In an era of profound transformation, Porsche continues to chart a successful course, with a consistent focus on innovation, sustainability, and maintaining its position as a luxury automotive brand. Oliver Blume, Chairman of the Executive Board, reflects on his eight years at the helm, discussing how teamwork, strategy, and planning have driven Porsche to record achievements, and how the company is navigating the shift toward electric mobility and sustainability.

Mr. Blume, Porsche has again achieved record figures in your eighth year as Chairman of the Executive Board. How does this multi-year success story make you feel?

Oliver Blume: Success is always the result of teamwork. And we’re a strong team. We’ve continued to develop Porsche over the years, finding new motivation with each success. At the heart of it all are our products, which combine Porsche values with state-of-the-art technology. It’s about thrilling our customers and fulfilling their dreams with each car. Financial success is a byproduct of strategic planning. We’ve managed to more than double our sales revenue and operating profit in recent years. But there are no coincidences in the automotive industry—success requires careful planning. We have a consistent strategy with a concrete concept for execution. Like in motorsport, every race starts at the line, and we need to refocus our efforts each time to ensure we’re the first to cross the finish line.

You say success takes planning. Do you have a secret formula for this?

Blume: I don’t have a secret formula, but I do have a method. First, analyze the situation precisely. Second, prioritize topics and responsibilities. Third, make decisions strategically and implement them with determination. I provide our teams with guardrails for guidance but also give them the freedom to develop their ideas and work entrepreneurially. The key to success is everyone working for the benefit of the team, the company, and our customers. It’s all about the right mindset and team spirit.

So it’s about pragmatic guidelines rather than visionary ones?

Blume: It ultimately comes down to pragmatism, especially in times like these. Ambitious but achievable targets are essential. I’m a pragmatic manager who thinks big but plans in stages. It’s like preparing for a hike—you organize your gear, pack carefully, and get started. You don’t need to know the exact shape of the final leg when you begin; what’s important is to get started and make decisions based on the situation. Our strategy shows the way, and our annual priorities shape the stages. The summit is our goal, and we approach it step by step.

Does that make transformation a competition in stages?

Blume: Absolutely. Transformation in the automotive sector is the biggest upheaval we’ve ever seen, especially around digitalization, sustainability, and electric mobility. It’s not just about changing technology but also reorganizing and updating processes. We’re about a third of the way through this transformation, which will span more than 15 years. There’s still a lot to do, like improving the efficiency of electric mobility, expanding renewable energy use, building charging infrastructure, and decarbonizing our operations. Our product strategy takes these different transformation speeds into account. Electric sports cars are a clear priority, but we’ll continue offering combustion engine cars and hybrids throughout this period.

What role does courage play in this transformation?

Blume: It takes a lot of courage. At Porsche, we entered electric mobility at the end of 2015, which was early for the industry. The decision to develop the Taycan required significant investment, and not everyone was sure it was the right path for Porsche. But when the Taycan factory opened in 2019 and its global premiere was a success, it became clear that we made the right decision. We had produced the 100,000th Taycan by the end of 2022, and in 2023 alone, we built over 40,000 cars during the last cycle year of the first generation. Now, the new Taycan is setting technological benchmarks.

Is Porsche’s electrification ambition part of a larger plan?

Blume: Yes, it’s part of our long-term vision. Our goal is for more than 80 percent of our new cars to be fully electrified by 2030, depending on customer demand and the development of electric mobility. In addition to the second-generation Taycan, we’re also launching the all-electric Macan in 2024. Both vehicles redefine the sports car in their respective segments.

You’ve positioned Porsche as a luxury brand. How do you define luxury?

Blume: For Porsche, luxury is a combination of iconic legacy and cutting-edge innovation. Our sports cars offer exceptional design, quality, and performance, along with a unique, personalized experience. Luxury also includes responsibility. Porsche assumes responsibility for sustainability and for contributing to society. That’s part of what makes Porsche a luxury brand—our commitment to innovation, longevity, and social responsibility.

Sustainability is important to Porsche. Can you share your vision for the future?

Blume: Sustainability is one of the most pressing responsibilities of our time. Porsche is committed to achieving a net carbon-neutral value chain by 2030. We’re working on high-performance battery cells with our subsidiary, Cellforce Group, which will enhance the efficiency of our electric sports cars. We’re also investing in eFuels, which can make combustion engines nearly carbon-neutral. Our eFuels pilot facility in Chile has been producing synthetic fuel since the end of 2022. We’re also exploring new technologies, like Direct Air Capture (DAC), to help achieve global climate goals. Sustainability is deeply personal to me, and Porsche is dedicated to making a difference.

Through Oliver Blume’s leadership, Porsche continues to lead the way in innovation and sustainability, balancing tradition with a bold vision for the future. Porsche is setting ambitious goals, and with its focus on teamwork, planning, and transformation, it’s clear the brand is charging toward a bright, electrified future.