AI solution providers and infrastructure providers committed to spend $1T on AI-related capex over the next few years, in anticipation of high demand for and heavy use of generative AI enterprise solutions. A few years ago, similar scale investments were committed by the automotive industry toward the development and deployment of battery electric (BEV) and other new energy vehicles (NEV) anticipating strong consumer demand. However, today as a result of slower-than-expected demand, automakers are reducing their investment commitments and run the risk of ending with unused manufacturing capacity. What return on investment (ROI) does an enterprise need from each generative AI solution it deploys so that it can cross the generative AI chasm and for the huge investments in software, data, and infrastructure that have been committed to be justified?
The current AI spring is in full swing. Entrepreneurs remain extremely excited about generative AI, as manifested by the number of financing requests our firm and many other investors continue to receive but are starting to think more diligently about where the white space they can go after. Corporations are in testing and evaluation mode as they formulate, or reformulate, AI strategies and assess the impact that generative AI will have on their business. Venture investors remain upbeat about the sector but are also concerned about four issues.
During the automotive industry’s current boom phase OEMs are announcing big, multi-year investments in new vehicle platforms that combine electrification with increasing driving automation. Because under new mobility data and loyalty will become central forms of value, OEMs must also consider deploying the loyalty-enhancing data-driven services these platforms enable. The services they introduce and the business models they use to monetize them will determine whether they become like Apple, AT&T or Foxconn in the customer relationships they develop.
The changes we have seen over the past 10 years in urban consumer transportation preferences with the ascend of on-demand mobility services should have convinced OEM executive teams that significant transformations of their business are necessary. For some OEMs transformations will imply producing vehicles that are based on sophisticated technologies, such as self-driving cars. For others it wil imply the adoption of new business models. OEMs will start offering vehicle subscriptions and mobility services directly to consumers as a result of their transformation.
n this second article we focus on on-demand mobility services, they issues they face, and the opportunities they have. The piece is pertinent to the conversation about California’s AB5 and the conversation it is raising. It also provides a good preview of topics I am discussing in my upcoming book.




