How has Learning in the Automotive Design industry and at Konzepthaus changed over the last 10 years?
Ten years ago, Mobility Design ran on long hardware cycles, stable toolchains, and clear craft disciplines. Learning could be episodic: a training day, check the box, return to work. Today, that model is dead.
Why? Because the work itself shifted. From product design to holistic ecosystems, from hardware cycles to software-defined iteration, from stable tools to AI-accelerated workflows, and from siloed craft tocross-functional delivery under constant pressure.
Still, most Learning providers kept running the same playbook: generic training modules that don’t understand Mobility Design, aging technical courses designed for a world that no longer exists, and one-off training events that assume people have time to “step away and learn.”
There’s a gap between what is offered, and what is required. And it’s widening.
We saw that, and that’s why we rebuilt Haus of Learning from scratch. Not to flood the market with more trainings, but to solve the actual problem. Studios don’t need off-the-rack, isolated trainings. They need a tailored, comprehensive Learning infrastructure.
Where do you see Learning in the Automotive Design industry and at Konzepthaus heading in the next 10 years?
The next decade won’t reward the most creative studios. It will reward the fastest-learning studios. The ones that can absorb new tools, align cross-functional teams, and make good decisions under uncertainty.
That means four shifts. Firstly, Learning becomes infrastructure. Not a perk or a programme, but a competitive capability that’s always running. Secondly, AI literacy becomes leadership literacy. Design leaders must make real calls on ethics, toolchains, and delivery models, not just “be inspired by trends”. Additionally, applied, cohort-based leadership development replaces generic MBA content. Real assessment, real outputs, real board fluency. Not theory. And lastly: speed and coherence become the talent advantage, not raw creativity alone.
That’s why, at Konzepthaus, we’re building a dynamic portfolio of different Learning experiences: from cohort-based hybrid Learning across a calendar year, to always-on subscription models. We are not guessing what the market needs. We are building what we’ve learned studios truly need through the past decade of recruiting, consulting, and delivery.
What’s one lesson Konzepthaus has learned over the last 10 years that has helped it grow, see things differently, or set itself up for the next decade?
Solve the real problem, not the obvious one.
Konzepthaus started in Recruiting and studios would ask us to find designers. But the more we worked with them, the clearer it became: the problem for design studios wasn’t finding talent alone, it was building capability.
So when we built Haus of Learning, we didn’t start with “what training can we sell?”. We started with: “What capability do studios need to survive the next decade, and how do we build infrastructure that delivers it?”.
That’s the lesson. And that’s what Learning has become at Konzepthaus: the strategic combination of ten years of progressively deeper insight into how mobility studios operate.
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