Last week’s Automotive Leadership Network meeting in Milton Keynes covered geopolitics, electrification, residual values and OEM strategy.

On the surface, they are very different topics.

But as the day progressed, it became clear that every discussion pointed towards the same conclusion: the automotive industry is becoming more interconnected, more complex, and more influenced by forces outside the sector than at any point I can remember.

A few observations stood out.

1. Geopolitics is no longer a background issue

Sir Vince Cable opened with a fascinating discussion on geopolitics, trade tensions and the shifting balance of economic power.

For most of my career, geopolitical events were something automotive businesses monitored from a distance.

Today, they directly influence supply chains, energy costs, investment decisions, tariffs and consumer confidence.

Political decisions are increasingly having commercial consequences.

2. Protectionism is becoming a defining theme

Mike Hawes highlighted the growing importance of tariffs, rules of origin, and Europe’s emerging “Made in Europe” agenda.

The industry has spent decades optimising around globalisation.

We may now be entering a period where resilience and localisation become just as important as efficiency and scale.

That creates a very different strategic landscape for UK automotive businesses.

3. Electrification is now about the wider system

One of the most thought-provoking sessions came from Peter McDonald at Ohme.

The debate is no longer about whether EVs will succeed.

The focus is increasingly on everything around the vehicle — charging infrastructure, grid capacity, energy management and vehicle-to-grid technology.

In many respects, the automotive and energy sectors are becoming part of the same conversation.

4. The used EV market remains critical

Rupert Pontin focused on residual values, consumer confidence and the growing influence of Chinese brands.

The success of electrification won’t ultimately be determined by new vehicle registrations alone.

A healthy, trusted and profitable used-car market is essential if adoption is to remain sustainable over the long term.

5. Chinese manufacturers continue to gather momentum

The pace at which Chinese brands are establishing themselves across Europe should not be underestimated.

The debate is increasingly shifting from whether they can succeed to how incumbent manufacturers respond.

At the same time, regulation continues to increase, and competitive intensity continues to rise.

That combination will create both winners and losers.

6. Norway offers useful lessons — but not a blueprint

Stig Morten Nilsen shared insights from a market that has effectively reached full EV adoption.

It is important to recognise that Norway’s transition was driven by an extraordinary combination of political commitment, incentives, taxation policy and infrastructure investment that would be difficult for most countries to replicate.

The UK is moving in the same direction, but it is unlikely to follow the same path or timetable.

What made Norway particularly interesting was not the adoption story itself, but what happened afterwards.

Dealer economics evolve, after-sales revenues come under pressure, skills requirements change, and operating models need to adapt. Those lessons may prove just as valuable as the headline EV adoption figures for markets still working through the transition.

7. Leadership still matters most

The evening discussion with Allan Leighton may ultimately have been the most valuable session of all.

His experience leading transformations at ASDA, Pandora and the Co-op served as a reminder that while strategy is important, execution is what ultimately separates successful organisations from unsuccessful ones.

Most businesses don’t fail because they lack information.

They fail because they lack clarity, focus and leadership.

My main takeaway

Every presentation approached the future from a different angle, but they all arrived at the same destination.

The future winners in the automotive industry will not be 100% the businesses that build the best vehicles or operate the best dealerships.

They will be the organisations that best understand the wider forces shaping the industry — energy, technology, regulation, data, infrastructure and changing consumer behaviour.

Automotive is no longer just an automotive industry.

It sits at the intersection of multiple industries, all of which are evolving simultaneously.

That undoubtedly makes the operating environment more challenging.

But it also creates a significant opportunity for those prepared to adapt.

The question is no longer whether change is coming.

The question is who adapts fastest.

Thanks to Laura Coase, John M Neill, the ALN team and all the speakers for another excellent event.

Have a great week!