withthereportlavishingparticularpraiseonthoseengineerswhospentthepastdecadesdecarbonizingtransport.THISISJUSTONEPOSSIBLEFUTURESCENARIO,ANDWEALLKNOWTHAT

PREDICTINGTHEFUTUREISARISKYBUSINESS.BUTITISCLEARTHAT

BIGCHANGES,ANDCHALLENGES,ARECOMINGTOENGINEERING.The

yearis

2040,

and

you

are

lookingforward

to

awell-earned

holiday,

after

another

year

of

successfulengineeringin

a

transformational

period.

You

book

anautonomous

electric

taxitopick

you

up

from

your

house.As

you

get

in,

the

car

recognizes

you

and

automaticallyadjusts

the

seating,

temperature,

lightingand

playingmusicto

your

preferences

and

your

mood.

You

liebackand

enjoya

smoothtrip

totheairport.021PREPARING

ENGINEERINGFOR

MULTIPLEFUTURES15

MEGATRENDS4THE

ENVIRONMENTALEMERGENCYNEW

PLAYERS,NEW

COMPETITIONPeople,businessesandgovernmentsareincreasinglyconcernedabouttheimpactofhumanactivityontheclimate,biodiversity,andhealth.Companieswithengineeringattheirheartareunderconsumerandregulatorypressuretochangetolowandzeroenvironmentalimpactproducts.Newplayerswithnewmodelsarechallengingtheoldwayofdoingthings.CompaniessuchasTesla,SpaceXorVerticalAerospace,arebuildingdigital-?rstorganizationsthatallowrapidinnovation,simulation,andtestingondigitalplatforms,aswellasongoingdigitalrelationshipswiththeenduser.25GEOPOLITICALINSTABILITYTHE

AVALANCHEOFTECHNOLOGY

INNOVATIONThefutureofengineered

productsandorganizationsis

being

shapedbyglobalmegatrends,whichplacenewconstraintsonsupply

anddemand,butalsonewopportunitiesfrominnovativetechnologies.TheseshapetheAfterdecadesofglobalization,thetrendisshiftingtowardlocalization.Geopoliticalinstabilityandprotectionismareconstraininginternationaltradeandredrawingsupplychains,butalsocreatingnewjobsandengineeringbusinessopportunitiesinWesterncountries.Buildingontheethicsissuesaroundautonomousdrivingandmediamanipulations,thedisruptivedevelopmentsofAIareincreasingcallsforaworldwideAIregulationframework.Newproductsandideas—materials,sensors,GenerativeAI,andsoon—areemergingfromstart-ups,universitiesandcorporateR&Dalmostdaily.Manyofwhichcouldtransformengineeredproducts,withanopenandcollaborativeapproach.Nexttothetechgiants,thestart-upsandopen-sourcecommunitiesaredrivingthetechnologydevelopmentandpublishingnewtoolsandfeatureseveryday.productsandservicesthatbusinessesandconsumerswant

orneed,whichde?neshow

theyshould

bemade.3THE

CONNECTEDCUSTOMERCustomersexpecteasy-to-use,secure,intelligentandautonomousexperiences-fromorderingfoodandtaxistobookingholidays.66%ofconsumerswouldseekadvicefromAIonpersonalinteractionorrelationships.Businesses,too,wantrapiddata-drivendecisionsaboutassetsandcustomers.Thesedigitalservicesneedtobebuiltaroundeaseofuse,convenience,connectivity,privacy,andsecurity.We

see?vemegatrendsshaping

thefutureofengineered

productsandtheorganizationsthatdeliver

them,withimportantimpactswithinandacrossindustries.04WHILETHEREARENUANCESBETWEENINDUSTRIESANDCOMPANIES,

THESE5TRENDSWILLHAVE

ABROADIMPACTACROSS

ENGINEERING.ITCREATESTHREEOVERLAPPINGFUTURES:CONSTRAINED,INTELLIGENT,AUTONOMOUS,ANDCOLLABORATIVE.#1-Thefuturewillbeconstrainedbecausesustainabilityrequirementsplacelimits(notablyemissionslimits)thatconstrainwhatcanbeproduced.Atthesametime,engineeringteamswillneedtocompetefor?niteresources(e.g.lithium)orforresourcesthatdonothaveanadequatepipelineintheshortterm(e.g.chipsandsoftwareengineers).Theprinciplesofcirculareconomywillneedtobeembeddedearlyinthedesignphase.#2-ThefuturewillbeintelligentandautonomousFirstly,inuse,becausecustomersincreasinglyplaceapremiumonphysicalproducts—includingcars,planesandsatellites—thatareconnected,software-drivendevicesthatdeliversophisticateddigitalandautomatedservices.Secondly,theengineeringdesignactivityisimpactedbynewAI-enableddigitaltools.Thesetoolsbringinnovationandproductivityimprovementtobothphysicalandsoftwaredesigns.Suchtoolsenabledesigns,whetheritbeanautonomousdrivingsoftwarefunctionoranentirehydrogenplaneengine,tobesimulatedandvirtuallytestedacceleratinginnovationandproductcycles.#3-

The

future

will

be

collaborative

because

the

onlypossible

way

to

deliver

this

level

of

transformation

isto

bring

together

many

new

technologies

(e.g.

AI

andbiomaterials)

and

skills

(e.g.

software

and

data).

It

meansbuilding

ecosystems

of

newsuppliers,

processes

to

assessand

onboard

emerging

technologies,

and

partnershipswith

start-ups,

universities,

other

industries,

and

evencompetitors.And

it

means

digital

tools

and

industry-speci?cplatforms

that

allow

multiskilled

distributed

teams

tocollaborate

on

the

same

project

will

have

to

be

developed.05CROSS

-SEC

TORMany

major

disruptions

will

come

from

complementary

players

who

will?nd

common

agreement.RémiBastienFISITA,

CTOWhile

eachindustryfaces

its

ownchallenges,many

challenges

arecross-cutting.SUSTAINABILITYANDPOWERTRAIN

TRANSFORMATIONNEWVALUECHAIN=NEWECOSYSTEMGENERATIVEAIANDFOUNDATIONMODELSBothautomotiveandaerospacemustchangetheirpowertraintoaddresscustomerandregulationrequirements.ThemassiveshifttowardElectricPowertrainisunderminingtheinternalcombustionengines(ICEs),whicharelinkedwithbrandpositioning,trustanduserexperience,throwingthemarketfornewproductswideopen.As

mostOriginalEquipmentManufacturers(OEM)sourcebatterycellsfromthirdparties,automotivemustnegotiatetooutsourceanewproductfeaturethatisakeydi?erentiator,whileaerospacemustmanagetheshifttobiofuel/hydrogenandinsomecases,electric.As

thecomplexityofproductsincreases,thereisanevolutionofthevaluechain.Theroleofsemiconductorcompaniesaswellashyperscalersaretakingstrategicrolesinengineeringindustries.Thedevelopmentofproductsthatneedtocommunicatewiththeirsurroundingswillrequirenewecosystemstomanagetheinterfacesandcreatecommunicationprotocols.AGenerativeAImarketpotentialof~20BNUSDin2024andacompoundannualgrowthrateof+35%isexpectedandwillheatthewaroftechnologyandlimitedtalents.Thus,GenerativeAIissettoradicallychangehowsoftwareandSystemsaredevelopedandthatimpactgoesfarbeyondcodingassistants.SHIFTING

RESPONSIBILITY

FROMTHEDRIVERTO

THEENGINEERSTheautomotive,aerospace,anddefenseindustriesarebeingreshapedbyembeddedintelligence,deliveringlevelsofautonomousAInavigation,in-useoptimization,anduser/usageinsight.Humandecisionsareprogressivelyshiftingtodevices,includingautonomous‘drivers’or‘pilots’.As

such,therearenewlevelsofresponsibilityontheOEM,andtheneedtoruncountlessscenariosintheveri?cationandvalidationprocess.06AUTOMOTIVEAutomotive

will

be

completelytransformed

bytwo

changes:electri?cation,

driven

by

the

need

forsustainability;

and

softwarization,

underpressures

from

driving

automation

andadvancing

user

experience.?

Resilience

of

the

supply

chain

as

demonstrated

bythe

recentcon?icts

and

stop-and-go

of

production

after

lockdown

periods.?

The

transformation

of

OEMs

into

“mobility

providers”

as

thefuture

of

mobility

becomes

multi-modal.?

The

need

to

break

down

the

silos

and

focus

on

an

end-to-endcustomer-centric

approach

to

ensure

the

internal

and

externaldata-driven

development

and

participation

from

the

AI

actors.?

Rapid

reduction

in

innovation

cycles

and

intense

competitionfrom

tech

giants

and

digital

startups,

forcing

OEMs

to

re-inventtheir

engineering

structures.Some

of

the

challenges

the

industry

facesinclude:Assisted

and

automated

vehicles

will

be

themain

product

disruption

in

the

automotiveIndustry

in

the

coming

10

years.?

Continued

focus

on

optimizing

batteries

and

electric

powertrainsfor

EVs.

As

the

market

grows

and

ICE

bans

come

in,

global

EVsales

are

due

to

rise

from

2

million

in

2020to

73million

in

2040,representing

100%of

new

sales

in

European

markets.Dr.

TinoFuhrmannVolkswagen,

Systems

Engineer

SoS?

The

need

to

manage

this

growth

even

as

concerns

rise

about

EVbatteries’

raw

material

scarcity.?

Progression

through

levels

of

autonomy

toward

self-driving,and

in-car

digital

services,

delivered

under

new

connected‘as-a-service’

business

models,

obliging

the

industry

to

acceleratethe

softwarization

of

the

vehicle

(infotainment

and

connectivityplatforms,

high-performance

chips,

ability

to

upgrade)

andchange

the

physical

architecture

(sensors,

actuators,

controlunits).07CIVIL

AE

ROSPACEAerospace

facesthemassivechallenge

ofdecarbonizingan

industrythatis

almostentirely

reliant

onfossilfuels,while

alsodeveloping

wholenewmodesofairtransport.?

Demand

for

fuel/energy

e?ciency

requiring

improvementin

design

and

materials,

weight

reduction,

and

topologyoptimization.?

Certi?cation

of

new

aircraft

and

systems

to

rigorous,

establishedstandards

while

meeting

the

speed

and

cost

constraints

of

agileengineering

programs

(usingdigital

engineering

&

certi?cation

byanalysis).?

New

engineering

approaches

are

required

to

achieve

this

rapidevolution

of

products,

harnessing

generative

design

and

AIalgorithms

to

ideate

and

develop

new

concepts

and

validate

theirperformance.?

Embracing

digital

services

enabled

bysoftware,

generative

AI

andaerospace

future,

for

performance

optimization,

and

customerexperiences.

78%of

industry

executives

believe

that

GenerativeAI

will

maketheir

product

design

and

services

more

e?cient

and76%

believe

it

will

help

them

design

more

inclusive,

accessibleproducts

and

services.?

Pressure

on

operators

and

air

tra?c

management

services

tooptimize

?ight

trajectories

while

accommodating

increasingdemand

in

limited

airspace.Someofthechallenges

theindustryfacesinclude:?

Managing

a

new

era

of

growth,

fuelled

by

new

demand

and

?eetretirements

(Airbus

and

Boeing

project

a

doubling

of

the

numberof

aircraft

in

the

next

20

years).?

The

emergence

of

new

aviation

companies

in

diverse

applications(electric

vertical

take-o?

and

landing,

EVTOL,

commercial

UAV)will

challenge

the

future

operation

of

this

industry

with

newapproaches.?

Industry

commitments

to

net

zerothat

will

need

new

low

andzero-carbon

propulsion,

including

sustainable

aviation

fuel

(SAF),battery,

fuel

cell,

or

hydrogen.?

An

inevitable

disruption:

The

market

for

large

planes

is

not

yetdisrupted

due

to

the

challenges

of

replacing

combustion

engines,long

product

life

cycles,

and

strict

safety

regulations.

But

changeis

coming.08SPACE

&

DEFENSEAs

engineering

businesses,

weneed

to

evolve

from

TechnicalProduct

Speci?cation

to

Services/Mission

Speci?cation

for

mobilityand

logistics

in

the

Spaceindustry.Thespaceindustryis

facingarenaissanceaslow-costcommercial

launchers?

Huge

opportunities

for

space

economy,including

on-orbitmanufacturing,

asteroid

mining,

and

space-based

solarpower,estimated

to

exceed$1

trillion

by

2040.rapidly

openup

opportunitiesfor

anewspaceeconomy.

Thedefense

industryisexperiencingmajortechnologypushandinnovationneedsin

thewake

ofchanginggeo-politicalsituations.?

Strategic

issues

of

sovereignty,

sustainability

and

regulations

areemerging.?

New

business

models,

particularly

service-based

ones

(forterrestrial

needs

as

well

as

for

launches

and

satellite

maintenance)must

be

explored.Jean-Luc

MariaExotrail,

CEO?

The

defense

sector

sees

challenges

that

are

both

technological(JADC2,

Connected

Battlespace,

..)and

Operational

(New

threats,assymetric

warfare,

..).Due

to

the

complexity

of

the‘system’

and

the'unknowns',

weneed

to

make

the

business

modeland

the

operating

model

resilientto

change.Someofthechallenges

thespaceindustryfaces

include:Addressing

renaissance

in

Aerospace

and

Defense?

Leveraging

AI

by

training

it

with

data

from

digitally

connectedsystems,

sensors

and

organizational

IP

could

help

Aerospaceand

Defense

organizations

to

explore

new

business

models

byenhancing

E2Evisibility

and

data

access

across

the

value

chain.?

Rapid

increase

in

launches:

from

129

in

2011,

to

1,807in

2021,

anda

forecast

of

11,746

small

satellite

launches

by2030.?

Possible

use

cases

could

be:accelerating

design

validationsand

certi?cations

for

product

innovation,

increasing

safety

andsecurity

by

threat

detection

in

civil

and

military

applications,adopting

new

training

approaches,

streamlining

supply

chain,assembly,

operations,

and

MRO

processes,

optimizing

?eetmanagement

(aircraft,

spacecraft,

satellite,

rovers,

etc.)

throughpredictive

analytics,

simulating

space

explorations,

facilitatingautonomous

operations

in

?ight,

space,

ground,

sea

and

cyberdomains.?

Shift

from

publicly

funded

space

missions

to

the

privateentrepreneurial

sphere,notably

the

deployment

of

galaxies

ofsmall

communication

satellites.SimonWeeksAerospace

Technology

Institute,

CTO?

Privatization

has

brought

many

innovations,

most

notably

thereusable

launcher,which

owes

much

to

new

approaches:

agile

testand

learn

simulation,

data

and

software.?

At

NASA

generative

AI

already

brings

risk

reduction

results

andnew

designs

they

now

call

“evolving

structures“.

As

GenerativeAI

begins

to

accelerate

the

innovation

capacity

providing

bothconcept

improvement

and

new

initial

designs,

engineers

willextend

from

traditional

ideation

and

creation

to

review

andre?nement.09FOR

THE

COMPANY

OF

THE

FUTURETO

SUCCEED,IT

MUST

BE

READY

TOFAC

E

THESE

THREE

OVERLAPPINGFUTURES.TO

DO

S

O,

IT

MUST

MAKE

DEEPAND

PROFOUND

CHANGES

TO

ITSBUSINESS

MODEL,

ITS

OPER

ATINGMODEL

,

ITS

CULTURE,AND

ITSDIGITALENABLERS.102REINVENTING

ENGINEERINGBUSINESS

AND

OPER

ATINGMODELS:

AN

URGENT

NEED11NEW

BUSINESSEnd-customer

orientation

is

keyto

our

strategy,

in

that

the

notion

ofservices

is

just

as

important

as

the

engineering

of

our

product.

You

couldsay

that

we

are

not

working

on

a

launcher

but

on

a

launch

service.Yohann

LeroyMaiaSpace,

CEOFrom

‘product-centric’

to‘customer-

centric’andfrom‘build-for-now’to

‘build-to-evolve’.Customerswantintelligentandautonomousdigitalproductsthatareseamlesslyintegratedintotheireverydayeco-system.Theproductsprovidesafeandvaluableservicesthatsavethemtimeorhelpthemintheirlives,fromassisteddriving/?yingandrouteoptimization,toentertainmentandremotemaintenance(whichwillnowincludeoperationsinspace).Forlongterminvestmentslikecars,planesorsatellites,theywanttoupgradeovertime,sotheirpurchasesarenotobsoleteintwoyears.Formanyyears,theengineeringfunctionfocusedonproductsdesignedforperformance(weight,speed,robustness,etc.),withanemphasison‘DesigntoCost’.Thenewcontextrequiresdesigningproductsaroundthecustomers’needsandtheirindividualpreferences.Italso,byimplication,meansanongoingrelationshipwithcustomers,amovefrom‘buildandsell’,to‘continuouslyengage’;from‘long-lasting’to‘permanently-evolving’.Manyalsowantnewwaystopay,suchassubscriptions,leases,customizations,andadd-onservices,ratherthanaone-o?feeforacommodityproductthathasrolledo?anassemblyline.ThecurrentdevelopmentsaroundAI,GenAIinparticular,willprovidenewtoolstofurthertransformtherelationshipbetweenproductsandtheend-customersbringingnewlevelsofhuman-machineinteraction.Thesedigitallyenabledproductsneednewbusinessmodels.JustassmartphonesallowedentertainmenttomovefromsellingCDsandDVDs,too?eringpersonalizedsubscriptionservices,industrialcompaniesneedtomovefromsellingproductstoacontinuousrelationshipwiththecustomer.Carmakersmaystillsellthebasicunit,butthensellarangeofadd-ons—fromdrivingassistancetoadvancedparkingsearch,in-carentertainmentservices,orlocalguides—thatuserscanturnonando?eachmonth,orleaseforshortperiods.Othersmaymoveentirelyto‘as-a-service’leasingcarsasneeded,rentedandcustomizedviaanapp.12ACROSSINDUSTRYLEARNINGS:INNOVATION

BUSINESS

MODELSperformanceandenvironment,thenusingthattolearnaboutproductuse,continuouslyimprovesoftwareandhardware,shortenvalidationandcerti?cationtimes,anditerativelyimprovethenextgenerationofphysicalanddigitalproducts.The

software

part

of

the

vehicle

will

beregularly

updated,

which

needs

to

beintegrated

both

in

the

software

platform

andthe

initial

costs.

The

right

balance

must

be

foundbetween

user

satisfaction

and

pro?tability

for

theOEMover

time.Planeengine

manufacturers

havebeen

using

jet

enginesensordatatodeliver

engine

management

andpredictivemaintenance

asaservicefor

many

years.Connectivityenablesabusiness

modelthatcharges

by

?yinghoursratherthanmaintenance

time,

incentivizing

optimaluptimeonbothsides.Thisconceptof‘continuousproductimprovement’fund