It is a story that plays out repeatedly.
In this video I discuss why legacy auto is done and how this is nothing new. They cannot overcome the central issue that all disrupted companies face.
▶️ 3Speak
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You are right disruption is coming from these EVs flooding the market.
There are more and more EVs becoming available in the Philippines, which is a third world country. I think this is a sign that EVs are becoming cheaper to purchase. With the increasing prices of gas, and the benefits of EV, I agree that it is only a matter of time where legacy auto are wiped out and replaced completely.
Summary:
In this video, the speaker discusses the challenges faced by legacy auto companies in the face of disruption within the automotive industry. Using Ford as an example, he highlights the impact of electric vehicles, direct-to-customer sales, and software integration on traditional automakers. The speaker dissects the struggles faced by legacy automakers like Ford, especially in adapting to new technologies and business models, pointing out internal and external obstacles hindering their transformation. He contrasts the approaches of current CEOs, praising Jim Farley's efforts while criticizing Mary Barra's indifference, predicting a bleak future for General Motors. The speaker concludes by asserting that legacy auto companies are in a precarious position, with Chinese and Tesla emerging as potential survivors amidst an evolving industry landscape.
Detailed Article:
The video delves into the predicament impeding legacy auto companies, with a focus on Ford as a prime example. The speaker, referred to as 'he', emphasizes the impending disruption in the automotive industry, highlighting three key areas - electric vehicles, direct-to-customer sales, and software integration. By dissecting these factors, he reveals the inherent challenges faced by traditional automakers like Ford, pointing to the resistance from stakeholders with divergent interests impeding necessary transformations.
Jim Farley, the current CEO of Ford, is depicted as a figure who comprehends the industry's needs and acknowledges the required changes for survival. However, the speaker notes the uphill battle Farley faces in enacting significant reforms within Ford due to internal resistance, especially in terms of transitioning to direct-to-customer sales and adapting to software-centric models. The speaker contrasts Farley's proactive stance with Mary Barra's perceived indifference at General Motors, predicting a grim outcome for the latter as a consequence of negligent leadership.
Furthermore, the discussion extends to the competitive landscape, with the speaker singling out Chinese automakers and Tesla as potential survivors amidst the industry upheaval. The speaker underscores Toyota's potential resilience due to its global presence and engineering capabilities, despite a sluggish start in the EV domain. Conversely, he paints a bleak picture for other legacy auto companies, suggesting that their lack of alignment among stakeholders will impede their ability to adapt to the changing automotive landscape effectively.
Moreover, the speaker warns of a potential downturn in traditional auto sales as electric vehicles gain prominence, suggesting that legacy auto companies may see a decline in sales to end customers year after year. He touches upon the current production capacity constraints facing EVs as a temporary reprieve for legacy auto companies, providing a narrow window before the sector faces further disruption.
In conclusion, the speaker underscores the imperative for legacy auto companies to evolve rapidly to survive the technological disruptions reshaping the automotive industry. He posits a challenging road ahead for traditional automakers like Ford and General Motors, cautioning against complacency in the face of changing consumer preferences and technological advancements driven by players like Tesla and Chinese automakers.
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