Building Mobility Ventures with Jaguar Landrover


Ride sharing and self-driving vehicles will redefine car ownership. As a result car manufacturers have to transform into mobility providers in order to stay competitive. Jaguar Land Rover challenged us to help them identify and bring new ideas to market outside the traditional car manufacturing space, taking our studio approach to test multiple ideas in parallel.


Build multiple startups in parallel, using proven entrepreneurs to rapidly test new markets and business models. Meanwhile, invest in developing new startup skills and structure within the Jaguar Landrover Mobility Team to begin applying the entrepreneurial approach.

Building Skills and Businesses 

By building teams of our proven, serial entrepreneurs, we began rapidly scoping and testing new market opportunities such as “peer-to-peer car sharing”.

Through our Venture Validation process, we identified clear trends that we could leverage, found new customer segments, identified clear pain-points and unmet needs to service within these “opportunity spaces”.

Once identified, we used an experimental approach, iterating towards the strongest solution, business model and fastest route to market.

In parallel, we upskilled a crack team of Jaguar Land Rover employees. We trained them to apply best-in-class startup methodologies to rigorously test new propositions and quickly kill those that don’t work while accelerating those which demonstrate real problem/solution fit.

Once they had gained proficiency, we embedded them within each new venture to couple their deep industry insight with our entrepreneurs skills for even faster execution.

With the development of new apps and on-demand services, InMotion provides us with an opportunity to provide engaging and invaluable experiences to both new and existing customers globally.
Adrian Hallmark
Group Strategy Director, Jaguar Land Rover

Capitalising on Key Trends

Taking this approach and applying it to 3 opportunity spaces, we quickly threw our ideas against the market to validate which propositions would have the most impact for JLR to invest in further:

  • Falling Car Ownership: rapidly gathering data from over 87 interviews, 16 ride-along commutes and 10 experiments, we gained initial validation for our new car membership proposition. By partnering with a leading car dealer who could provide a full fleet, our team expedited an MVP to test the end-to-end proposition.
  • Commute Ride Sharing: an idea which worked on paper, but was quickly disproved when testing in the market with real customers; we were able to rapidly invalidate the proposition. In just 2 months we proved the market was not yet ready for this kind of behaviour; allowing us to quickly reallocate resource to test new ventures.
  • Peer-to-Peer Car Sharing: we started with a Lease-to-Share proposition, but within weeks demonstrated a lack of customer demand and a sustainable business model. However, by exploring this proposition we unearthed a real need and behaviour customers were ready for. We moved to develop a new car-sharing platform, which built on existing friends and family car sharing behaviours. We secured an insurance partnership to deliver this viral proposition and the venture was named one of Disruptor Daily’s “Top 10 InsurTech Startups to Watch in 2017”.


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