How should organizations balance pressures to decrease short-term costs at the expense of long-term profitability? How “long” is the long-term? What is the cost of innovation? These are the questions that CEO Mary Barra must face when leading General Motors (GM) into the 21st century. GM became the world’s first mass-produced electric vehicle retailer when it released the “EV1” in 1996. However, GM canceled the program in 2002, citing high costs, a limited market for electric vehicles, and the lack of technology available to make high-performance vehicles. The emergence of Tesla Motors in 2006 and its exponential growth in the electric vehicle market has proven otherwise. Ironically, Tesla Motors began with the same technology that GM already had access to with only a fraction of GM’s resources. The rapid rise of Tesla Motors in the electric vehicle market and the subsequent bankruptcy of GM suggest that GM made the wrong decision to abort its electric vehicle program in 2002. However, it is unclear how GM should proceed. In 2015, the company will launch its first all electric vehicle since the EV1, the Chevrolet Spark. To what extent should GM enter the electric vehicle sector? Tesla Motors is already scheduled to release a more affordable car in the next two years and has been proving its autonomous driving technology. Other automobile manufacturers have also released all-electric vehicles, including BMW, Nissan, Ford and Toyota. Hydrogen fuel cell technology is also on the rise and may be a promising alternative to electric vehicles. Lastly, the Asian markets are leading the demand for automobiles. Place yourself in the shoes of Mary Barra. What should GM’s strategy be in order to regain its stature as the world’s leading automobile manufacturer?
Saab's growth and digital transformation present challenges in talent acquisition, culture, and upskilling, as CHRO Lena Eliasson emphasizes the human side of change.
A new approach beyond a company's products and services could be the key to gaining a competitive edge in a sustainable economy. This explainer shows how it's done. A new approach beyond a company's products and services could be the key to gainin...
Bringing employees back to the office doesn’t mean sacrificing flexibility – here’s how smart leadership and thoughtful office design can bridge the gap.
Michael Wade and Tomoko Yokoi explain how IMD ranked the world’s leading companies on AI adoption and use – and reveal which topped the list
We are at the mercy of behaviors ingrained from childhood. These practical steps will help you identify and overcome your emotions to reach your full potential.
Bias and diversity bias in GenAI and AI systems marginalize communities by gender, race, age, and socioeconomic status. Biased AI models and LLMs carry risks to reputation, decision-making, and regulatory compliance as well as risks of societal di...
Companies must continually upgrade their AI-driven security measures to counter increasingly sophisticated cybercrime attacks. Implementing the following measures will help you build a secure, future-facing digital environment for your organizatio...
Research shows that inclusive leaders drive up work engagement, creativity, and performance. But do you know when inclusive behavior is needed most? These are the most common situations when inclusivity can go by the wayside – and when inclusive l...
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications