The world is facing its limits in terms of climate change, scarcity of resources, and pollution. While there is a rising population with a rising demand for mobility, the limits of nature affecting society need to be considered. Avoiding mobility completely seems to be challengin
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The world is facing its limits in terms of climate change, scarcity of resources, and pollution. While there is a rising population with a rising demand for mobility, the limits of nature affecting society need to be considered. Avoiding mobility completely seems to be challenging considering a more globalized world, where everything is connected. For this reason, creating a strategy for sustainable mobility is relevant. For creating an innovation strategy several fields were considered and analyzed. Sustainability implications were made and the issues of mobility in terms of sustainability were found out. Since greenhouse gases is the most severe problem it was looked more deeply into different kinds of fuels, which can solve the issue of greenhouse gases. Furthermore, it was looked into strengths and unique characteristics of Embraer, its current situation and brand DNA. An analysis of stakeholders in aviation revealed current barriers that make it difficult for the aviation industry to act sustainably. Also, competitors and their innovation and sustainability strategy were considered. Mapping the context of sustainable mobility helped in identifying major opportunities and threats for Embraer and create trend scenarios that demonstrate possible future developments. Based on the analysis results search fields and a future vision were created. Within a one-day business case, the Embraer Business Challenge, 14 students generated ideas, that were later developed by experts. The final solution proposes to collaborate with a bus manufacturer, that produces hydrogen fuel cell busses. Through the collaboration, Embraer can learn about the technology of hydrogen fuel cells, which helps Embraer to launch its first hydrogen fuel cell 30-seater airplane in 2035. Also, creating and launching a prototype in the time frame between 2025 and 2034 supports Embraer in gaining more experience with hydrogen fuel cells and to convince stakeholders regarding the technology. While preparing the launch of the hydrogen airplane, Embraer uses the collaboration with the bus manufacturer to further invest into busses. Improving the entertainment offer, and connecting the bus experience to further modes of transport makes the offer of the bus more attractive to consumers. Through connecting the different mobility experiences, and offering using several modes of transport through a subscription, Embraer goes into the growing market of mobility-as-a-service. In 2035 Embraer can embed its hydrogen airplane in the MaaS system and promote the airplane through the established system in a better way. The strategic roadmap has been elaborated with several experts to validate the feasibility and desirability of the roadmap solution.
