In 2024, Finnfjord was recognized as Norway’s winner of the ÎÚÑ»´«Ã½ Nordic Sustainability Tech Award for their pioneering work in carbon capture through algae cultivation. We spoke with Geir-Henning Wintervoll, CEO of Finnfjord, to learn more about their motivation for applying, the ripple effects of winning the award, and their advice for other sustainability tech innovators looking to make a meaningful impact. 

What inspired you to apply for last year’s award with your sustainability tech solution, and how has winning the award impacted you since then?

“We saw it as a valuable opportunity to highlight our algae project. This initiative is key in our efforts to reduce CO2-emissions, and increasing visibility around it is crucial for us. We also hoped the award could help us build new connections that might strengthen the project further. The decision on applying was made to boost awareness and momentum around a project and solution we truly believe in.â€� 

What advice would you give to sustainability tech innovators considering submitting their nomination for this year’s Sustainability Tech Award?

“The application process is simple and could open new doors for you. For us, the Sustainability Tech Award was a lot of value for the effort, ‘mye for penga’, as we say. Every new sustainability project needs visibility and a network of like-minded innovators. Thanks to the Sustainability Tech Award 2024, we were invited to ONE Ocean Week in Bergen and established a relationship with ÎÚÑ»´«Ã½, which has opened new doors and expanded our reach. This award could be a platform for growth.â€� 

How has the award helped you gain visibility, partnerships or funding for your project?

“Winning the award has definitely increased our visibility. Since then, we’ve been approached by investors who specialize in sustainable technology. The Sustainability Tech Award helps amplify the voices of companies that matter to green investors. While we’re not ready to take the next step just yet, the award has brought us closer to the market and helped us understand what’s needed to move forward. It’s been a catalyst for meaningful conversations and future possibilities.” 

What do you think sets a strong nomination apart in the award?

“A strong nomination needs to showcase true innovation, but that’s just the beginning. Scalability is key. The project must demonstrate real-world impact, and ideally, it should also show potential for profitability. These three elements, innovation, impact, and viability, are what make a submission stand out.” 

What has happened since last year, what´s next for your project and how do you see it contributing to a more sustainable future?

“We’re currently developing new lighting prototypes that are essential for advancing our algae solution. At the same time, we’re keeping a close eye on global market uncertainties, which means we need to be strategic about our pace. Our innovative algae farming project represents a unique technology using algae to reduce CO2-emissions. Succeeding with the project can turn emissions into microalgae for aquaculture feed. It’s a win for the climate and a win for business. But it’s a long-term journey, and we’re committed to seeing it through.â€�  

In 2024, Altum Technologies received the ÎÚÑ»´«Ã½ Nordic Sustainability Tech Award for their groundbreaking innovation in reducing the environmental impact of industrial processes. We spoke with Jessica Pyöriä, Marketing Coordinator, and Beda Arponen, ESG & HR Director, about their motivation for applying, the importance of external recognition, and how their technology is shaping a more sustainable future.

What inspired you to apply for last year’s award with your sustainability tech solution, and how has winning the award impacted you since then?

“We saw this as a great opportunity to bring attention to our unique technology and show how change through sustainable innovation can happen in traditional industries. Our goal is to be the leading climate technology and production improvement provider for the process industry, and with sustainability built into our company DNA, this felt like the perfect award to apply for.  

The award has increased our visibility, especially on social media, and given us an opportunity to show potential customers and partners what our technology can do. It has been useful in demonstrating the impact of our work and proving that sustainability and profitability can go hand in hand.â€� 

What advice would you give to sustainability tech innovators considering submitting their nomination for this year’s Sustainability Tech Award?

“Focus on scalability opportunities and present real cases based on actual data. Make the most of what you already have and demonstrate clear potential for growth.â€� 

How has the award helped you gain visibility, partnerships or funding for your project?

“The award has increased our visibility on social media and in traditional media coverage and has improved our brand awareness. Having this external recognition of our technology’s potential for sustainability is definitely an asset in different conversations with potential customers, partners and investors.â€�  

What do you think sets a strong nomination apart in the award?

“A strong nomination stands out through real-life data and case studies that demonstrate actual impact. The key factors are scalability and the genuine potential to create meaningful change in the world. Equally important is the ability to clearly explain and communicate the possibilities of your technology.â€� 

What has happened since last year, what´s next for your project and how do you see it contributing to a more sustainable future?

“We are continuing our global expansion and working to bring our technology to even more industrial facilities. The opportunities ahead are extensive, and we see significant potential for making a substantial and measurable impact on sustainability across industries. Our technology directly reduces the environmental impact of industrial processes, which is essential for building a more sustainable future.â€� 

Submit your project by 14 September!
Got a sustainability tech solution with real-world impact? and help us celebrate forward-thinking innovation. Your moment to be recognized starts now!

In 2024, Mölnlycke Health Care was named Sweden’s winner of the ÎÚÑ»´«Ã½ Nordic Sustainability Tech Award for their groundbreaking work in digitalization and circular design in healthcare. We spoke with Caterina Camerani, Global Corporate Sustainability VP at Mölnlycke Health Care, to learn more about their journey, the impact of winning, and their advice for future nominees.

What inspired you to apply for last year’s award with your sustainability tech solution, and how has winning the award impacted you since then?

“We applied because we wanted to highlight how digitalization and circular design can accelerate sustainability in healthcare — an industry that is traditionally resource-intensive. The ÎÚÑ»´«Ã½ Nordic Sustainability Tech Award was a great platform to share our progress, learn from others and inspire to innovate with sustainability in mind. Winning the award was a strong external recognition and a confirmation that we are on the right track in our strategic direction. It boosted internal pride in our teams, and demonstrated how sustainability dovetails with technology to create added value.”

What advice would you give to sustainability tech innovators considering submitting their nomination for this year’s Sustainability Tech Award?

“Be bold and clear about the change your solution is driving. Connect your innovation to real-world impact — whether it’s cutting emissions, reducing waste, or supporting system-level transformation. And don’t underestimate the power of storytelling; explain your ‘why’ as clearly as your ‘how’.”

How has the award helped you gain visibility, partnerships or funding for your project?

“The award raised our profile both within and outside the healthcare sector. It created opportunities to engage with other innovators, and customers who share our focus on sustainability through technology. It also strengthened our credibility in ongoing discussions with partners and stakeholders, supporting both innovation and commercial offers.”

What do you think sets a strong nomination apart in the award?

“What stands out is a clear link between the technology and a measurable sustainability impact — paired with scalability and the ability to integrate into real-world systems. A strong nomination also shows that the solution is not just a technical fix, but part of a broader shift toward resilience, circularity, and informed decision-making.”

What has happened since last year, what´s next for your project and how do you see it contributing to a more sustainable future?

“Since last year, we’ve continued embedding Life Cycle Assessments and digital tools into product development, enabling better decisions for both us and our customers. We’re scaling circular design across more product categories and investing in partnerships to decarbonise healthcare supply chains. We’ve initiated a circular economy pilot project to explore how closed-loop solutions can reduce waste and generate value across the product lifecycle — a crucial step towards shifting the healthcare sector from linear to circular models. 
 
We’ve also recently published a white paper on holistic impact assessment, launched at the CleanMed conference, to promote a broader understanding of environmental, social and economic trade-offs in healthcare. Together, these initiatives strengthen our ambition to support a more sustainable, resource-smart healthcare system — where data, design, and collaboration drive lasting positive change.”

In the global race to secure digital infrastructure against quantum threats, post-quantum cryptography (PQC) often takes the spotlight – and rightly so. Quantum computing has the potential to break the cryptographic systems that currently protect our data, communications, and national infrastructure.

But there’s another capability that deserves equal attention – crypto-agility. Quietly, but powerfully, it is emerging as the foundational layer upon which a truly quantum-resilient future will be built.

What is crypto-agility – and why it matters

Just as security by design and, more recently, privacy by design have become essential principles in the development of modern IT solutions, it’s time to embrace a new imperative: crypto-agility by design. In a world where cryptographic algorithms can become obsolete overnight – due to advances in computing power, quantum threats, or newly discovered vulnerabilities – crypto-agility is no longer optional.

Crypto-agility is the ability to swiftly switch between cryptographic algorithms – whether in response to a new vulnerability or to adopt an emerging standard – without disrupting operations. It’s not about replacing cryptography once; it’s about building the flexibility to respond again and again as threats evolve, and standards mature.

This proactive approach ensures long-term resilience and trustworthiness, much like how security and privacy are now embedded from the ground up. As digital ecosystems grow more complex and interconnected, crypto-agility must become a foundational design principle – not an afterthought.

Quantum computing isn’t the only threat. The recent vulnerabilities in widely used libraries like OpenSSL are stark reminders of how brittle our current cryptographic landscape can be. Yet, our recent CRI research reveals a troubling picture:

• Only 35% say their organizations maintain a centralized inventory of all cryptographic keys, algorithms, and certificates in use.
• 54% of organizations operate on legacy infrastructure that lacks compatibility with modern cryptographic standards.
• Just 40% are prepared to respond effectively to the discovery of a critical vulnerability in a widely used cryptographic library.

These are not just technical blind spots – they are business risks.

Building crypto-agility: What it takes

Crypto-agility isn’t a feature you can simply buy off the shelf. It must be intentionally designed into your systems, processes, and organizational culture. Here’s what that journey looks like:

• Maintain a live cryptographic inventory: Know which algorithms, keys, and certificates are in use – and where they reside.
• Automate key and certificate management: Manual processes cannot keep up with today’s evolving threat landscape.
• Design modular, update-ready systems: Avoid hard-coded cryptography. Use configuration files and CI/CD pipelines for rapid updates.
• Rotate keys regularly: Annual key rotation should be the baseline – automated rotation is even better.

The barriers are real – but so are the rewards

Crypto-agility is not just a technical challenge; it’s an organizational shift. Our CRI research shows that:

• 67% of organizations struggle with dedicated budget and personnel for crypto transitions.
• 59% lack the expertise to assess, plan, and implement crypto-agility.
• 54% operate on legacy infrastructure that’s incompatible with modern standards.

These numbers reflect inertia – but they also highlight the opportunity for leaders to act before the curve. As Bernd Meurer, Field CTO at BT Group, notes:

“Many of our customers have done a high-level assessment of systems and communication interfaces, but a full impact analysis for post-quantum readiness is still in draft in many cases.â€� 

This is the reality for many large enterprises – and a call to action for all.

Some early adopters are embedding crypto-agility into their PQC pilots through hybrid cryptography, which combines classical and quantum-safe algorithms. This allows them to test emerging standards without breaking existing systems.

A strategic advantage in the post-quantum era

Crypto-agility is the bridge between today’s encryption and tomorrow’s post-quantum world. It enables resilience not just against quantum, but also against the unknowns that lie ahead in our increasingly complex threat landscape.

At ÎÚÑ»´«Ã½, we believe that crypto-agility is no longer a “nice to have.â€� It’s a core business capability, and a marker of forward-thinking leadership. Organizations that build it now will gain the flexibility to evolve, adapt, and thrive – no matter how the future unfolds.

The quantum era is coming.
Crypto-agility will define who’s ready.

• For more insights, download our new report: Future encrypted: Why post-quantum cryptography tops the new cyber agenda
• Write to us to explore post-quantum cybersecurity services

ÎÚÑ»´«Ã½â€™s winning formula for financial operations excellence

FinOps is more than a methodology. It’s a cultural shift that promotes accountability by aligning cloud engineering and finance teams to function as a cohesive unit. This collaboration enables near real-time, data-driven decision-making to ensure every dollar spent is optimized.

However, the FinOps team has encountered several challenges when a structured approach is not consistently applied. While FinOps offers a robust framework of principles and capabilities, implementing isolated initiatives or selectively adopting a few principles on an ad hoc basis often results in only short-term gains. Enterprises struggle to realize the full potential of FinOps due to fragmented adoption and the absence of a unified strategy.

Some of the key challenges include:

• Delays in execution: Cloud engineers often face bottlenecks due to delayed approvals from the application portfolio team, impeding progress on proposed initiatives.
• Lack of real-time insights: The absence of a comprehensive tooling platform limits access to timely data, making informed decision-making difficult.
• Unclear ownership: Limited visibility about relevant technical and functional stakeholders who owns the cloud resources hampers the ability to drive decisions forward efficiently.

A cohesive and well-structured FinOps strategy is essential to overcoming these barriers and unlocking long-term value.

In our approach to FinOps, we collaborate closely with enterprises to establish a top-down framework that is strengthened by executive sponsorship and empowered teams. At the heart of our approach lies transparency, which serves as the foundation for all decision-making and collaboration. overall methodology is built on the three pillars:

1. People – Empowering FinOps team with clear roles and accountability
2. Assets – Aligning strategic vision with financial and operational goals
3. Tools – Leveraging robust tools and data to drive informed, real-time decisions.

Designated people forming the FinOps team – including FinOps practitioners, assigned engineers, and analysts – collaborate across teams to conduct a comprehensive 360° analysis of cloud resources, aligned with each FinOps capability. To help customers initiate their FinOps journey, we’ve developed a Flash Assessment. This instrument is designed to provide a clear understanding of the current ecosystem and identify key areas for optimization around strategy, cloud consumption visibility, optimization, adoption, and tooling and automation.

Once the initial step toward FinOps is complete, we advocate for treating FinOps not as a linear lifecycle but as a continuous, iterative process. This approach empowers clients to embrace a dynamic and ongoing cloud operations model, i.e., FinOps as a service.

FinOps should evolve through progressive stages, starting with Crawl, advancing to Walk, and eventually reaching Run. This phased approach allows organizations to begin with a modest scope and gradually scale in size, complexity, and capability. To support this journey, we’ve developed a FinOps Maturity Assessment based on proven, cloud-agnostic best practices drawn from our extensive experience across diverse enterprises. This assessment helps customers establish a clear baseline for FinOps adoption across key capability areas.

ÎÚÑ»´«Ã½ Flash Assessment is a rapid, high-level evaluation methodology applied across various domains. On the other side, a FinOps Maturity Assessment offers a structured approach to evaluating an organization’s capabilities in managing cloud financial operations.

Additionally, we’ve developed a comprehensive internal FinOps repository that serves as a centralized resource hub. These resources are thoughtfully curated to help optimize operations and enhance the financial efficiency of cloud infrastructure services. It includes:

• Standard operating procedures to guide consistent execution
• An automation library focused on streamlining and automating key FinOps initiatives to boost efficiency
• A best practices cookbook that captures industry-standard approaches.

In today’s dynamic enterprise environment, organizations rely on a broad spectrum of FinOps tools, including cloud-native services, third-party applications, open-source tools, and custom build/proprietary platforms to meet their operational goals. Our strategy is intentionally designed to be flexible and inclusive. We support native tools from hyperscalers, client-owned FinOps solutions, and third-party platforms alike. This approach ensures resilient and adaptable support for FinOps operations, regardless of the tooling landscape.

Complementing these tools, we offer internally developed dashboards, both hyperscaler-specific and multicloud, that empower data-driven decision-making across FinOps initiatives.

Our differentiator: FinOps beyond basics We take a forward-thinking approach to FinOps, one that goes beyond the traditional focus on IaaS cost optimization through resource tuning, waste reduction, or rate negotiation. Instead, we enable enterprises to significantly advance their FinOps maturity by adopting our accelerators with a comprehensive and step-by-step approach:

This holistic approach empowers organizations to undergo a cultural and operational transformation, integrating financial accountability, engineering agility, and real-time decision-making. We emphasize adopting these principles collectively, as overemphasis on any single area may lead to imbalances and unintended challenges.

The growing impact of digitalization on our daily lives and the ongoing transition to electric mobility has caused massive disruption in the automotive industry.

In many ways, the playing field has been leveled and new doors have been opened. Tesla was the first to shake things up in this new age of electric, software-driven mobility (though today is experiencing its own struggles) while relative newcomers like Kia and Hyundai have used the opportunity caused by this disruption to strengthen their position against ‘higher-shelf’ brands with strong electric offerings. Most recently, a wave of digital-first Chinese newcomers have emerged – they’ve grown quickly in their home market (the biggest in the world) and are now gearing up to take on the European automotive market and others. It’s clear that the formula for how to win market share is changing, irreversibly so. 

Brand heritage, local presence, and familiarity still count. But perhaps not as much as OEMs like to think. For example, according to our latest study on automotive customer experience (CX), 73% of organizations surveyed prioritize brand reputation, and yet only 48% of consumers do the same. And of those consumers considering a vehicle purchase in the next 12 months, 52% express uncertainty or dissatisfaction with their current brand.

The message is clear: The physical product alone – even the most perfect one – is not enough. Automotive brands aspiring to succeed in an increasingly software-driven and electrified market must upgrade much more than their product portfolios – they need to transform their entire approach to interacting with and serving their customers, inside and outside the vehicle.

What do we mean by customer experience in automotive?

“CX in the automotive industry is the sum of all interactions that a consumer or a user has with vehicles, brands, dealers, and mobility companies over time.�

ÎÚÑ»´«Ã½: Joining the race: Automotive’s drive to catch up with customer experience

For automotive customers, this means everything from the moment you start thinking about buying or leasing a car, through your test drive and selection process, delivery or collection, driving time, service visits, right up to the moment you return the car or decide to sell it.

This understanding of the automotive customer experience is very different to what it was just a few years ago and the opportunities to influence it are growing dramatically as several trends converge:

• Software-defined vehicles and the transition to electric mobility
• Digitalization or ‘apple-ization’ and its growing role in our personal lives and in business
• The rise of new sales and business models, and ways to own or access a car (mobility as a service – everything from on-demand short-term rental to ride hailing and robotaxis)
• Increased consumer confidence with e-commerce, even with ‘big ticket’ items like cars

With more opportunities and touchpoints than ever before and with the car being the , it is imperative that carmakers invest in providing a holistically satisfying customer experience, across all touchpoints and all stages of the vehicle lifecycle.

This isn’t just about getting the sale – it’s about becoming an integral part of the customer’s digital universe and building the type of trust and loyalty that people today have toward the Apple ecosystem.

So how can automotive brands use digital to transform their customer experiences and reap the benefits?

Ten touchpoints to transform with digital

Let’s look at some of the key touchpoints that can be transformed or enabled with digital, and how they could contribute to longer and stronger relationships with customers.

1. Blending online and offline experiences

The dealer-based sales model is in a state of flux. Consumers feel increasingly comfortable researching and doing deals online – even for big-ticket items like cars – and yet the showroom experience is still important to many.

This is a complicated topic. Manufacturers can benefit from direct access to customers and the data this generates but it’s not as straightforward as simply removing the dealer or agency level, as this risks alienating those customers who value the human touch and undermining decades-long relationships that have benefited all parties.

Instead, the onus is on how to seamlessly blend the human interactions at showrooms and salons with slick online experiences to create 360-degree views of customers and ensure needs are met at all touchpoints and stages of increasingly fluid customer journeys. With the data available and technologies like Gen AI and sophisticated CRMs at our disposal, everything is possible.

2. Mobile apps that add value

Customers today aren’t just looking at the car – its performance, comfort, features, and price. More than ever, they’re also considering the mobile applications that accompany the vehicle and evaluating how it integrates with their daily lives and complements their personal digital ecosystem.

So how can carmakers make a positive difference through their mobile applications? Can you use them to unlock the car so you can leave your keys at home? Do they allow you to pay for fuel or charging? Can you remotely check the status of your car and prepare it for imminent use? And, perhaps most importantly, is the app reliable and intuitive to use? This is one of the areas where brands like Tesla originally made waves and it’s clear that the mobile app (including seamless integration with the charging network) has been an important contributor to the rise of the brand.

3. Smartphone integration

The car and smartphone are key companions in daily life. If they work together well, customers are happy.  Satisfaction with in-car infotainment is , but their inclusion arguably risks ceding control of the in-car experience and the possible brand-building and revenue-generating experiences that go with it.

This has led to a fragmented landscape:

1. Tesla doesn’t allow full integration
3. CARIAD (the software arm of the VWG) originally
4. and for a familiar, yet on-brand feel and

This diversity of approaches demonstrates that nobody has it all figured out yet. I expect many more developments in this area in the months and years ahead. Apple may have abandoned its plans to build its own car, but other smartphone players haven’t. Xiaomi entered the automotive scene at lightning pace and is now building out a . Huawei has been active through the Aito brand (and others) and is now f. Meanwhile, and major smartphone manufacturer Foxconn has built up a lot of expertise and is surely . The convergence between smart phones and smart vehicles might not be complete yet, but for sure it will continue to evolve and influence consumer choice. 

4. Continuous evolution with ‘over the air’ updates

For most drivers, vehicle service and maintenance visits are a hassle – one that takes precious time out of already-packed schedules and delivers little tangible value beyond peace of mind.

With electric and software-defined cars, these visits can be reduced and many checks, updates, and enhancements can be executed ‘over the air’ using software and an internet connection. This is what we expect with our smartphones and it’s increasingly what customers expect with their cars. Get it right with smooth execution, constant evolution, and the addition of new features and functions, and each major update becomes a positive talking point and an opportunity to strengthen relationships with customers.

For legacy brands, however, there are two key challenges to overcome:

• Understanding if and how a software-enabled approach can replace the revenue streams generated by repair and service visits for decades. This, after all, is reliant on an as yet unproven willingness by customers to pay
• Aligning the software stacks of tier-1 suppliers and building up the appropriate capabilities to roll out high-quality software smoothly – no small task for this with complex supplier ecosystems, as

5. Simplified and satisfying charging experiences

The refueling experience has never been much of a concern for automotive brands. But with electric mobility, the situation is altogether different. Carmakers have much to consider – what charging speeds to enable, whether to enable vehicle-to-appliance/home/grid charging, how to support the development of charging infrastructure, and whether to get involved in providing payment solutions or not (e.g., via the car’s mobile or onboard app). These are questions that require deep consideration – there is huge potential to enhance the customer experience, but it requires the creation of new business models, and the acquisition of new capabilities and assets.

Today, we see a variety of approaches to charging. to supporting charging infrastructure, VW Group has the Electrify America company for the US market, Tesla has its class-leading proprietary global network, and NIO stands out for its battery-swap stations. has experimented with charging lounges to reflect the brand’s premium status. to build out the charging network in Italy.

One thing is clear – until charging infrastructure becomes more readily available and reliable, carmakers aspiring to win with electric mobility will need to ensure that they play their part in making charging experiences as easy and convenient as possible. 

6. Autonomous driving

Despite slower-than-anticipated progress for many years, assisted and autonomous driving remain firmly on the agenda of every major car company. Of course, the need for proven safety means there is no space for shortcuts but recent advances in AI have opened the door to faster progress (which was very much visible at the Auto Shanghai show this year). The prize for being among the first to reach the recognized autonomous driving levels is potentially huge – an unprecedented level of customer trust and the opportunity to engage passengers and drivers with new services while the car drives itself.

There is still much to learn about the best way to monetize this capability – will it be a one-off lifetime payment, a subscription, or something else? And what does

– which will offer sophisticated ADAS features as standard, even on budget vehicles – mean for the rest of the market and rivals’ hopes of establishing a new revenue stream with autonomous tech?

7. In-car entertainment and engagement

As brands transition toward electric mobility and autonomous mobility approaches, focus shifts away from pure performance to how else the vehicle can engage and entertain us.

At CES 2025, I observed the impressive , which is clearly focused on using digital to enhance the driver experience. At the same time, brands like . It begs the question … will the vehicles of the future be digitally enhanced versions of what they are today, i.e. driving machines? Or will they be places to pass the time enjoyably or productively while an autonomous driving system takes care of getting us from A to B? One thing is for sure – consumers will be spoiled for choice.

Screens are opening a world of CX-enhancing possibilities – for drivers and passengers

The screen (or screens) opens a world of possibilities. One area to watch is gaming, a popular pastime for much of today’s car-buying demographic. In recent years, we’ve seen , , and . Is it possible that in-car gaming and other interactive experiences could become a key differentiator? Honda and Sony certainly think it might, .

8. AI-powered assistants and in-car companionship

At CES 2023, BMW wowed us with its vision of the . This was followed in 2024 with . These were big news in the ‘West’, despite in-car AI assistants being commonplace in China already. I had the opportunity to experience a couple of years back, which – with remarkably fast learning capabilities – felt lightyears ahead of its time.

And while for some, the idea of an ever-present digital companion in the car might seem intrusive, there is undeniable potential to strengthen customer loyalty. Think about it … would you find it easy to say ‘goodbye’ to a companion that had learned about your in-car and mobility preferences and who had helped and accompanied you on thousands of daily commutes and road trips? Or would you be tempted to transfer him or her and all the built-up familiarity to a new vehicle from the same brand?

The presence and role of the digital assistant is a whole new dimension that will change the in-car experience, and the emergence and advance of agentic AI promises to augment experiences and customer service inside and outside the car (as well as in the business).

9. Embracing the digital ecosystem

Automotive companies are in an enviable position as the provider of the ‘third living space’ and being at least somewhat responsible for ensuring safe and satisfying transport in our daily lives. They can truly make their cars and brands integral parts of their customers’ lives in ways that few other companies can. But, for most automotive OEMs, translating this potential into reality is too tall an order to achieve alone. This is where teaming up with specialized partners and engaging in an ecosystem approach makes sense. This could be by partnering up with payment platforms, health-tech companies, and any other companies whose products and services complement the mobility experience. The opportunities are almost endless. The key is for OEMs to explore partner opportunities that truly add value and ensure that the vehicle is – and remains – a core part of the customer’s digital ecosystem. Do this well and there is no limit to how long the relationship with customers can last.

10. Data-powered personalization

When we consider all the touchpoints above, two common factors are the reliance on and enabling role of software and data. By gathering and using the data generated by every interaction with an app, every journey, every acceleration, every service accessed, and every charge, brands can create and propose additional services, subtly adjust existing functions to better suit driver needs and preferences, and much more. In short, they can get closer to customers than ever before and finetune the experience to continuously improve the relationship.

But are incumbent automotive brands set up to maximize this opportunity today? In most cases, the answer is ‘no’. Data often sits in siloes, owned by specific areas of the business or by the tier-one supplier. From an organizational perspective – customer-focused departments typically limit their remit to the areas of sales, service and aftersales. There is a strong argument for the creation of a dedicated customer experience domain that has access to data from right across the car-and-customer relationship (CRM, telematics, subscriptions, Finance, Insurance), and has the goal of bringing it all together to understand, strengthen, and extend the experience, wherever possible.

For the incumbents this requires organizational and technological transformation. However, the benefits – increased revenue, greater loyalty, and the potential for stronger and longer relationships and an integral place within the customer’s digital universe – are worth the effort. And remember: if you don´t do it, there’s a good chance a new entrant with fewer legacy constraints will.

 Getting up to speed on automotive CX

The vast majority of the touchpoints and opportunities listed above are already being explored by automotive companies today. However, the key to success in the future will be the quality of the experience at each touchpoint and the ability of the car maker to bring them all together – cost effectively and at scale – as part of an overall satisfying mobility experience, one that is intuitive, seamless and enjoyable, and adds convenience and comfort to the end user’s life.

To learn how you can bridge the gap between customer expectation and the experience you provide, check out our report on the automotive customer experience or reach out to our automotive experts.