R&D as a Strategic Factor in Taking Control of General Motors’ Destiny

By Sven A. Beiker, Robert A. Burgelman, William Tomás Conte, Laura Peterson, Madeline Skrocki, Dominique Williams, Ritchie Yang
2026 | Case No. SM412 | Length 16 pgs.

General Motors, a legacy automaker with a revered history of engineering talent and research innovation, faced a number of complex strategic decisions in the mid-2020s. This case examines how GM’s research and development strategy addressed seismic changes in the automotive industry, amid the ongoing shift towards electric vehicles, autonomous mobility, and software-defined, AI-enabled technology.

GM’s highly profitable truck and internal combustion engine businesses had long been the backbone of the company, yet reliance on those businesses could reinforce legacy priorities and constrain investment in emerging capabilities. What did GM leadership need to do to compete with technology-oriented automakers like Tesla, as well as new competition from China’s EV sector? Ultimately, how would GM reposition and transform both the company and its R&D team to compete across the new software-defined automotive industry?

Learning Objective

This case study aims to equip students with a comprehensive understanding of GM’s a legacy automaker’s strategic response to the rapidly evolving automotive landscape. Students will be able to analyze the implications of shifting market dynamics, assess the impact of technological innovations on the existing organizational structure, and evaluate new strategies for integrating R&D capabilities – fostering critical thinking for addressing complex industry challenges.
This material is available for download by current Stanford GSB students, faculty, and staff, as well as Stanford GSB alumni. For inquires, contact the Case Writing Office. Download

Related