Why everything comes to a standstill without external experts

The automotive industry is facing an invisible crisis. While the end customer notices little of it, there is a fierce competition for skilled workers behind the scenes. This shortage of talent threatens the future of entire companies. The reason for this is the profound transformation of the industry. Electromobility, Software-Defined Vehicles (SDVs), and Artificial Intelligence (AI) require new skills that cannot be covered by traditional qualifications.

Job Profile in Transition – New Requirements for the Workforce

For decades, engineers were the heart of automobile production. But with digitalization and the emergence of software-defined vehicles (SDVs), roles are fundamentally changing. Powertrain engineers are being replaced by software developers, system architects, and function developers. The problem: these profiles are in high demand not only in the automotive industry but also in the tech industry. The competition for the best talent is fiercer than ever.

“Software-first” also means “War-for-Talents-first”.

The result: Delayed projects and longer development cycles. Internal studies show that 20% of software projects are not completed on time because the necessary specialists are lacking.

External experts as a turning point

When internal recruitment reaches its limits, external experts become the solution. OEMs are increasingly turning to networks that provide highly qualified professionals within a few days. These external specialists fill gaps that often remain open internally for months.

A proven model is the so-called “Tiger Teams” – flexible task forces that take on particularly critical projects. A leading German OEM was able to bring forward the market launch of a new electric platform by six months. Without this support, the delay would have cost the company millions.

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

When speed is of the essence, external specialists and agile tiger teams turn looming delays into competitive advantages.

Perspectives and Trends – Where the Journey is Heading

1. Multi-skill teams instead of departmental thinking

The classic departmental thinking is losing significance. Instead, companies are relying on multi-skill teams that unite experts from various disciplines in a flexible and agile structure. Engineers, software developers, and data analysts work hand in hand towards common goals such as the development of new vehicle platforms.

The advantages are obvious:
Silo thinking is broken, decision-making paths are shorter, and communication errors are less frequent. Companies that have already implemented this approach have been able to reduce development times by up to 30%. An example from the field of electromobility shows that the transition from traditional departments to multi-skill teams reduced the production time of a new vehicle model by four months.

Static departments slow down – multi-skill teams accelerate.

2. Hidden Knowledge Loss – The Phenomenon of “Silent Drain”

An often overlooked problem in the industry is the silent loss of knowledge. This does not refer to the classic resignation, but rather the “inner withdrawal” of long-term employees. They remain in the company but no longer actively participate in further development.

A study by the German Economic Institute (IW) shows that around 25% of departures in the automotive industry are due to a lack of development prospects. Companies that introduce on-the-job knowledge transfer can counteract this trend. In these programs, experienced employees deliberately pass on their knowledge to their colleagues, ensuring that critical know-how is retained.

Losing hidden knowledge is a risk that no company can afford.

3. The Return of the Workbench

The relocation of production closer to development sites is increasing. Disruptions in supply chains and geopolitical uncertainties are prompting OEMs to rely on local development centers again. These sites are intended not only to ensure supply but also to shorten the development times of new vehicle models.

Back to the workbench – faster, closer, more efficient.

According to a forecast by the German Association of the Automotive Industry (VDA), around 20% of development activities could be relocated back to domestic sites by 2030. This enables faster adjustments to regulatory requirements, easier on-site testing, and shorter development cycles.

4. Cloud talent pools for more flexibility

Flexibility is becoming a key factor. Companies are increasingly relying on talent clouds—digital networks of professionals that can be scaled up or down as needed. Instead of relying on a fixed workforce, OEMs work with hybrid teams of internal and external specialists.

Estimates suggest that by 2028, about 50% of the workforce at OEMs could consist of flexible, project-based teams. This approach reduces fixed costs and allows companies to quickly respond to production peaks. Companies that have already switched to this model report a reduction in recruitment costs of up to 40%.

5. Demand Forecasting through Artificial Intelligence

AI-supported demand forecasts are revolutionizing workforce planning. Predictive Talent Analytics makes it possible to identify the need for specific skills up to 24 months in advance. This allows companies to recruit talents in a targeted manner before bottlenecks occur.

A practical example:
A leading OEM used an AI platform for demand forecasting and was able to reduce the number of emergency hires by 40%. By systematically using this technology, the time to fill open positions was reduced by 30%.

Waiting is not an option

External experts are no longer a “nice-to-have” – they are a strategic necessity. OEMs and suppliers who secure early access to talent gain competitive advantages. They achieve control, agility, and speed.

Access to external experts allows companies to quickly close skill gaps, drive innovation, and accelerate the market launch of new products. This flexibility is crucial in times of production peaks and increasing competition.

Companies that do not adapt pay a high price: higher costs, longer development cycles, and missed market opportunities. However, those who master the art of agile talent management will shape the industry and set new standards in speed and adaptability.