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SW Issues at VW Summary Volkswagen Group's software division, Cariad, is facing significant delays, pushing the launch of the Scalable Systems Platform (SSP) from 2024 to an uncertain date after 2026. Audi, initially set to launch an SSP-based model in 2026, now expects delays until 2027 or 2028 and has considered purchasing a platform from a Chinese automaker. The Volkswagen brand is also affected, with next-generation models like the electric Golf and ID.4 pushed back to 2029. Delays have also impacted the launch of the large electric Volkswagen SUV T-Sport, now moved from 2028 to 2031. (Link to article: https://lnkd.in/drju5Cd8) My take: 1. Creating a SW platform for multiple models always results in a overly bloated "superset" of a platform that ends up being a beast of its own. This is a very dangerous direction especially when the effects of it will be felt across multiple OEM brands, countries and years to come. 2. The only way these kind of initiatives end up working is to start simple and small. The platform has to become the thinnest minimum viable piece of SW that is really robust and smart. And building from there. 3. Moving all the SW expertise outside of the OEM is also a bad move. SW abstraction layers, no matter how clean they can be split on a diagram, will have a lot of dependencies to each other. And the only way to figure all that out, especially when it is the first iteration is to keep the right engineers together and focused on a common goal. Starting a new SW company does not necessarily make that easier.

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Unlocking Excellence with Toyota Katas: The Blueprint for Continuous Improvement Toyota Katas are more than just routines—they are the structured practices that form the backbone of Toyota’s renowned culture of continuous improvement and innovation. Developed as part of the Toyota Production System (TPS), these Katas were created to embed scientific thinking and problem-solving into the daily work of every team member, from the factory floor to the executive suite. Inspired by martial arts, where specific routines are practiced repeatedly to build mastery, Toyota Katas emphasise the consistent application of structured routines to drive continuous improvement. These Katas were developed to address the need for a systematic approach to continuous improvement that could be applied universally across the organisation. Toyota recognised that sustaining success and maintaining a competitive edge required a method to consistently achieve goals, develop people, and adapt to changing conditions. This led to the creation of the Performance Kata, Coaching Kata, and Visual Kata—each designed to support different aspects of this mission. The benefits of practicing Toyota Katas are profound. By providing a repeatable method for teams to continuously refine processes, the Katas lead to gradual but significant improvements over time. Employees become more empowered as they are not just told what to do but are taught how to think critically and solve problems independently through the Coaching Kata. This approach results in a more engaged and proactive workforce. The Visual Kata enhances communication and transparency, ensuring all team members are aligned and informed, fostering a collaborative environment. By embedding these routines into daily operations, organisations can naturally drive continuous improvement, leading to long-term sustainability and success. Toyota Katas have been adopted not only within Toyota but also by organisations across the globe in various industries, including manufacturing, healthcare, education, and services. Companies like Boeing, Porsche, and Harley-Davidson have implemented Toyota Katas to enhance their lean management practices, improve quality, and increase efficiency. Educational institutions have also embraced these principles to foster continuous learning and improvement among students and staff. The widespread adoption of Toyota Katas across different sectors underscores their versatility and effectiveness in creating a culture of excellence and continuous improvement. #ToyotaKata #ContinuousImprovement #LeanManagement #ScientificThinking #LeadershipDevelopment #OperationalExcellence #GlobalImplementation #BusinessExcellence

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Systems thinking and design thinking are two different approaches to problem solving—and when used together, they can be a powerful force for innovation. Learn the difference between systems thinking and design thinking, and how they can be incorporated into your work. https://ideo.in/41R76eI

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The widely used Autonomous Driving & ADAS Ecosystem Landscape is back. In partnership between Autonomy and Orsay Consulting (SV), I am happy to publish the new version of the autonomous driving and ADAS ecosystem landscape. This is the industry’s latest tool for keeping track of over 400 companies active in the autonomous and assisted transportation domain. This reference document is now available in pdf and clickable list formats! Click here to view the Ecosystem Landscape and download a high def version of the pdf: https://lnkd.in/g_hVMpzu. Click here to learn more about Orsay Consulting: https://lnkd.in/gubEaukn. Feel free to reach out if you want to dig deeper. I maintain a repository with a wealth of curated information on most of these companies and many other domains (about 4500 companies globally and growing). I also offer scouting service in most autotech domains, e.g., battery tech, automotive software, connected services, other mobility modes, etc. Ross Douglas Andrew Boakes #AV #autonomousdriving #ADAS #ecosystemlandscape

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