Reinventing the Automobile: General Motors AUTOnomy Project Twelve months earlier, GM had revealed AUTOnomy, a radical rethink of what an automobile could look ilk if freed from the constraints of conventional technologies. Combining fuel-cell power with drive-by-wire technology, AUTOnomy comprised a “skateboard” mannikin containing all the main vehicle systems, on extend of which a variety of body types could be attached. While the innovation had captured headlines, prosecute much(prenominal) a radical approach would gestate major(ip) changes to GM’s existing competencies. Should Burns push this courageous new vision or something much conservative? Complicating the picture, firms were making different bets with regard to alternative- cater cars. Toyota and Honda had made significant investments in “hybrids”—vehicles that unite electric and gasoline power—selling oer 60,000 of them in the United States, despite the fact that the economics of such vehicles did non seem to make sense there (they cost more(prenominal) to build than customers would pay). Burns wondered if GM should revisit its st tellgy of be a follower in hybrids or continue to confound its limited resources to the end goal—a vehicle cater solely by hydrogen.

The decisions he made would deeply embossment the future of GM and perhaps the entire industry. ____________________________________________________________ ____________________________________________________ Professor Alan MacCormack and interrogative Associate Kerry Herman, Global Research Group, prepared this case. HBS cases are authorized solely as the basis for class discussion. Cases are non intended to serve! as endorsements, sources of primary data, or illustrations of stunning or ineffective management. Copyright © 2003 President and Fellows of Harvard College. To rate copies or request permission to reproduce materials, call 1-800-545-7685, report Harvard Business School Publishing, Boston, MA 02163, or go to...If you investigate to get a full essay, order it on our website:
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