The aim of this research is to envisage an agile business model innovation for the automobile industry towards mobility purpose able to keep building value for its customers. Such a study is important in order to provide a stimulating source for current practitioners in the automobile industry and beyond, since it suggests an agile business model innovation with a main value proposition nonbased only on automobile ownership. The research approach adopted in this dissertation includes a critical literature review of concepts on agile business model innovation and the institutionalized automobile industry coupled with an abductive approach to case study method, as a research strategy, used to execute the empirical research; sites included international stakeholders of the automobile industry; a convenience sampling technique; a sample size of eleven research subjects; and semi-structured interviews as data collection technique. The findings from this research provide evidence that the institutionalized automobile business model does not observe and cope with strategic risks that break its structural coupling with its customer stakeholders; the established automobile industry represents an institutionalized organization supported by the society; and OEMs were listening to customer short-term fascination needs and appetite for SUVs but not society stakeholder needs. The main conclusions drawn from this study are: the institutionalized automobile business model and its value proposition based on automobile ownership deplete value from the customer with mobility purpose needs; a shift in attitudes and behaviors towards automobiles by younger generations within the socio-political risk driver interacting with the other risk drivers such energy balance and economy could impact by causing that society no longer would support the automobile business model as an institutionalized organization; and the principle that not necessarily by listening to customer will render a value propositions that in fact build value for the customer. Managerial implications of this dissertation indicate that the institutionalized automobile industry should start experimenting with an agile business model innovation to observe and manage the strategic risk that breaks its structural coupling with its customer stakeholders; management of the institutionalized automobile industry should exercise the industry's relevant role to collaborate as an expert in the term of the support formula (Support = Experts x Politicians x Administration) to change the subjacent structure of the city (as a system) that originates the behaviors in that city for automobile dependence; and stakeholders of a wider environment to the organization should not be missing when managing strategic risk.