OTA or obsolete: Why automakers must fix software or fall behind


OTA or obsolete: Why automakers must fix software or fall behind

This article is written by Sai Sridhar, Managing Director, Elektrobit India Pvt. Ltd., CRO – Asia Pacific.The automotive industry is at an inflection point, and software now dominates. For decades, vehicles have been defined by engineering precision, manufacturing scale and mechanical innovation. That era is over. Today, vehicles are evolving into software-defined platforms, and with that comes a harsh truth: Automakers that cannot manage software backend will struggle to remain competitive.That’s exactly why over-the-air (OTA) updates are no longer optional; they’re fundamental. In the past, improving a vehicle after it left the factory required expensive service activities, dealer visits and logistical coordination. In a world where individual vehicles run millions of lines of code and customer expectations are determined by instant digital experiences, this model simply does not scale. The ability to remotely update, improve and secure a vehicle is no longer a differentiator; it is a baseline capability. Now speed is strategy.In an ultra-competitive market, being first is important, but staying relevant is even more important. OTA fundamentally changes the way vehicles are manufactured and delivered. Automakers no longer have to wait for perfection before launching. Instead, they can bring products to market faster and continuously improve them through software.This transformation compresses development cycles, reduces time-to-market pressure, and redefines how innovation is delivered. Vehicles are no longer static products; they become dynamic platforms that grow over time. But the impact goes far beyond speed.OTA updates are reshaping the economics of the automotive industry. Suppliers and OEMs can move from a “launch and forget” mindset to an iterative, lifecycle-driven approach. Non-critical issues no longer delay production. Features can be refined after release. Performance can be continuously optimized. In effect, OTA enables a more agile, software-driven value chain.For consumers, the shift is even more profound. Today’s drivers don’t compare their cars to other cars; They compare them to smartphones. They expect seamless updates, new features and improved performance over time. OTA meets this need. The vehicle you buy today doesn’t stay the same a year from now; it gets better, smarter, and more responsive.This fundamentally changes the ownership experience and, more importantly, the relationship between brands and customers. However, perhaps the most critical role of OTAs lies in one area that cannot be compromised: cybersecurity.As vehicles become more connected, they also become more exposed. Vulnerabilities are no longer hypothetical; they are inevitable. The question is not whether the problem will arise, but how quickly it can be resolved. OTA provides the only scalable mechanism for instant response to fleet-wide security threats. Without it, maintaining trust in connected mobility will be extremely difficult.Regulation has caught up with this reality. Frameworks such as UNECE R156 are enforcing accountability for software updates throughout the vehicle lifecycle. Compliance no longer just means meeting standards; It’s about demonstrating the ability to responsibly manage software at scale. OTA is at the heart of this functionality.Looking to the future, the direction is clear. As software-defined cars become mainstream, OTAs will differentiate the leaders from the laggards. Automakers that view this as a strategic capability will achieve faster innovation, stronger customer engagement and more resilient business models. Those who treat it as an add-on will find themselves constrained by legacy processes and increasing complexity.The future of mobility will be defined by more than just horsepower or hardware; it will be defined by how smart vehicles evolve over time. OTA makes this evolution possible.Disclaimer: The views and opinions expressed in this article are solely those of the original author and do not represent those of Times Group or its employees.



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