(upbeat music)
-: Hello everyone, I'm Vanessa Lyon.
I'm a managing director
and senior partner at Boston Consulting Group,
and I've been working at the crossroads of technology
and automotive and mobility over the past 15 to 20 years,
and I'm happy to be with you today
to discuss this pressing topic.
The story behind this panel is that
we had several heated conversations about the value
that's coming from GenAI
and so we figured, why don't we have this debate altogether
with this distinguished panel?
Carrie, I will start with you.
What do you see in automotive?
Where is the value and in what timeframe?
-: So what's really moving over the next year or two
is things like marketing, so content generation,
being able to drive better marketing ROI,
everything customer service.
So being able to unlock insights
from that unstructured data,
drive better experience for drivers
and consumers at the full end future of autonomous driving,
what in-car assistance looks like that is fully predictive,
and really what does that experience definition
look like in the future?
I think that's the space where new value pools will emerge.
-: We identified a software coding assistant
as a great application for us.
The reason is we have a quite a few software engineers
in the company.
We wanted to be impactful,
and this looked like a,
what we were seeing in the industry was a very sure thing
to get a productivity boost and get job satisfaction.
And it also had a lot of leverage within the company.
We knew that if we implemented it, it would affect
a lot of people and bring about a lot of benefits.
-: And what's happened over this past year
is we were talking about Agentic AI is the unstructured
data. So how much unstructured data do you have?
How many learning systems do you have?
How much product content information
do you have across your business?
How much financial information
do you have in different places?
We're partnering across the whole company to look at,
where are there opportunities to drive efficiency
and put agents in place?
Those hours, whether it's 30%, 40% of engineering time,
is now investing in other areas
to bring value to the business
and bring value to the market.
I think we've hit a tipping point
where we're gonna see that happen in 2025.
-: The cost curves are coming tremendously down.
And so what might not work today, I think, quickly,
we are finding will work in the future.
And so we also want to be mindful of that,
as we do expect some of these things to get more
and more cost-effective,
which then just increases the ROI for us.
-: So when you think about scale, I think '25, '26,
we're gonna see new business models emerge
and your differentiation is gonna be different.
So I would challenge us all to think about,
where's your value prop in the future?
-: I don't know if it's gonna be 2025,
but I think they're getting really close with humanoids
being able to tackle really complex tasks
with finger dexterity and whatnot,
and that's gonna be a game changer
for quality productivity, so many things.
-: Well, I want to thank everybody for their insights.
Seems that 2025 is a turning point.
So let's regroup early in '26
to see if we've moved the needle in terms of value creation.