Disruption, Innovation, Connectivity – European power in a global world.
We asked: What is the future of a European technology corporation in one of the fiercest, global industries?
LinKS alumni and friends joined an executive strategic knowledge ride with leading European corporate Audi at Audi Gladsaxe in Søborg on 5 December 2016. The center of rotation and acceleration was our LinKS Alumni and our special top executive guest, Ulrich Eichhorn, CTO from corporate VW, owner of Audi.
The LinKS Connect started with the guests having the opportunity to test drive Audi models which was followed by a session of insight in global technology business, E-mobility and governing on a global scale.
Questions from the guests
“How is Uber, Volvo and machine learning changing the market place?”
– Karsten Koed
“How do you envisage the electricity infrastructure / storage system needed to facilitate a broad roll out of electrical cars?”
– Klaus Frandsen
“Why are the roads/infrastructure often quite old fashioned in future films or renderings and without solar or atomic road structure? … Buildings and cars change design and not the roads?”
– Niels Peter Schack Eyber
“When all cars are connected and driving highly automated, how do we prevent hackers and the likes to interrupt the flow with potentially disastrous consequences?”
– Eivind Kolding
“When Internet giants as Google moves into the vehicle business and vehicle business moves in direction of internet/connected, are customers choosing internet qualities before engine when buying cars in the future?”
– Christer Thordson
“How to deal with ethical dimensions of automated driving?”
– Anders Garly Andersen
“Where is the passion for the car enthusiast?”
– Lars Kronow
“When in 2025 25% is e-tron and where does the electricity come from in the necessary volume produced – will it be from sun, wind, coal, oil or?”
– Bruno Månsson
“Is it not quite risky for the Volkswagen group to downplay the role of sharing and multi-format transportation solutions across vehicles (trains, buses, ferries)?
Will a total societal solution not be necessary, especially as Africa and Asia develop further?
What are the disadvantages of being an incumbent in the car industry, and what do you fear the most from non-industry challengers such as Tesla, Google and Apple?
Which new capabilities and profiles would you want to see on the non-exec board of the Volkswagen group in the future in order to support AND challenge management (the ‘Vorstand’)?
How to balance the need for acceptance of mistakes (which are needed for innovation and progress) and ‘failing fast’ with the need to avoid fatal accidents (when implementing driverless cars etc.) and joint solutions for society (not just individual companies)?
What are the strategy choices made by the Volkswagen group, which will sustain its leadership position of the mobility industry?
On what basis may car brands differentiate in the future? What is the role of brands in a future scenario where cars are (mainly) self-driving and private vehicles not very welcome in city centers?”
– Jens Harsaae