Take connectivity, for example: the increasing complexity comes from the different communication protocols. These provide numerous attack vectors and surfaces. Engineers need to be aware of this. Training is essential. But development processes also need to be set up and adhered to in a disciplined manner. To this end, we also teach how to deal with new standards, regulations and, above all, good practice.

Traditionally, OEMs and their suppliers came to UL for physical testing. More and more, they are also turning to UL Solutions as a trusted brand for additional help with the complex systems they are developing. Physical testing is still important. We saw this recently in Florida after the hurricane. Electrically propelled vehicles that were flooded with salt water spontaneously caught fire. But the software-defined car requires more and more validation and verification than just physical testing. That's because the complexity of the software outgrows the physical parts of the vehicle.

And OEMs are finding that the traditional way of developing products is far too expensive. They need to change their development methods. And this is essentially done through stringent processes. Here, OEMs are demanding much more support up front. They want a trusted partner to help them bring safe and reliable vehicles to market in all operating environments right from the start.

The beauty of bringing together the capabilities of DTL, kVA, MethodPark and Kugler Maag Cie is that we can help the industry with its toughest problems and the biggest and most complex issues. And we're always mission-driven because we're owned by the nonprofit.

Prior to the acquisition, I knew how good Kugler Maag Cie was, with capabilities in cybersecurity, functional safety, E/E architecture, and all the complex areas of a vehicle. But every day when I talk to new colleagues, I discover more and more capabilities. And when I talk to them and hear what they're doing, I think, oh my gosh, this is fantastic! I feel like Kugler Maag Cie has found a really good way to share expertise by having overarching communities of practice. My vision is that we expand those communities to more topics and throughout the COU as they come up, right?

Three years ago, I was the fourth employee to be hired in the Automotive business unit. I'm a bit entrepreneurial, so I find it really exciting to start something from scratch. I also like the different cultures of the many small businesses around the world. Each company you enter has its own culture that is guided by UL's mission and values. I like the concept of many different cultures and people where I can learn all about them.

I’m a member of the board of directors of Enertech Capital, which is a venture capital fund that invests in pretty early on startups. This really gives me the opportunity to hear about cutting edge companies on a regular basis and helps me keep on top of what's coming down the pipe.

And then I am also blessed to have the opportunity to interact with the special needs community. What I get out of this engagement is a positive attitude. With a positive spirit, I can really listen to a colleague or a customer. Only when I can see them as a person do I feel able to fully understand their ideas, concepts and needs.

They should probably focus on continuous learning. This is because they need to be adaptable. One way to do this is to try to diversify your thinking as much as possible. And listen. Sometimes it helps to listen before you speak to really understand what another person can contribute to complete your picture.

Software-defined vehicles communicate and interact permanently and simultaneously with other vehicles, with the infrastructures of traffic and telecommunications, and with back-end systems (4)(2)(8). Connected cars thus constitute systems of systems within their surroundings – like an assortment of randomly encountered systems. These systems are provided by different industry stakeholders, who have their own product philosophies, paradigms, and respective development cycles within their respective sectors of industry. As a result, manufacturers are no longer in a position to specify the entire end-to-end functions of their systems; actual specifications are now dictated on the road – and they change, even in real time (6). Embedded development must therefore gear itself to developing reliable systems for this open and dynamic environment (7)(10).

E/E task Ensure the robustness of the architecture to handle varying service requests.

Opportunity versus risk: As in many areas, with software-defined vehicles these two factors are inseparable. Any line of code that is required to enable a function can potentially become a cyber security risk (9). One way to avoid this dilemma is to establish the appropriate vehicle architecture (6) in conjunction with disciplined engineering (7). Early design decisions relating to vehicle architecture will determine how easy it will be for services to function in the future. They also dictate which areas might be affected by services. Vehicle architecture therefore influences many decisions that will be taken later on down the line, and they will stay with developers and engineers throughout the lifetime of a vehicle.

E/E task Design performant architectures that can be partitioned and updated. 

We open apps because we’re hoping to find a solution. No matter what systems are working in the background to deliver a digital service, we expect the user experience (UX) to be seamless. A smooth UX is only possible, however, if all functions work together in harmony. Alignment between systems requires a huge amount of groundwork. Architectures (6) inside and outside of the vehicle must be robust and clearly oriented around service provision, and collaboration between service teams has to work smoothly (8). That might be more easily said than done, because service orientation only works with the right organization and structures in place – and the right focus on processes. In addition, rather than departmental silos, horizontal technologies require organizations that are fully integrated.

E/E task Synchronize technologies with both services and the process-oriented organization.  

According to their strategies, manufacturers are expected to generate significant sales from digital services. Micro services enable continuous cashflows (2), each comprising numerous small transactions. Individual services may be delivered by different service providers, each with different back-end infrastructures (8)(10). To succeed, the architecture of digital value chains must be structured horizontally and managed at every stage of the process (6)(9).

E/E task Keep services running smoothly, inside and outside the car.

Everything in a vehicle defined by software revolves around its architecture. Determining where a certain function will be performed within the vehicle architecture governs how opportunities and risks should be dealt with (3). Early design decisions have a direct impact on maintainability, extendibility, scalability, updateability, etc. They also dictate cyber security (9), of course, although it’s worth remembering that vehicles that depend on software cannot be fully specified in the SoS (1). Design decisions affect the resources that need to be invested in the future in order to make changes (2). Consequently, the subsequent success of a vehicle project depends fundamentally on the underlying concept phase.

E/E task Invest reasonable effort in designing future-proof vehicle and backend architectures.

Can anyone foresee how a design decision made today will affect future functions? To deal with complexity and uncertainty, automotive systems engineering (ASE) pulls together the different perspectives of all stakeholders and creates processes for coming up with solutions. This entails engineering discipline: Processes based on good practice lay a foundation for safely maintaining (9) and improving vehicles driven by software at a point in time ten years from now. In combination with automotive integrated development (AiD), which offers a blueprint upon which to base processes, this provides you with a consolidated picture linking factors relating to systems with aspects that drive the project and processes. ASE thus paves the way for a holistic approach to development, offering a useful tool for manufacturers to manage development projects transparently in unison with suppliers within the ecosystem (9).

E/E task Orchestrate project management, product development, production and fleet operations holistically.  

//Read more about automotive systems engineering 
//Read more about automotive integrated development

In order to offer attractive services in real time, a wide variety of domains, technologies, and paradigms must interact smoothly (4)(6). Service management ensures consistency in all areas: inside the vehicle itself, on back-end servers, and in the front-end. This is irrespective of who provides which service component within the ecosystem (10).

E/E task Establish an organization for cross-system service management. 

People won’t buy vehicles if they cannot be sure they are safe, they’re worried about losing money, or they place value on data security. This is where cybersecurity becomes important in providing reassurance. As early as the concept phase, engineers must ensure that vehicle architectures (6) and back-end systems (8) are robust enough to shield road users and other stakeholders, but also objects of value, from manipulation by third parties.

E/E task Keep the SW-defined vehicle secure throughout its lifetime. 

In the future, customers will choose vehicles based on the digital services they offer. Vehicles must be the product of ecosystems comprising dedicated developers, who are in a position to provide value-added services in a wide range of sectors of industry. To offer customers an integrated user experience, or UX (4), those services must function smoothly and without effort (8). The role of carmakers will thus be one of a systems integrator, more than today, as they orchestrate ecosystems in a kind of “coopetition,” partially collaborating but also partially competing in order to ensure all contributors to the ecosystem share a commitment to the same values.

E/E task Build a vibrant ecosystem that provides your fleet with attractive value-added services.