I am going to provide you with a text that was written in 2008. I want you to update the text and adjust it to 2023 so it will be relevant and up to date.

As some U.S. automakers face inevitable restructuring, the key questions are what should they become?  What is the best way to do it?  The answer depends on what battle they think they are fighting.  In simplest terms:  should they build better cars?  Build cars better?  Build cars?
Consider the battles U.S. automakers have fought against the Japanese and other automakers.  How has Detroit done in:  design?  quality? productivity? brand building?  Given the steady loss of market share and margin, they seem to be losing.  There are a variety of reasons, some of their own making and some not.
There is one battle worth winning more than the others – the battle of ideas.  U.S. automakers need to outperform the competition in one definitive way – systematically develop and deploy a steady, uninterrupted stream of novel ideas and inventions across all aspects of their business.  At the risk of falling deep into the “easier-said-than-done” category, I offer my blueprint for change for U.S. automakers: reframe, retrain, and redeploy…a model based on my own experience.
REFRAME
Automakers should reframe their internal corporate culture as a first step.  The culture of a company is both a blessing and a curse.  It is a blessing because it defines the shared values and norms of how  employees relate to each other and the company’s mission.  It is a curse because it makes change difficult.  The U.S. automakers are no different.  Resistance is strong.  Like any large company, automakers  have ingrained cultures, inbred thinking, fear of job loss, and risk aversion.  The industry has many stakeholders to appease: unions, suppliers, regulators, retirees, and now…the U.S. government.
To reframe, I recommend the Competing Values framework by NAME_1 at the University of Michigan.  This model outlines a company’s “innovation genome” defined by four quadrants as show below.  
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To use the model, companies start with an assessment tool to learn which quadrant defines its dominant behavior.  Next, the companies need to adopt behaviors from the other quadrants to counterbalance and complement its dominant quadrant.  Auto makers, in my view, are squarely in the Control Quadrant.  To reframe, they need a plan of change (to include a new staffing model) to instill behaviors from the Create, Collaborate, and Compete quadrants.  Without this, the next two steps will n Give two different versions of responses. Please separate the responses with 6 asterisk symbols: ******.
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