No one would try to stream a 4K video on a '95 Windows computer—but in the auto industry, we're still trying to lead today's transformation with leadership models built decades ago.
That's the hard truth Jan puts on the table in this conversation with Terry Woychowski, President of Caresoft and former GM executive. Together, they unpack what's holding the industry back—and it's not a shortage of technology or talent. It's the culture. It's the leadership.
Terry walks through real examples of how legacy systems get in the way—from product specs that haven't been questioned in decades to organizational structures that reward risk avoidance over innovation.
He compares that with how Chinese OEMs are approaching development differently. They make faster decisions, rely less on in-house development, and focus on speed and learning rather than perfection. They're not immune to fear, he says, but they don't let it dictate the pace of progress.
But this isn't just a teardown of bad habits. Terry zooms in on what good leadership looks like today. It's not command-and-control. It's mission-first, culturally aware, and brutally honest. It's being willing to get "dragged across the hone"—his metaphor for the painful but necessary growth process. Because leaders who avoid discomfort? They stay dull.
There's also accountability. Terry learned it early, growing up on a dairy farm, where cows—and their mess—don't wait for permission. You get the job done, period.
That same mindset carried him through the plant floor at GM, where he once let loose in a way he thought would end his career, only to be welcomed with applause. Not because he lost his temper, but because he finally spoke the language of the plant.
Jan and Terry talk honestly about the cultural gaps that legacy auto still hasn't closed. Technology? Finance? Those are solvable. However, if the leadership culture stays frozen in time, no investment will be enough.
In the end, one thing is clear: you can't lead the future of automotive using the same culture that got you here. If the industry wants to survive the disruption ahead, it needs leaders willing to question everything, especially the way things have always been done.
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