Ensuring an EV startup’s successful launch of new connected vehicles Connected services for EV startup An EV startup needed support to ensure the successful implementation of its connected services for their new line of electric vehicles. As a new organization, the company lacked experience developing connected vehicle services and wanted to better understand the entire digital journey lifecycle—from manufacturing to digital services renewals. Challenge An EV startup needed support to ensure the successful implementation of its connected services for their new line of electric vehicles. As a new organization, it lacked experience developing connected vehicle services and wanted to better understand the entire digital journey lifecycle—from manufacturing, logistics, and customer delivery to digital services renewals. The company realized that it would need an external expert to map out the processes, systems, and various actors in the connected vehicle ecosystem. The desired outcome was to achieve a reliable and efficient production process that included activation of connected services. Solution WirelessCar’s advisory team worked closely with key stakeholders in the company’s organization to understand their way of working and identify their potential pain points as a startup lacking experience with connected vehicle systems. To address the company’s uncertainties and concerns about hitting their launch targets with high quality, WirelessCar constructed a process description. This work detailed the key actors and activities needed to enable a full-fledged connected vehicle ecosystem. After further analysis, WirelessCar’s advisory team was able to provide a comprehensive mapping between the startup’s existing organization, their suppliers, and the responsibilities. Also included were the required inputs and outputs for each stage of the development and vehicle production process. By performing this analysis, we could identify the expected interactions between different systems and organizations involved in the solution. This resulted in better planning and prioritization, particularly around anticipating the risks associated with technical integrations and business processes. Costly delays and errors were subsequently reduced or avoided. Outcome The company was able to better understand the key activities of launching connected vehicles and align those activities with the roles and responsibilities in their current organization. By doing so, they were able to close the identified gaps in both knowledge and accountability as well as deal with risks more effectively. By visualizing the processes and parties involved, they could realize efficiency gains in planning and communication, both within the organization and with their suppliers.
