Thomas Dauner
Managing Director & Senior Partner; Global Leader, Industrial Goods Practice
Stuttgart
Managing Director & Senior Partner; Global Leader, Industrial Goods Practice
Stuttgart
Thomas Dauner is the global leader of Boston Consulting Group's Industrial Goods practice.
Since joining BCG in 1995, Thomas has worked with car and truck manufacturers and suppliers along all steps of the value chain, with a strong focus on new-product development and sales and marketing topics. He has led a number of large-scale turnaround and performance-improvement projects in the automotive industry. In addition, he coleads BCG's Center for Digital in Automotive, which helps mobility-related companies and institutions build new businesses and prepare them for the digital age.
Although traditional auto topics remain important to him, Thomas spends an increasing share of his time helping clients navigate new technological challenges: connected cars, mobility concepts, autonomous driving, and digitalization of the value chain.
Before joining BCG, Thomas worked for a leading German bank.
Two major initiatives by the US to overhaul trade rules could have a massive impact on North America’s automotive manufacturing industry. Here’s how companies should prepare.
The auto industry shouldn’t be lulled by steady growth. Electric and autonomous cars and ride-sharing will dramatically shift incumbents’ profit pools and empower new competitors.
The conventional approach to measuring R&D efficiency in the auto industry is flawed. BCG has developed a powerful new metric to address that shortcoming.
Manufacturers are selectively implementing elements of the factory of the future. Those that transition to full-scale adoption will usher in a new era of industrial operations.
Cities are where self-driving vehicles can fundamentally change—for the better—how people live, work, and get around. The question is, how big will the urban self-driving revolution be?
The stunning consumer response to Tesla’s new Model 3 has already shaken up the automotive world. Competitors should start studying the company’s innovative business model.
Autonomous vehicles promise to upend the urban-taxi business, with far-reaching implications for industry incumbents, disruptive new entrants, municipal officials, and—most of all—commuters.
The first generation of autonomous vehicles is coming soon to a highway near you. Is the automotive industry ready for a revolution?
