ABM_1 - Flipbook - Page 34
Upskilling isn't a perk, it's a promise. A
promise that people won't be left behind
as the industry evolves.
The companies that thrive in the
next phase of transformation will be
those that invest consistently in their
people, creating continuous learning
environments where employees can
reskill at speed and move laterally across
functions.
Automation and adaptability
Layered on top of these talent challenges
is the rise of automation. 65% of
automakers plan to increase process
automation in the next year, and nearly
three-quarters expect that it will
significantly alter job requirements.
But the real risk isn't that machines will
replace people, it's that people will be
left behind.
As our global research shows, AI and
automation tend to transform jobs
rather than eliminate them outright. The
winners will be those that equip their
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AUTOMOTIVE BUSINESS Q4 2025
people to work alongside technology, not
compete with it. All of this points to a
single truth: change management is now
a core business capability.
The ability to communicate clearly,
guide employees through disruption,
and rebuild cultures around agility
and trust is as critical as the next
software upgrade.
Automotive businesses that put
workforce strategy on par with product
strategy will find themselves better
positioned to navigate volatility, retain
institutional knowledge, and attract the
next generation of talent.
What leaders must do next
For automotive leaders, this means
adopting a more predictive approach
to workforce planning: using data to
identify the roles and skills that will
matter most in three to five years, not
just the ones that are missing today. With
a significant portion of the automotive
workforce nearing retirement, the
