Volkswagen's growth strategy is organized around the NEW AUTO framework announced in 2021, which reframes the company's mission from vehicle manufacturer to "sustainable mobility provider" and commits the Group to a set of transformation targets extending to 2030. The strategy has four primary dimensions: electric vehicle product leadership, software and digital services development, geographic market recovery in China, and portfolio optimization through selective brand investments and disposals. Electric vehicle product leadership is the central pillar. Volkswagen has committed to investing the majority of its capital expenditure in EV development and manufacturing infrastructure, with a target of having 50% of European sales and 55% of North American sales be fully electric by 2030. The MEB platform — Volkswagen's dedicated electric vehicle architecture — underpins vehicles including the ID.3, ID.4, ID.5, and the Audi Q4 e-tron, and will be extended to a wider range of body styles and price points. The Group has also announced the SSP (Scalable Systems Platform) as the next-generation unified EV architecture intended to replace MEB from the late 2020s, potentially enabling significantly more capable software integration and autonomous driving functionality. Software and digital services transformation through CARIAD remains a strategic priority despite the organizational difficulties the subsidiary has experienced. The thesis — that owning the software stack enables subscription revenue, over-the-air updates, and differentiated digital experiences that create recurring revenue beyond vehicle sales — is compelling and represents a genuine strategic opportunity. Volkswagen has accelerated CARIAD's development by bringing in external software talent and entering partnerships with technology companies including Qualcomm and Horizon Robotics, acknowledging that purely internal development was too slow. China recovery is a strategic imperative. Volkswagen has announced dedicated EV models for the Chinese market developed specifically with local consumer preferences and feature expectations, recognizing that the products that resonate in Europe do not automatically succeed in China's more digitally sophisticated consumer environment. Partnerships with Chinese technology companies for in-vehicle software and digital ecosystems are central to this strategy. Portfolio management is a quieter but financially significant growth lever. The Porsche IPO established a template for unlocking value in premium brands. The Group has evaluated and continues to evaluate the optimal structure for brands whose strategic fit or financial contribution is suboptimal, with potential consolidation or divestiture of smaller or underperforming brands representing a source of capital for core EV transformation investment.