Automotive & motorsport
As the industry strives to bridge this compensation gap, chief financial and HR officers must work together to form creative new solutions. Some automakers are diversifying their benefits packages, offering perks that cater to a new generation of professionals, such as work-life balance initiatives, hybrid work models and opportunities for cross-disciplinary collaboration. Additionally, partnerships with educational institutions, coding bootcamps and tech accelerators are becoming more prevalent, nurturing a pipeline of skilled software talent tailored to the automotive domain. Moreover, the promise of contributing to sustainable transportation solutions, and having a tangible impact on global challenges, holds intrinsic value that the industry can leverage. The shift toward in-house software development is a delicate balancing act. On the one hand, automakers recognise the urgency of bringing software expertise in-house, but on the other, the sector must grapple with the realities of its deep-rooted heritage of manufacturing and engineering. Maintaining a mix of traditional workers and new software engineers will be crucial, and retaining traditional industry know-how is still important. Acquiring a skilled software expert does not necessarily translate to expertise in safety-critical systems. For example, it is crucial to avoid a scenario where essential functions, such as deploying airbags, are reliant on cloud-based operations.
TAKING ADVANTAGE OF THE LATEST MARKET INTELLIGENCE
The companies best placed to deal with the challenges and maximise the opportunities in these markets are those who are well
prepared and take advantage of tactical automotive industry intelligence, updated in real-time by industry experts, that provides the latest information from across the globe. As well as identifying the different categories of products and grasping the different business strategies, they must also engage with the main areas of change, growth, and risks in the industry. In addition, people responsible for employees’ professional development should use training services that lead to industry certifications and proof of expertise in the industry.
Cambashi
cambashi.com
Instrumentation Monthly February 2024
29
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80
