BlueSky Thinking Summary

The article explores how legacy automakers can triumph in the accelerating electric vehicle (EV) revolution, countering the notion that only startups will succeed.

It begins by acknowledging incumbent advantages: brand trust, dealer networks, manufacturing scale, and deep engineering talent.

However, legacy firms must overcome strategic drag from internal combustion legacies and cultural resistance.

The path forward lies in deliberate “ambidexterity”—running electric and traditional divisions with distinct strategies, teams, and metrics.

Five key levers emerge: set bold EV ambitions and incentives;

reorganize around agile, startup?like EV units;

leverage manufacturing cadence via modular platforms;

integrate software expertise through partnerships or acquisitions;

and double down on charging infrastructure and user experience.

A case in point is a midwestern carmaker that launched an EV subsidiary under autonomous leadership—streamlining decision?making and product release cycles while maintaining core gas?engine operations.

The article argues that incumbents don’t need to reinvent the wheel;

they simply must balance the old and new, letting electric units compete at their own pace while drawing on industrial strength.

The ultimate question: will you lead the electric shift—or get left behind?