Porsche Strategy 2030

With its Strategy 2030, Porsche is proactively shaping the future. Porsche is becoming even more sustainable, delighting customers along the entire customer journey while remaining profitable. We have all the necessary tools at our fingertips to achieve this. It is a matter of understanding the great challenges of transformation as an opportunity and at the same time providing orientation and support.

Porsche – A brand for those who follow their dreams

A strategy leads to success when it is recalibrated over and over, and flexibly adapted to new parameters. In this way, a strategy, and its common thread, can be continuously developed. And that is exactly what we have done: Strategy 2030 replaced Strategy 2025 Plus at the end of the financial year. 

Why? The world is changing at breakneck speed. It is becoming more digital, more connected and also more volatile. The automotive sector is undergoing a complete transformation. Digitalisation and new technologies are affecting almost all areas of life and every economic sector. This is inevitably changing markets and what customers need. Working environments are growing ever more complex. At the same time, new ways of thinking and new processes are developing in a range of areas, driven by climate change.

Porsche is looking ahead. We are embracing the huge challenges as opportunities.
We are proactively shaping our future. And the new Strategy 2030 is a clear expression of this mindset.

The path to the new strategy

2016: At a time of huge technological upheaval, Chairman of the Executive Board Oliver Blume presented the Strategy 2025, with its focus on the sports car of the future. The key themes were electrification, digitalisation and innovation. One outstanding result is the Taycan. Porsche’s first all-electric sports car highlights the extent to which product strategy is geared towards electromobility. The Taycan is produced in the new factory in Zuffenhausen in a CO₂-neutral process. This marks a first in Porsche’s history and underscores the company’s commitment to the Paris climate goals. 

The second stage followed in 2019 with a further sharpening of the strategy, and with Porsche focusing even more closely on current trends. These included growing urbanisation, artificial intelligence, automated driving and the rising importance of data protection and data security. The Strategy 2025 Plus involved the further development of the existing strategic aims. In particular, the cross-cutting issues of product, sustainability and innovation were to be tackled to an even greater extent across the different functions.

A view into the future

Now, in the form of its Strategy 2030, the company is taking the next step. Preparations are based around this question: How will the world of sports car and exclusive mobility develop in future? 

Porsche has used three scenarios to move closer to the next decade, and thought its ideas through to their logical conclusion. 

In the “Digital Frontiers” scenario, even more areas of life will be digitalised. Health, education and shopping: more and more of the things we do every day are happening in the virtual world. Digital ecosystems with products and services are vying for customers. Privacy and personalisation are becoming increasingly important. Trust is becoming the critical currency. Companies that succeed in building trusting networks with a strong brand will be the winners in this world.

The “Equilibrium Race” scenario highlights how climate change is changing people’s views and values. “Zero waste” is becoming the guiding principle in all that we do. The trailblazers are the companies with the most sustainable technology. Individual mobility is becoming less important. Alongside public transport, numerous mobility services are gaining a foothold, especially in urban areas. 

The third scenario, “Game of Cities”, models life in megacities. There were already more than 38 of these cities in 2019, and their number is rising. This fragmented world of sprawling cities developing at different rates presents us with major challenges, not least dense traffic flows and an environmental impacts. Individual space is becoming more valuable. Mobility must be reorganised. Using the scenario technique, Porsche can prepare for the most diverse challenges of the future. 

Ferry Porsche (left) with his eldest son Ferdinand Alexander (* 1935) next to a Porsche Type 911, 1964, Porsche AG

Mission 2030

"In the beginning, I looked around and could not find quite the car I dreamed of. So I decided to build it myself."

With this quote, trailblazer Ferry Porsche set the tone for the future. It is now more than 70 years since he built the 356 and created the Porsche sports car brand. Since then, his words have lost none of their appeal. Quite the opposite, in fact. His quote perfectly describes the mission with which the company is shaping its future. 

Vision 2030

The company’s new vision carries Ferry Porsche´s mindset into the future: Porsche – A brand for those who follow their dreams. This explicitly includes the employees.

Chairman of the Executive Board Oliver Blume adds, “Porsche epitomises freedom and independence – and the inner drive to achieve goals. To this day, nothing has changed in that regard. At Porsche, we want to help our customers realise their lifelong dreams.”

“The view into the future is always tinged with uncertainty. That’s exactly why it's important for the strategy to guide us and connect the major issues to specific company aims. The Strategy 2030 provides an excellent basis for this. We are moving in a clear direction, we have the tools we need, and we know to be flexible. We must take the future into our own hands.“

Oliver Blume Chairman of the Executive Board

Goals 2030

Porsche has defined its goals for the four stakeholder groups: customers, society, employees and investors. In keeping with this vision, the company aims to be the most recognised brand and one that particularly excites its customers.

Sustainability is now an even bigger priority. Porsche assumes responsibility for society and is striving to become carbon-neutral as soon as possible, across the entire value chain.

The company’s successful future depends on happy employees. The company wants to keep on being an outstanding employer.

Porsche is facing up to the major financial challenges of the present day. The company is investing heavily in such areas as innovation, digitalisation and training. Despite this necessary financial effort, Porsche is sticking to its strategic target of a return on sales of 15 per cent.  

Six cross-cutting strategies

Customer, products, sustainability, digitalisation, organisation and transformation:
these are the six cross-cutting elements that make up the Porsche Strategy 2030. These topics are managed by cross-functional teams in close collaboration with the Executive Board. They form the centre of the Porsche strategy house and feed into the corporate goals. The results programme provides the foundation. Porsche uses this to increase efficiencies and to tap into additional sources of income.

The second foundation stone is the Volkswagen Group’s “Together4Integrity” (T4I) programme, which aims to bolster the Group’s integrity and compliance across all brands and companies. These are of equal importance to such factors as sales, earnings, product quality or employer attractiveness as long-term strategic and operational performance indicators. 

The cross-sectional “Customer” strategy focuses on the relationship with our customers. Premium customer experiences should further boost customer loyalty and attract new audiences to the Porsche brand. Omni-channel sales and the development of a strong Porsche community are designed to connect customers with the brand online and in the physical world.

The “Products” cross-cutting strategy focuses on the customer requirements of the future, consistently aligning product strategy with digital, networked and innovative products and services. In addition to the core business, individual mobility solutions and financial services should also contribute to corporate profitability. 

The “Sustainability” cross-cutting strategy defines and focuses on specific priorities for sustainability at Porsche. These extend from ecological and social aspects to responsible corporate governance. Decarbonisation and maintaining a circular economy along the entire value chain are key. We are also pushing for sustainability in the supply chain and strengthening our social commitment with the aim of empowering and educating members of society. 

The “Digitalisation” cross-cutting strategy focuses on building up the company’s own digital skills and involving strategic partners in order to accelerate change. Shortening the time-to-market for products and business models, an open-platform strategy, and the use of artificial intelligence and data-driven optimisations should make a major contribution to the business result.

The “Organisation” cross-cutting strategy relates to the future, organisational alignment of Porsche.
The goal is to tackle today’s fields of activity as effectively and efficiently as possible. We define the strategic value creation fields that we will work on within our own organisation in the future and that will be covered in the context of strategic partnerships or by external suppliers. We want to establish Porsche as an innovation leader in the areas that matter most to us.

The focus of the “Transformation” cross-cutting strategy is on people. The aim is to provide new ways and methods of working and to empower employees to face future challenges. Leadership has a central role to play in this regard: informing employees about changes at an early stage, involving them in the relevant processes, and motivating them to drive the change forward together. This new form of leadership inspires employees to act with entrepreneurial spirit and is geared towards a long-term vision and goals.

 

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