Marking Our Progress Midway Through 2023
I knew 2023 would be full of pivotal moments marking our #electric, #autonomous and #software-defined vehicle momentum. As we prepare for a strong second half of the year, it’s a good time to highlight the outstanding accomplishments of the General Motors team so far.
Customer demand for our vehicles is driving strong financial results, we’re increasing #EV production, and we’re embracing software innovations that will dramatically change the customer experience and our growth potential.
I’m proud of how far we’ve come on our journey to transform into a technology-driven company that will enable a world with zero crashes, zero emissions and zero congestion.
Even through challenges, the way this team has responded shows the best of GM – our focus, adaptability and commitment. We are learning and adjusting with a speed that proves we know what it takes to win.
There’s no doubt that we are in a critical phase of our transition. In fact, the significant investments we are making in EV, AV and software technologies have laid a strong foundation for success as we focus on major milestones in 2025 and beyond:
– We’re launching winning EVs for our customers
Offering more customer choice is how our company claimed industry leadership a century ago; it’s how we intend to win in EVs. By year-end, we’ll have nine models in the market when you include those we’ve already launched. Soon, we’ll deliver the Chevrolet Silverado EV Work Truck to the first of 350 waiting fleet customers. In test-drives, media praised its capabilities, including its 450 miles of range.
All of this is possible because of our Ultium platform – the backbone of our new EVs – and our incredible design, engineering and manufacturing teams.
The Chevrolet Blazer and Equinox EVs are arriving next, and we’ve announced that we’ll reveal the Cadillac Escalade IQ in August. We also continue to invest in the full EV ecosystem to encourage greater EV adoption, such as our recent decision to adopt the NACS charging standard that gives GM customers access to the Tesla Supercharger network.
– We’re building a strong and secure supply chain
With the expertise and ingenuity of our purchasing and supply chain teams, we are building a vertically integrated EV supply chain that is on-shored or ally-shored so we can control our own destiny on critical EV components and support our 2025 EV production targets.
We’re investing $7 billion in the first three Ultium Cells LLC joint venture plants in Ohio, Tennessee, and Michigan, creating thousands of new jobs. This month, we announced a new collaboration with Samsung SDI to build a fourth JV cell plant in Indiana.
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– We’re advancing hands-free driver assistance technology and software
Our Super Cruise hands-free advanced driver assistance system sets the bar for performance while being safely deployed on 400,000 miles of highways in the U.S. and Canada. It’s a great example of how we are using software to give customers an amazing experience while generating recurring revenue, and you’ll see more as we bring our new Ultifi software platform to life in upcoming vehicles.
Our software and digital business initiatives will accelerate under the leadership of Mike Abbott, our new executive vice president of software.
– Driving growth beyond the vehicle
We are unleashing our technology to drive growth beyond our vehicles. The Ultium platform has put our BrightDrop last-mile commercial delivery business on track to be one of the fastest companies to ever reach $1 billion in revenue.
The GM Energy team has seized Ultium’s potential to envision an energy ecosystem of charging stations, dedicated backup home power and new products to help create a more resilient grid.
Just this week, we saw how GM Energy’s offerings continue to expand, making energy management and access to off-grid power easier. This is a game changer for EV owners who want greater control over their energy independence and resiliency.
Keep in mind, we are doing this while continuing to drive excellence in our core business. This month, we announced more than $2.3 billion in investments across five plants in the U.S. and Canada to build the next generation of full-size trucks and SUVs. And GM also received the most model-level awards in initial quality by a parent corporation from J.D. Power .
With a rich history and a bright future, we are focused on transforming GM on our own terms – and we are redefining what success looks like along the way.
We know what it takes to win and I'm so proud to share this journey with the GM team.
Technical Advisor at Wabtec Corporation
4wHas anybody tried to figure out WHAT we are going to do with all of the expended Batteries in the next 3 to 10 years. Where are you going to put them where they won't pollute the Earth and the Water Table. Seriously, what's the plan? is there a plan?
I help Manufacturing Leaders GET SH*T DONE and win.
2moAlways looking for the next step in innovation.
Vice President / Owner V2 Systems
3moSo you spend $160 K on a car that finally comes in, the Corvette Z06, and GM loses the CO ( certificate of origin) you pay in full, and can't get the CAR, you wait a week still nothing it just sits there. Nothing the dealer can do; no one at GM cares. Circles of nothing. They don’t care about their long-time Corvette customers' time to buy something else #corvette #GM Mary! Oh, and then you screw me out of 500,000 GM points Time to start buying a Porsche\
Aluno na Instituto Médio Industrial de Luanda
10moHello, Mary.
Senior Chemical Engineer at General Motors
10moDear Ms. Barra, I noticed in your LinkedIn Progress report a mention of quality in its final sentence. I would humbly suggest that the prominence of this mention could be enhanced by positioning it at the forefront of both your reports and interviews. The recent newsletter has prompted thoughts about the broader challenges facing GM, and I am intrigued by your strategic approach to them. Firstly, the imperative development of a robust charging infrastructure must mirror the ubiquity of gas stations for effective car sales. It raises a concern whether this aspect is being adequately addressed in the broader Recovery Plan. Should the Federal Government not be the driving force, who then? Secondly, the question of recycling used batteries looms large. Responsible disposal is essential, and I wonder what steps GM is taking to address this looming concern. Lastly, GM's stance on solid-state batteries intrigues me. In light of Toyota's promising advancements, including a 925-mile range and rapid 10-minute recharge, how does GM plan to assert its competitive edge? I appreciate your time and consideration on these matters. Your strategic insights on these challenges would greatly enlighten many, including myself. Steven Magryta