Volkswagen Could Launch an Electric GTI Next Year
Volkswagen entered the electric hot hatch niche about a year ago with the launch of the ID.3 GTX. However, it's now apparently working on an even spicier version carrying a far more iconic badge: GTI. Much like Porsche's electric Turbo models lack actual turbochargers, the ID.3 Grand Touring Injection will obviously not have fuel injectors. And while traditional GTIs are front-wheel drive, the ID.3 GTI will be rear-wheel drive. So much for tradition.
A new report from German magazine
Auto Motor und Sport
claims that the inaugural electric GTI will receive a modest power bump over the GTX. It's believed the zero-emissions GTI will deliver 335 hp, or just 13 hp more than the current flagship version. Rumor has it VW's engineers are planning significant updates to the chassis, steering, and suspension to make the ID.3 GTI more engaging to drive than the GTX.
According to
AMS
, the electric GTI wasn't part of the original plan. However,
VW
is now purportedly giving the ID.3 a second facelift to extend its life cycle. The reasoning behind this decision reportedly stems from the delay of its successor, the ninth-generation, electric-only Golf. Now due near the end of the decade, the Golf Mk9's postponement means the aging ID.3 will stick around longer than expected.
Indeed, the ID.3 debuted back in 2019 and received an update in 2023. To keep the EV competitive, a second, more comprehensive facelift is allegedly set for 2026, coinciding with the launch of the hotter GTI version. This update will reportedly bring the ID.3's design and tech more in line with the smaller ID.2.
Speaking of which, the
ID.2 GTI concept
(pictured below)
previewed VW's first electric car with a GTI badge. However, it appears the larger ID.3 GTI will beat it to market. The standard ID.2 is scheduled to go on sale next year in Germany with a base price around €25,000, but the GTI version will, of course, cost more. As for the ID.3 GTI, expect it to carry a premium over the current GTX, which starts at just over €47,000 at home in Deutschland.
Volkswagen ID. GTI Concept
44
Several other models have already received the GTX treatment in Europe. The ID.7 and ID.7 Tourer have
performance variants
, and even the
ID. Buzz GTX
minivan. It remains unclear whether the GTX branding will eventually be phased out in favor of the GTI name for potent EVs or if it will continue as a more affordable alternative.
We'll have to wait and see if VW will also put an R badge on its electric cars. If it's determined to launch an EV GTI, possibly with a
new GTI logo
where the "I" makes way for a lightning bolt, it likely doesn't have a problem introducing an EV R some years from now.
Catch Up With VW:
Volkswagen Is Making Less Money Because It's Selling More EVs
Volkswagen Could Give Ford More Reskinned Cars
Get the best news, reviews, columns, and more delivered straight to your inbox, daily.
back
Sign up
For more information, read our
Privacy Policy
and
Terms of Use
.
Source:
Auto Motor and Sport
Share this Story
Facebook
X
LinkedIn
Flipboard
Reddit
WhatsApp
E-Mail
Got a tip for us? Email:
tips@motor1.com
Join the conversation
(
)
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
11 minutes ago
- Forbes
New Study Reveals True AI Capabilities And Job Replacement Risk
The OECD has unveiled groundbreaking AI Capability Indicators that map artificial intelligence ... More progress against human abilities across nine key domains, revealing where AI currently stands and what's coming next. Imagine trying to navigate the digital transformation of your business using a compass that only points to "somewhere north." That's essentially what we've been doing with AI assessment until now. While tech companies have been throwing around impressive-sounding claims of superhuman performance in narrow tasks, business leaders and policymakers have been left squinting through the hype, trying to figure out what any of it actually means for the real world. The OECD has just delivered something we've desperately needed: a proper GPS system for AI capabilities. Their new AI Capability Indicators represent the most comprehensive attempt yet to create a standardized framework for understanding what AI can actually do compared to human abilities. Think of it as moving from vague headlines about "AI breakthrough" to having a detailed performance review that actually tells you something useful about real-world capabilities. Unlike the typical parade of cherry-picked benchmarks that dominate tech headlines, the OECD's approach cuts through the marketing noise. They've developed nine distinct capability scales that map AI progress against fundamental human abilities: Language, Social Interaction, Problem Solving, Creativity, Metacognition and Critical Thinking, Knowledge and Memory, Vision, Manipulation, and Robotic Intelligence. Each scale runs from Level 1 (basic, solved problems) to Level 5 (full human equivalence), with clear descriptions of what AI systems can actually accomplish at each stage. What makes this particularly helpful is how it sidesteps the technical jargon that usually makes AI assessment reports about as accessible as quantum physics textbooks. Instead of drowning in discussions of transformer architectures or neural network parameters, you get straightforward descriptions like whether an AI system can "adapt teaching methods to meet students' varying needs" or "handle objects of diverse shapes and materials in cluttered environments." The methodology behind these indicators is equally impressive. Over 50 experts across computer science and psychology spent five years developing this framework, combining rigorous academic research with practical, real-world applications. Here's where things get interesting and perhaps a bit sobering for those caught up in the AGI hype cycle. The assessment reveals that current AI systems are clustered around Levels 2 and 3 across most capabilities. We're not at the finish line; we're not even close to it. Large language models like ChatGPT score at Level 3 for language capabilities, meaning they can understand and generate semantic meaning with sophisticated knowledge, but they still struggle with analytical reasoning and have that persistent habit of confidently stating complete nonsense. It's like having a brilliant conversationalist who occasionally insists that gravity flows upward. In social interaction, even the most advanced systems barely reach Level 2. They can combine simple movements to express emotions and learn from interactions, but they're essentially sophisticated actors with no real understanding of the social dynamics they're performing. The vision capabilities tell an equally nuanced story. While AI can handle variations in lighting and target objects, performing multiple subtasks with known data variations (Level 3), it's still leagues away from the adaptable, learning-oriented visual intelligence that characterizes higher levels. For business leaders, this framework offers something really valuable: a reality check that cuts through vendor marketing speak. When a sales representative promises their AI solution will "revolutionize your operations," you can now ask pointed questions about which capability levels their system actually achieves and in which specific domains. The gap analysis between current AI capabilities and the requirements of specific business tasks becomes clearer when standardized benchmarks are in place. Consider customer service, where companies are deploying AI chatbots with the enthusiasm of gold rush prospectors. The OECD framework suggests that while AI can handle structured interactions reasonably well, anything requiring genuine social intelligence, nuanced problem-solving, or creative thinking quickly exposes current limitations. This doesn't mean AI isn't useful in customer service, but it helps set realistic expectations about what human oversight will still be necessary. It's the difference between using AI as a sophisticated tool versus expecting it to be a replacement employee. One approach leads to productivity gains; the other leads to customer complaints and public relations disasters. The framework also reveals opportunities that might not be immediately obvious. Areas where AI performs at Level 3 or higher represent genuine automation potential, while Level 2 capabilities suggest powerful augmentation opportunities. Smart businesses will use this intelligence to identify the low-hanging fruit while preparing for the longer-term implications of advancing capabilities. Perhaps nowhere are the implications more immediate and profound than in the field of education. The report's analysis of teaching capabilities reveals why educators are feeling simultaneously excited and terrified about AI's expanding role in classrooms. Many core teaching tasks require capabilities at Levels 4 and 5, particularly when it comes to adapting instruction to individual student needs or managing the complex social dynamics that make learning environments work. This creates a fascinating paradox worthy of a philosophy textbook: AI might be able to deliver standardized instruction more efficiently than humans, but the most transformational aspects of teaching, the inspiration, emotional connection, and creative problem-solving that actually change lives, remain firmly in human territory. The implications suggest we're heading toward a hybrid model that could fundamentally reshape education. AI handles routine instructional delivery, assessment, and administrative tasks, while humans focus on motivation, emotional support, creative problem-solving, and the kind of inspirational mentoring that transforms students into lifelong learners. This isn't displacement; it's specialization at a scale we've never seen before. The OECD's systematic approach provides something invaluable for strategic planning: a clear picture of what breakthrough capabilities we should be monitoring. The jump from Level 3 to Level 4 across multiple domains would represent a genuine inflection point, particularly in areas like creative problem-solving and social intelligence. What's especially revealing is how the framework illuminates the interconnectedness of different capabilities. True robotic intelligence, for instance, requires simultaneous advances across multiple domains. You can't have Level 5 robotic intelligence without corresponding progress in vision, manipulation, social interaction, and problem-solving. The framework also highlights capability areas where progress might stall or slow dramatically. Social interaction and creativity appear to have particularly steep curves between current performance and human-level capability. What the OECD has created is essentially a report card system for the AI age. Instead of being swept along by breathless predictions about artificial general intelligence arriving next week, we now have a framework for systematically tracking progress and understanding real-world implications. For businesses, this means more informed decisions about where to invest in AI capabilities and where to double down on human talent development. For policymakers, it provides a foundation for regulations and workforce planning grounded in evidence rather than science fiction. For educators, it offers a roadmap for preparing students for a world where human and artificial intelligence must work together effectively. The OECD framework isn't predicting exactly when AI will achieve human-level performance across all domains; that's still anyone's guess. Instead, it provides a common language for discussing AI capabilities and a systematic way to track progress that everyone, from CEOs to school principals, can understand and use. In a field notorious for moving fast and breaking things, having a reliable measurement system might just be what is needed.
Entrepreneur
18 minutes ago
- Entrepreneur
Breaking the Cycle of Early Business Failure: Centida BI & Analytics on the Power of Data-Driven Planning
When organizations lack the tools to adjust plans based on shifting market realities, it doesn't matter if due to new regulations, inflation spikes, or geopolitical developments, they're planning blind You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. Numerous new businesses open doors with ambition, vision, and optimism every year. Unfortunately, approximately 20% fail within the first year. Similarly, about 50% don't survive beyond five years. Cash flow issues, poor marketing, or misreading customer needs are some of the usual reasons behind this trend. However, the underlying cause can run deeper. The failure can stem from decision-making, which, in today's fast-moving environment, is impossible without data. Centida BI & Analytics, known for management consulting and strategic technology implementation, has observed why the business mortality rate is so high. Founded and led by seasoned experts, it has built a unique, integrated approach that combines business expertise and cutting-edge analytics. CEO and Managing Director Christian Barte has leveraged his over two decades in executive finance and management roles across international enterprises to inform Centida's approach. He has vast experience in unlocking business performance, from building profitability analytics systems at global telecoms to leading finance transformation initiatives at multinational corporations. With a strong educational foundation spanning business schools in Germany, France, and the United States, Barte brings a global perspective to local business challenges. His formal training in artificial intelligence (AI) and data visualization further equips him to guide clients through today's AI-powered business environment. Alongside Barte is CTO and Managing Partner Ilya Fedorkov. His background in digital transformation and data science positions him at the forefront of business intelligence (BI) innovation. His hands-on expertise in performance management, financial controlling, and enterprise-wide data strategy ensures that Centida's technical solutions are truly transformative. This leadership has enabled Centida to learn about trends in the business environment, including the reasons companies fail. The company recognizes that many of the failures revolve around the inability to utilize data effectively. One can argue that technology evolves by the week. Hence, businesses clinging to static planning models or outdated tools are at a disadvantage. Rigid annual budgets, manual forecasting, and intuition-based decision-making leave organizations vulnerable to disruption, especially when competitors are leveraging real-time data and AI-enhanced insights. Economic volatility heightens the stakes. Modern businesses must plan accordingly with supply chain upheavals and unpredictable customer payment behaviors in mind. "When organizations lack the tools to adjust plans based on shifting market realities, it doesn't matter if due to new regulations, inflation spikes, or geopolitical developments, they're planning blind," says Fedorkov. Centida also points to overengineering products or services without clearly understanding market demand as another issue. "A technically brilliant product will still fail if it doesn't meet a real customer need," Barte states. Companies usually falter in their go-to-market strategy because they don't truly understand their customer, their pricing flexibility, or the most effective sales channels. "Even businesses with enough funding might struggle to generate cash flow if there's no clarity, especially if they underestimate working capital needs or overestimate the speed of returns," Barte adds. Centida notes that these issues aren't exclusive to startups. Mid-sized and enterprise-level companies can face similar risks, especially when leadership changes or market stagnation sets in. Barte shares an example: "There's a trend in accounts receivable delays, where larger buyers now push payment terms from 30 to 180 days. For suppliers who don't account for this liquidity gap in their planning, the consequences can be fatal." What's the solution? Centida asserts that it begins with recognizing that data isn't just a support tool. It's the core of modern business strategy. Data analytics enables organizations to move from reactive to proactive planning. It eliminates guesswork, clarifies direction, and provides early warnings when performance veers off course. When properly applied, data aligns operations with strategic goals, provides realistic scenario planning, and ensures business decisions are made on facts. "You need to adapt if you want to survive in this landscape. And data is the key to adaptability," Fedorkov remarks. Centida operationalizes this philosophy, distinguishing itself by the way it works with clients. If other firms deliver cookie-cutter dashboards or plug-and-play solutions, Centida engages deeply with the business itself. It doesn't only translate business needs into information technology (IT) requirements. The firm speaks both languages fluently. This eliminates the information gaps that typically emerge in large-scale implementations. "Our approach of combining the strategic vision of consultants with the technical know-how of systems architects means we design solutions that reflect what's actually needed," Barte says. This comprehensive approach is why Centida is seen as a partner of choice for organizations struggling with uncertainty. Indeed, most businesses fail not because they lack ambition but because they lack insight. Centida BI & Analytics empowers organizations with the intelligence, structure, and agility they need to thrive in a fast-changing world. The Centida founders further share insightful advice for business owners and aspiring entrepreneurs. Fedorkov emphasizes that the foundation of a resilient business lies in uniting data and decision-making under the same roof. "Get rid of silos and ensure that your business teams take ownership of data-driven processes, not just IT," he says. "It's important to develop a solid understanding of the data you rely on." The most successful cases he's seen are when business people actively shape and guide the digital solutions they use, not delegate them. True resilience emerges when data and business expertise are intertwined, owned, and steered from within the organization. Meanwhile, Barte's advice centers around radical customer focus. He urges entrepreneurs to invest substantial time, then double it, into understanding who their customers truly are. "Knowing your product isn't enough," he states. "Knowing how to reach the right people through the right channels, partners, and tools is essential." Beyond that, he stresses the importance of building an adaptable model that guides one's business strategy and helps track its real-time performance. He adds: "If your efforts drift off course, that model should show exactly where and why, so you can recalibrate fast and keep moving forward."
Yahoo
5 hours ago
- Yahoo
McLaren's New Supercar Is an Ode to Its Historic 1995 Win at Le Mans
Thirty years ago, McLaren won the 24 Hours of Le Mans with a version of its F1 in what was the automaker's first appearance at the historic race. And it's still celebrating, with a just-unveiled version of its 750S. McLaren released a special-edition version of its 720S in 2020 to honor its 1995 win at Le Mans, and the new 750S Le Mans is in a similar style. The new launch comes in Le Mans Grey or McLaren Orange, along with the buyer's choice of Carbon Black and Dove Grey interiors or Carbon Black and McLaren Orange. The five-spoke wheels are also unique, the marque says, as is the roof scoop and various Le Mans branding across the car. More from Robb Report Some of America's Top Chefs Will Be Cooking at This Year's Citymeals on Wheels' Tasting Event This $9.8 Million L.A. Home by Architect Miller Fong Has Postcard Views of the Silver Lake Reservoir Volkswagen Is Restoring the Classic Microbus That Survived the Palisades Fire Most obviously, the rear spoiler is raised for 'visual drama,' though, along with the modified carbon fiber splitter, McLaren says that downforce is increased by 10 percent more than the regular 750S. The 750S Le Mans is powered by a 4.0-liter twin-turbo V-8 engine like prior 750Ss; the Spider version was Robb Report's 2025 Car of the Year. 'This exclusive 750S is the first McLaren Le Mans edition since the F1 LM to feature HDK aerodynamic enhancements and is set to become one of our most sought-after supercars, with previous Le Mans editions of the 650S and 720S commanding a premium over standard models,' Henrik Wilhelmsmeyer, McLaren's chief commercial officer, said in a statement. If it seems a bit overkill to be still celebrating the 1995 Le Mans win even after prior special editions, that explains just how big of a deal it was for McLaren at the time. The 1995 win almost instantly made the F1 a legendary car, and it also gave the marque the distinction of being the only team to win the Triple Crown of Motorsports. That includes wins at the Indianapolis 500 (three times in the 1970s), Monaco (16 times), and Le Mans (once). Should you be interested in this slice of history, McLaren said it will make just 50 examples of the 750S Le Mans. It also did not reveal pricing, though it is very likely upwards of $400,000, given that the base 750S starts at around $320,000, and options quickly add to that cost. For enthusiasts of the marque and especially those who remember the 1995 win, it won't seem like of Robb Report The 2024 Chevy C8 Corvette: Everything We Know About the Powerful Mid-Engine Beast The World's Best Superyacht Shipyards The ABCs of Chartering a Yacht Click here to read the full article.
