This study investigates the integration of Agile approaches with hightech advancements such as digitalisation, automation, interconnected systems, and IoT within the automotive industry.

The primary aim is to provide a comprehensive framework for Agile approaches tailored to the advanced automotive industry. It addresses the growing need for adaptability in development processes to meet market demands and rapid technological overevolving as vehicles transform into computers on wheels.

The study begins with a thorough literature review of both Agile approaches and emerging industrial technologies. This theoretical foundation identifies gaps in existing research and underscores the necessity for a framework to integrate agile approaches with high techniques.

Empirical data were collected by a qualitative case study, through interviews with professionals from large, global automotive companies, including Volvo Cars and Volvo Construction Equipment (VCE). These interviews provided realworld insights into Agile approaches' opportunities, challenges, and tailoring to meet industryspecific needs.

A framework for agile implementation in the automotive industry is constructed and comprised of an extensive literature review and profound insights from the results of the content analysis of the interviews. This framework emphasises cultivating an Agile mindset, leveraging modern technologies, fostering customer collaboration, streamlining documentation processes, embracing changes promptly, improving planning methodologies, increasing flexibility, and acquiring relevant skills.

Key findings reveal that process development methods must evolve alongside advancing technologies. Industries must adapt by tailoring Agile approaches and incorporating hybrid approaches, as reverting to previous methods is not a choice.

This research contributes to both theory and practice by providing a comprehensive framework for Agile approaches in the automotive industry. It bridges the gap between hightech solutions and Agile approaches, offering actionable insights for enhancing the development process, operation and operation, and competitiveness. Despite its contributions, the study acknowledges limitations, such as focusing on large automotive companies in Sweden and relying on just only a qualitative approach. These factors may impact the generalizability of the findings.

Future research should expand the scope, incorporate mixed methods, and validate the framework in diverse industrial settings.