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This paper aims to investigate car manufacturers’ constraints to innovate radically.

Automotive case study.

First, cultural constraints hold them back, for example, reflected in legacy power structures and failure aversion. Second, car manufacturers face cash constraints as they have to exploit their core business while exploring potential future profit pools. Third, talent gaps in digital and some non-digital areas are a challenge for incumbents while competing with digital-native firms such as Tesla.

This paper elevates a fragmented literature strand on constraints to innovate.

As quarterly business reviews (QBRs) remained unexplored in the scholarly community, this paper sheds light on what QBRs are, how they are being used across organisations and provides deep insights into the implementation of the QBR at an incumbent car manufacturer’s digital transformation business unit. Particular attention has been paid to decision processes, portfolio management, challenges and success factors.

Given the explorative nature of the research, a case study is well suited to explore the phenomenon in its real-world context, especially given the dynamic and volatile business environment. This article is based on insights from an incumbent car manufacturer undergoing a business-wide transformation.

The car manufacturer introduced the QBR process and themes to improve business effectiveness and efficiency through (1) focusing on the biggest issues, (2) concentrating efforts, (3) providing autonomy and stability, (4) building and maintaining strong relationships, and (5) building domain expertise. Through the QBR process, themes were (de)prioritised, resources allocated, financial value (estimates) agreed upon, and key performance indicators (e.g. £m/FTE; FTE, full-time equivalent employees) introduced. Digital product managers’ were assigned to the prioritised themes, and portfolio management structures were presented.

Managing short- and long-term objectives is challenging for most businesses but essential to perform well in uncertain environments. The QBR process can help organisations continuously (de)prioritise work and reallocate resources based on changing environments and aligned with strategic priorities.

Strategic flexibility is a widely discussed concept. Yet discussions remained of qualitative nature or addressed only specific aspects quantitatively underlying the concept. The purpose of this paper is to develop a conceptual model identifying key factors determining strategic flexibility. Once quantified, the model provides firms a profile of each strategic option towards the company vision.

The paper reviews existing and synthesises prior contributions into a conceptual model of strategic flexibility. Based on semi-structured interviews and value mapping, the model is applied using three case studies from the automotive industry.

A total of three main findings were made. First, the concept of strategic flexibility has a simple logic that aligns itself to a variety of automotive companies and visions. However, underlying this remit is an interplay of variables. Previous studies remain fragmented and have only addressed a subset of variables. Second, these variables can be grouped into three dimensions of strategic flexibility – product, process and customer – to convey a holistic understanding of strategic flexibility and its key determinants. Third, due to the uncertainty and complexity involved, depending on the firm and industry characteristics, there cannot be a one-fits-all configuration of the strategic flexibility conceptualisation.

A variety of variables requires consideration to offer a balanced view of all three dimensions of strategic flexibility. Hence, the case studies remain at a necessarily high level.

The paper offers guidance for management on how to align their firm strategy to product and process contingency factors to satisfy customer needs in line with their company vision.

The paper aims to elevate a discussion that previously remained fragmented and mainly descriptive.

The purpose of this paper is to develop a holistic approach to the assessment of dynamic capabilities (DCs). Holistic refers to incorporating all DCs of an organisation relevant for determining and executing the firm's strategy.

A two-phase study was conducted. First, secondary sources, such as media, industry and annual reports, are being used to initially assess CASE (connected, autonomous, shared and electric) and implications for incumbent car manufacturers in a structured way. Second, semi-structured interviews with automotive managers and further automotive stakeholders offer in-depth insights into CASE, as well as incumbents' strategies and the underlying rationale.

The proposed framework for assessing DCs offers a holistic approach and provides new angles of analysis. First, the time dimension is considered using scenarios since timing is vital in strategy and implementation. Second, capabilities are broken down into technological and non-technological, sharpening strategic decision-making of automakers. Third, the analysis considers external VUCA (volatility, uncertainty, complexity and ambiguity) as they interplay with internal DCs.

Further testing of the proposed DC assessment approach offers a promising opportunity for future research. This paper focuses on the automotive industry, but it is worth investigating the extent to which the approach can be used in other dynamic industries, such as finance or retail.

The approach proposed highlights the importance and nuances of considering external perspectives in the DC assessment and the relevance of non-technological capabilities in the automotive industry. Thereby, it contributes to the literature on capability assessments and the operationalisability of the DC lens.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Firms must have the capacity to adapt to changing business and customer needs in today’s constantly evolving market environment. Building effective strategic flexibility can help meet these challenges providing that variables in its three dimensions are appropriately addressed to reflect specific organization and industry characteristics.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.