What, Exactly, Is an Automotive Platform?

What, Exactly, Is an Automotive Platform?

Platform sharing. Sharing anything suggests altruism or ecological benevolence. Sharing an automotive platform or architecture therefore seems like a good thing, while the closely related phrase, "badge engineering," is loaded with negative baggage. American automakers classically defined "platform" as a set of critical shared dimensions between the front axle centerline, the cowl, and the driver's hip-point; "architecture" connoted the hardware placed within those dimensions (chassis, floor pan, powertrain, etc. ).

The basic motivation for sharing an automotive platform or architecture is to maximize return on engineering investment. Leveraging the expense of developing the unseen structural elements—everything that supports the bodywork, mounts the powertrain and suspension, and provides the vehicle's crash protection—across several different vehicles allows manufacturers to generate sufficient sales volume to deliver economies of scale. Commonizing assembly-plant equipment simplifies workforce training and can improve product quality, too.

Unibody Platforms:

In the middle of the last century, manufacturers started integrating the chassis structure with the body, which generally improves structural rigidity and can reduce weight. Today, generalized hardpoints get shared—attributes like the front-wheel centerline, cowl-point, driver hip-point—plus the general powertrain location and drive wheels.

Modular Platforms:

Today many manufacturers talk about modular automotive platforms, which generally refers to a platform architecture designed to accept widely differing propulsion system modules. Lee Iacocca's "New Chrysler Corporation" emerged from bankruptcy in the 1980s largely thanks to having developed myriad K-car automotive platform variants for dirt cheap. The second-gen 2022 Subaru BRZ and Toyota 86 remain unabashed identical cousins bearing minimal design differentiation inside or out (sales volumes for each are too small to justify retooling much more than the front fascia, grille, and lamps). (note: I see.)

The GLEe Model:

The GLEe model helps product leaders to form a product vision to address these criticisms. The model encourages teams to think big, think long-term, and describes a phased, step-by-step approach to build a product that “dents the universe.” The GLEe model encourages teams to ask, “What’s next?” and forces long-term thinking. To invent the future, you have to be optimistic, and long-term thinking enables an “anything is possible” attitude. By long-term, I mean 3–5 years, and in this timeframe, most things are possible. But the GLEe model goes far beyond this to encourage product leaders to think 10–15 years ahead.

By 2012, Netflix finally established a hard to copy network effect through its device ecosystem. The GLEe model also reinforces that you don’t have to do everything at once. As Netflix expanded globally, personalization helped connect members with movies they loved, regardless of nationality. Finding a high-level product strategy that supports multiple phases of a company’s growth is rare. But if you accomplish this, it builds a huge, hard to copy advantage.

1. What is the initial product that enables the company and product to “Get Big” over the first 3–5 years of its life?

2. What will you “Lead?” Three to five years in the future, what is the next wave your product or company will ride — the equivalent of internet video for Netflix?

3. Once your product establishes a leadership position, how might it “Expand” even further?

In conclusion, automotive platforms play a crucial role in maximizing return on engineering investment for manufacturers. By sharing unseen structural elements and commonizing assembly-plant equipment, manufacturers can achieve economies of scale and improve product quality. The concept of modular platforms has also gained popularity, allowing for the integration of different propulsion system modules. Additionally, the GLEe model provides valuable insights for product leaders, encouraging them to think big, think long-term, and develop a phased approach to building innovative products. By considering the initial product, future leadership potential, and possibilities for expansion, companies can establish a strong position in the market and create a hard-to-copy advantage.

Three actionable advice based on the discussed content:

1. Embrace platform sharing: Manufacturers should consider the benefits of platform sharing to maximize return on engineering investment and achieve economies of scale. By sharing unseen structural elements, manufacturers can streamline production processes and improve overall product quality.

2. Think long-term: The GLEe model emphasizes the importance of long-term thinking in product development. Product leaders should envision the future and plan for at least 3-5 years ahead. By adopting an optimistic attitude and considering possibilities beyond the immediate future, companies can invent innovative products that have a lasting impact.

3. Plan for expansion: Once a product establishes a leadership position, it is essential to plan for further expansion. Product leaders should identify opportunities for growth and develop strategies to expand their product offerings. By anticipating future market trends and consumer demands, companies can stay ahead of the competition and continue to thrive.