Why Everything Stops Without External Experts

The automotive industry has come to a standstill. Not visible to the end consumer, but behind the scenes, a war for talent is raging, threatening the future of entire corporations. The shortage of highly qualified professionals collides with an industry undergoing rapid transformation. Electromobility, Software-Defined Vehicles (SDVs), and Artificial Intelligence (AI) require skills that simply do not exist within the traditional workforce.

How Job Profiles Are Changing

For decades, the engineer was the heart of automotive production. But with digitalization and the emergence of Software-Defined Vehicles (SDVs), the requirements are shifting drastically. Powertrain engineers are being replaced by software developers, system architects, and functional developers. The challenge: These profiles are not only in demand within the automotive industry but also in the tech sector. The competition for talent is fierce.

Software-first" also means "War for Talents first.

The result? Delayed projects and longer development cycles. Internal studies show that 20% of planned software projects were not completed on time due to a lack of required specialists.

External Experts as Game Changers

Where internal recruitment fails, external experts can take the helm. OEMs are increasingly relying on expert networks that can provide highly qualified specialists within days. These "external brains" fill gaps that would otherwise remain vacant for months.

Task-force models are becoming increasingly important. Temporary task forces, also known as "tiger teams," take charge of critical projects. A leading German OEM was able to accelerate the market launch of a new electric vehicle platform by six months thanks to such a team. Without this intervention, the delay would have cost the manufacturer millions.

Tiger teams are no longer an option – they are a necessity.

Perspectives and Trends

1. Multi-Skill Teams: The End of Departmental Thinking

The era of isolated departments is coming to an end. Multi-skill teams bring together various disciplines in a flexible, highly agile work model. Engineers, software developers, and data analysts no longer work in isolation but unite to achieve a common goal: developing new vehicle platforms.

The advantage? Silo thinking is dismantled, decision-making processes are shortened, and the risk of communication errors decreases. Companies that have already implemented this structure report a reduction in development cycles of up to 30%. A case study from the electromobility sector shows that shifting from departments to multi-skill teams reduced the production time of a new vehicle model by four months.

Static departments slow down change – multi-skill teams accelerate it.

2. Invisible Talent Drain: The "Silent Drain" Phenomenon

An underestimated problem in the industry is the silent departure of experienced professionals. Employees with decades of know-how leave companies because they see no future prospects. Unlike traditional resignations, this departure often goes unnoticed because the affected employees remain in the company but have "resigned internally."

A study by the German Economic Institute (IW) shows that 25% of employee departures in the automotive industry are due to a lack of development opportunities. Companies that implement "knowledge-transfer-on-the-job" programs can reverse this trend. Through these programs, experienced experts pass on their knowledge to colleagues, ensuring that critical expertise remains within the company.

3. The Renaissance of the Workbench

The re-regionalization of production is in full swing. Driven by disrupted supply chains and geopolitical risks, automakers are once again relying on local development centers. These centers are not only intended to secure supply chains but also to reduce the development time for new vehicle models.

Development back to the shop floor – faster, closer, more efficient.

A forecast by the German Association of the Automotive Industry (VDA) predicts that up to 20% of development activities could be relocated to domestic sites by 2030. This means faster adjustments to regulatory requirements, simpler on-site testing, and shorter development cycles.

4. External Cloud Talent Pools

Flexibility is the order of the day. Companies are increasingly turning to talent clouds, an on-demand talent pool that includes both internal and external specialists. Instead of fixed workforces, companies are relying on hybrid teams that can be scaled up or down as needed.

Projections suggest that by 2028, around 50% of OEM workforces could consist of flexible teams. This reduces fixed costs and provides the ability to respond dynamically to peak loads. OEMs that implement this strategy report a reduction in recruitment costs of up to 40%.

5. Automated Demand Forecasting Through AI

Predictive talent analytics is revolutionizing workforce planning. AI-driven demand forecasting can predict which skills will be needed in the next 12 to 24 months. This enables companies to recruit talent early, before bottlenecks arise.

A practical example: A leading OEM used an AI-driven platform for demand forecasting and was able to reduce the number of emergency hires by 40%. The systematic use of this technology reduced the time-to-hire by 30%.

Waiting Is Not a Strategy

External experts are no longer a "nice-to-have" but a strategic necessity. OEMs and suppliers that secure access to talent gain more than just relief. They gain control, speed, and agility. Access to external experts enables companies to close skill gaps quickly, drive innovation, and reduce time-to-market for critical projects. This approach provides flexibility during peak demand phases and ensures rapid scalability when production increases.

Companies that fail to adapt will face higher costs, longer development cycles, and missed market opportunities. By contrast, companies that master the art of agile talent management will lead the industry, setting new benchmarks for speed and adaptability.

What are the key challenges and opportunities you see in managing talent for the future of the automotive industry?