I don't doubt that the industry has such contingency plans, but I wonder just how effective they will be. Business history is rife with cases of large companies that failed to move as rapidly as their industries, and disappeared as a result. See Clayton Christensen's The Innovator's Dilemma for a bookload of examples.
The problem is that the companies are built on a certain premise of customer wants and needs and, due to their installed asset base, organizational structure, and culture, can't react fast enough to supply products emphasizing the new customer wants and needs. By the time the company is willing to invest the capital needed to meet the needs of the new customers, they are so far behind their smaller, innovative competitors that they cannot compete. Whether they buy one of their upstart competitors or try to compete with their own new division, the corporate mass and culture almost inevitably dooms the venture.
Suppose the automotive market did change, to one in which customers didn't care about fuel mileage, or number of seats, or whatever it is they do now, and instead cared only about what OS the car was running. How many decades do you think it would take to remove all the car- and engine-geeks from the company and replace them with digital-geeks?
Kodak was aware of the digital photo revolution (it invented the digital camera, and its Board of Directors hired George Fisher from Motorola as CEO back in 1993), but a fat lot of good it did them. They had too many chemists, dye specialists, and high-performance camera designers, and an organization and profit structure built around discrete cameras and physical camera film. It was never clear how Kodak could maintain its market dominance in the digital camera world -- and it didn't.