#10: Laurence reflects on current challenges and opportunities within the Automotive Industry and explains how in her view collaboration and agility will drive leadership in the Automotive Industry.
In this edition of Executive Insights, Anna Gromadzka speaks with Laurence Noël, a distinguished leader in the automotive industry with over 25 years driving innovation, transformation, and sustainability. Laurence is EVP, Head of Automotive at Capgemini, and a Board Member at Bcomp – a cleantech company pioneering lightweight natural fibre-based reinforcement technologies – and Qinomic, which provides retrofitting solutions converting combustion engines into electric powertrains. Before Capgemini, Laurence spent over 25 years at PSA Group and Stellantis, holding global senior roles across R&D, Corporate Planning, Business Development, and Business Leadership. At Stellantis, she spearheaded the creation of the Circular Economy Business Unit, establishing a ground-breaking business model focused on sustainability and resource efficiency.
Anna: Laurence, what is your current role and where are you focusing your efforts today?
Laurence: As Head of Global Automotive Industry at Capgemini, I’m responsible for identifying the trends shaping the industry and working closely with clients to understand the challenges and opportunities they face – now and in the future.
I lead a global team across regions and domains to align our capabilities, partnerships, and solutions with our clients’ ambitions. Having spent over 25 years in the automotive industry in roles spanning R&D, business development, and strategic planning, I now see things through the lens of a service company – and it’s been incredibly rewarding.
A major focus of mine is forging the right partnerships. That includes working with large tech players and hyperscalers, but also innovative startups. I sit on the boards of two sustainability-focused startups, and I’ve seen first-hand how smaller, specialist players can help accelerate transformation in emerging areas where larger OEMs may lack expertise.
Anna: What role do startups play in reshaping the automotive industry?
Laurence: They’re essential. Startups bring new technologies, materials, and business models to the table. They operate with agility, focus, and customer-centricity – qualities that are sometimes harder to replicate in large corporations.
Take Bcomp, for example. They recently announced a collaboration with BMW to apply natural fibre composites to exterior parts of production road vehicles – a world-first. It shows how a long-term dialogue between a start-up and an OEM can result in ground-breaking innovation.
At Capgemini, we help such start-ups scale and bring their solutions into large, complex automotive ecosystems. It’s not always easy – start-ups and OEMs operate at different speeds – but when you bridge those worlds successfully, the outcomes can be transformative for the industry.
Anna: You recently described your visit to China as “experiencing the future of automotive on the streets of Shanghai.” What’s driving China’s leadership in EVs and intelligent mobility?
Laurence: China’s position as a leader in EVs and software-defined vehicles is no accident – it’s the result of a national strategy executed with precision over years.
They’ve invested heavily in education, building a strong engineering pipeline and attracting international talent. Their supply chain is fully integrated, from raw materials to battery production and vehicle manufacturing. And they’ve poured significant investment into software and digital platforms.
Companies like CATL and BYD are great examples. CATL evolved from battery a supplier to full-platform provider by anticipating where the market is heading and transforming their business models accordingly.
Perhaps most crucially, Chinese consumers are extremely tech-savvy and demanding. The market’s competitiveness and rapid pace of innovation forces OEMs to stay laser-focused on customer needs – rethinking the vehicle from the chassis up. That kind of customer-centricity is something legacy players globally are now working to catch up with.
Anna: In Capgemini’s recent investment report, supply chain transformation emerged as a top priority. What’s driving this shift?
Laurence: The supply chain has become a strategic issue due to years of disruption – from geopolitical tensions and trade wars to armed conflict and extreme weather. Verticalisation is one way to reduce risk, but it’s not the only path – and not necessarily the most resource-efficient.
Instead, many companies are focusing on tools like GenAI to improve supply chain transparency, agility, and risk management. We’re also seeing a major shift toward localisation – bringing supply chains and manufacturing closer to key markets. Over two-thirds of executives surveyed by Capgemini said they either have or are developing a comprehensive strategy for this.
It’s not about having one large global plant anymore. Tariffs, regulations, and regional sustainability goals require tailored approaches. There’s no one-size-fits-all, but there is a clear need to balance cost, control, and resilience.
Anna: Do you think sustainability will remain a priority, given today’s economic and political challenges?
Laurence: Absolutely. A few years ago, sustainability was often about optics – “Who looks greener?” But that’s changed. Sustainability is now about performance. Most initiatives bring tangible business value – cost savings, supply chain resilience, operational efficiency.
Circular economy is a great example. It’s not just about compliance or recycling – it’s about refurbishing components, extending product life, and creating profitable, customer-approved alternatives like remanufactured parts. It’s practical, it’s profitable, and it supports sovereignty over resources.
I believe sustainability will remain central – perhaps under a different name – because it’s simply good business.
Anna: What about talent? Where do you see the most critical skill gaps, and how can the industry respond?
Laurence: The most urgent gaps are in software, AI, and digital adoption. We also lack battery manufacturing expertise in Europe and the US – China has a 20-year head start here, and we need to catch up fast.
But beyond the technical, there’s a broader need to build digital fluency across all roles – engineering, manufacturing, supply chain. Everyone needs to understand the value of data and how to use it to improve performance. It’s a bit like the transition we once went through with computers – this is another turning point.
We also need to modernise how we attract and retain talent. Young people want purpose, impact, and agility. We must show them that automotive is a place where they can innovate, be heard, and contribute meaningfully.
Anna: You’ve worked in automotive for over 25 years. Is this the best time to join the industry?
Laurence: I don’t know if it’s the “best” time – but it’s certainly one of the most exciting. The industry is changing rapidly, and with that comes opportunity.
Automotive is inherently complex. That’s what draws people to it. Whether you’re in marketing, sales, engineering, digital, or supply chain – there’s space for talent across disciplines. You collaborate to solve big challenges. You shape how people move, how goods are delivered, and how cities are designed. That’s meaningful work.
So yes, for those who thrive on complexity and transformation – it’s a brilliant time to be here.
Anna: And looking five years ahead, what will define success for European automakers?
Laurence: Three things:
If we get those three right, we’ll be in a strong position to lead.
Anna: One final thought – what advice would you give to automotive leaders navigating today’s transformation?
Laurence: Be curious. Be bold. Be adaptable. And above all – never lose sight of the customer. Their needs, their behaviours, their expectations will ultimately define your success.
Anna: Brilliant. Thank you for your time, Laurence.
Laurence: Thank you for having me, it’s been a pleasure!
