Internal transformation & strengthening legacy capabilities, radical innovation, and disruptive innovations, mergers, and acquisitions strategies can be leveraged by Indian auto-ancillary firms to thrive amidst EV disruption, driving long-term sustainability.
Author
Anshu Agrawal, Associate Professor, O.P. Jindal Global Business School, Sonipat, Haryana, India.
Summary
The study explores the impact of EV disruption on Indian auto-ancillary firms and identifies the resilience enablers that can sustain the challenges and long-term survival. We use SAP-LAP analysis to examine the situation, key actors, and process affected; further, resilience enablers were identified based on key learnings from SAP parameters interaction.
Using MTISM, we explored the resilience enablers hierarchy from the elementary level to the highest echelon. Further, to examine the practical validity of the framework, strategic initiatives implemented by auto-ancillary players listed on the Indian bourses were captured.
We found three-level resilience enablers to withstand the disruptive market shift; internal transformation and strengthening legacy capabilities as the prime survival option, followed by radical innovation independently or by collaborating with the expertise firms for resources and technology. Disruptive innovations, mergers, and acquisitions are the highest turnaround strategies driving long-term sustainability and value enhancement.
Published in: Journal of Cleaner Production
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