AI, climate change and geopolitical shifts are reconfiguring the global economy. We’ve mapped where value is moving over the next decade, so you can build a future-ready business to capture it.
Creating new customer needs and preferences. Forging new markets. Enabling new business models. Attracting new competitors. And blurring the boundaries of sectors and industries.
It’s time to look for growth in new places.
It’s time to explore new domains of growth—markets where companies work across sector boundaries to meet fundamental human needs. Like how we feed and care for ourselves, move, make and build things, and how we fuel and power it all.
Scroll on to understand how these domains will form and grow. And discover how to seize your share of the value in motion.
See the shifts
To see which domains hold opportunity for you, select your industry/sector and region, or click on the graphic below.
Tap an industry and swipe left on the chart below to see how it will transform into a domain.
Source: PwC research and analysis
Select from the nine domains below to learn how they are forming, the size of the opportunity and how to seize the value in motion.
To meet customers’ needs for safe, efficient, affordable transportation, mobility players are tapping into clean tech and digital solutions.
The way we move goods and people around cities, nations and the planet depends on enterprises in many sectors. Consider the array of businesses involved in supplying cars: mining companies, parts makers, auto OEMs, logistics companies, banks. Although these enterprises work together, they largely specialise in segments of the automotive value chain.
Now, megatrends like AI adoption and climate change are pushing companies that serve road, rail, air and sea transport to redevelop their value chains. Non-industry players, like tech companies, await them as potential competitors—or collaborators—in this new world. As these efforts fundamentally reconfigure traditional sectors, a domain of growth is forming around how people and goods move.
Collaboration across sectors will result in creative new answers to mobility needs. Consider electrification: the shift to electric powertrains is accelerating as an extensive ecosystem of companies works together to ramp up mineral supplies, battery production and charging infrastructure. Looking ahead, legacy players, such as OEMs and component manufacturers, will team up with newer participants like payment-system providers and energy services firms. For companies, success will depend in part on how well they manage relationships with diverse partners.
All this change is putting significant value into motion. PwC analysis suggests that in the transportation sector, some US$425 billion of revenues could be redistributed among companies in 2025 as they reinvent their business models.
Further growth opportunities will develop as megatrends alter existing mobility preferences and create new ones. Rising demand for autonomous vehicles (AVs)—robotaxis and robotrucks, drones, and even industrial machines like forklifts—will open all sorts of value-creation pathways for manufacturers, telecom players, infrastructure providers and other entities. A transition to circular business models in domains such as Make or Build would require new logistics solutions.
The range of activities and businesses involved in the Move domain extends well beyond the scope of any single industry. In a baseline scenario for economic growth, we project that the Move domain will contribute $5.86 trillion to global GDP in 2035.
Global megatrends will have a powerful influence on what the Move domain looks like in 2035—but the nature of that influence is difficult to predict.
To help business leaders appreciate the range of potential outcomes, we modelled the economic impact of technological disruption from AI and from climate change under three divergent scenarios. The result is an outlook in which the size of the Move domain ranges from $5.83 trillion to $6.41 trillion, and business growth opportunities vary considerably.
Capture the value
The way we move goods and people around cities, nations and the planet depends on enterprises in many sectors. Consider the array of businesses involved in supplying cars: mining companies, parts makers, auto OEMs, logistics companies, banks. Although these enterprises work together, they largely specialise in segments of the automotive value chain.
Now, megatrends like AI adoption and climate change are pushing companies that serve road, rail, air and sea transport to redevelop their value chains. Non-industry players, like tech companies, await them as potential competitors—or collaborators—in this new world. As these efforts fundamentally reconfigure traditional sectors, a domain of growth is forming around how people and goods move.
Collaboration across sectors will result in creative new answers to mobility needs. Consider electrification: the shift to electric powertrains is accelerating as an extensive ecosystem of companies works together to ramp up mineral supplies, battery production and charging infrastructure. Looking ahead, legacy players, such as OEMs and component manufacturers, will team up with newer participants like payment-system providers and energy services firms. For companies, success will depend in part on how well they manage relationships with diverse partners.
All this change is putting significant value into motion. PwC analysis suggests that in the transportation sector, some US$425 billion of revenues could be redistributed among companies in 2025 as they reinvent their business models.
Further growth opportunities will develop as megatrends alter existing mobility preferences and create new ones. Rising demand for autonomous vehicles (AVs)—robotaxis and robotrucks, drones, and even industrial machines like forklifts—will open all sorts of value-creation pathways for manufacturers, telecom players, infrastructure providers and other entities. A transition to circular business models in domains such as Make or Build would require new logistics solutions.
The range of activities and businesses involved in the Move domain extends well beyond the scope of any single industry. In a baseline scenario for economic growth, we project that the Move domain will contribute $5.86 trillion to global GDP in 2035.
Global megatrends will have a powerful influence on what the Move domain looks like in 2035—but the nature of that influence is difficult to predict.
To help business leaders appreciate the range of potential outcomes, we modelled the economic impact of technological disruption from AI and from climate change under three divergent scenarios. The result is an outlook in which the size of the Move domain ranges from $5.83 trillion to $6.41 trillion, and business growth opportunities vary considerably.
Capture the value
Businesses that grasp the full potential of the Move domain will have the edge in 2035.
The nature and scale of the new business opportunities that emerge in the Move domain will depend on how AI adoption and climate action progress. Your strategy should account for a range of possible outcomes.
Three scenarios can help leaders in the Move domain consider what the future might bring.
In Trust-Based Transformation, a coordinated, conscientious approach to tech deployment and climate response fosters productivity growth, job creation and environmental health.
In Tense Transition, regionalisation and nationalism give rise to technology systems and sustainability efforts that deliver benefits without the economies of global scale.
In Turbulent Times, atomised interests, divisive uses of technology, and suspended sustainability initiatives hamper economic growth.
Learn more about the three divergent tomorrows.
Global baseline 2035
Source: PwC research and analysis
Select a bar below to see projected values and how each scenario might influence the Move domain.
Source: PwC research and analysis
Pro-environment regulations and incentives accelerate the transition to EVs, and companies along the value chain optimise the productivity of assets and materials through circular design. Public and private investment flows into transportation infrastructure. Autonomous systems improve with advances in AI, 5G and sensor technology—leading to greater road safety, reduced congestion and lower CO2 emissions. Shared mobility, which increases as private vehicle ownership declines, yields further environmental benefits.
Select a bar below to see projected values and how each scenario might influence the Move domain.
The projected growth of the Move domain varies greatly, not just across future scenarios but among regions and territories, too. Knowing where opportunities are likely to emerge—and where they might be overlooked—can help companies target geographies, design offerings and retool their business models.
Global value
Source: PwC research and analysis
Regional clusters depicted above are based on IIASA research data and ISO mapping and do not represent the structure of the PwC network or where PwC member firms are incorporated and operate.
In a future of divergent possibilities, imagining new ways to create value can help reframe how we think about viable business models, products and services.
Regardless of the scenario, leaders can act now to ensure they succeed in the decade ahead.
Fast-forward a decade. What sorts of innovative offerings might generate outsize value for companies in the Move domain? To help leaders expand their thinking, we’ve imagined hypothetical businesses in the context of the three scenarios.
In a pro-automation, pro-sustainability regulatory environment and with support from local government, a company works with a transport ministry to create and operate a multimodal urban mobility system and platform. This integrated service features a range of 24/7 urban transport options, both private (e-bikes and autonomous cars) and public (roboshuttles, buses). In line with local mandates and individuals’ needs, the platform uses AI-powered analytics to assess live data about mobility patterns and suggest quick, safe routes and modes of transport. The company tracks use and performance against municipal targets and adjusts its service mix and pricing accordingly.
Who’s got the edge?
Future growth area
Autonomous last-mile delivery of goods to consumers and energy storage as a service, made possible through coordinated management of batteries in fleet vehicles and charging stations
These quick-hit concepts—some of them suited for just one future scenario, others for more—offer additional inspiration for business model innovation.
Automated, predictive platform for EV recycling
Seamless multimodal travel agency offerings
Inexpensive and long-lasting transportation systems
Specialised forms of mobility on demand that cater to the needs of an ageing population
High-performance cars engineered under low environmental standards
Software platforms for mobility-as-a-service offerings
Accelerate your reinvention
The process of reinvention needs to start now, with a focus on priorities that respond to the reconfiguration that’s already underway. This means driving hard towards a set of innovation imperatives, securing competitive advantages in areas such as technology and trust, and turning obstacles such as climate threats into enablers of growth.
Get in touch with HaraldHow to win in the Move domain
Future-proof your business model
Business model reinvention starts with product innovation. With profit margins under pressure, many OEMs will want to explore flexible, expansive XaaS-based offerings for software-defined vehicles (which allow owners to enhance their in-car experience with downloadable features and settings). Building a business around such offerings requires OEMs to collaborate with tech companies on integrated digital solutions, and to redistribute R&D expenses into frequent hardware and software updates rather than today’s five- to eight-year product cycles. Authorities must promote AV safety and innovation in their regulatory frameworks and offer clear guidelines and incentives for clean mobility.
Transit operators and infrastructure developers need to future-proof their business models to support smart city initiatives-focusing on improving data use, integrating EV infrastructure and ensuring their systems can operate compatibly with multiple transport modes. Fleet managers should improve the total cost of ownership by using AI to monitor prices of electricity and fuel and to adjust charging and vehicle operations. City authorities and the private sector should create holistic urban ecosystems around shared AVs, and coordinate mobility, sustainability and infrastructure planning.
Insight
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A decade of value in motion, marked by reconfiguration and innovation, awaits. Seize the moment to extend your lead—or to catch up to rivals.
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Capturing value in the new mobility domain of growth.
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The business landscape is changing rapidly. Imagining your company under three profoundly different scenarios will help you locate opportunity.
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