New urban mobility will be a shift to the movement of consumers and goods provided as a service using vehicles of various form factors. In this piece I discuss what cities need to do in order to reap the advantages of new mobility and introduce the consumer’s urban transportation wallet as a composite metric for assessing a metropolitan area’s progress towards Mobility as a Service (MaaS).
In my forthcoming book Transportation Transformation I define next-generation mobility as the intelligent movement of people and goods using automated (or autonomous), connected and electrified vehicles. Next-generation mobility is still in its infancy, but I predict it will unfold in three phases.
As a result of the movement restrictions imposed because of the pandemic, my 30-mile average daily travel around the Bay Area and the monthly airline trips have all become a 30-step walk to my home-office for video calls. While we’re all eagerly anticipating the lifesaving health outcomes from the measures taken towards the pandemic, the retail, travel, and hospitality industries are reeling.
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.
The automotive industry has survived many swings of feast and famine using a business model that is largely unchanged in a century. The industry has made a remarkable recovery in the decade since the Great Recession, with record sales and profits over the past five years. Yet despite this success, there is broad recognition something fundamental has changed and that focusing exclusively on the current business model is unwise.
