Tai Mei Ti A P P·2025-12-28 15:52Core Viewpoint - In 2025, Great Wall Motors underwent significant personnel changes, shifting from external hires to a complete return to internal leadership, reflecting a strategic response to market pressures and internal challenges [2][3][4]. Group 1: Personnel Changes - The year began with the establishment of a new ultra-luxury business unit, led by Chairman Wei Jianjun, indicating a strategic pivot towards high-quality, low-volume vehicle development [3]. - By the end of the year, all five core brands of Great Wall Motors were led by internal executives, marking a shift from previous external management attempts [4]. - The adjustments included the appointment of experienced internal leaders, such as Zhao Yongpo, who took over as CEO of the Wey brand after the departure of external manager Feng Fuzhi [4][12]. Group 2: Historical Context - Great Wall Motors has a history of frequent leadership changes, with the Wey brand experiencing eight CEO changes in nine years, often linked to fluctuating sales and strategic direction [12]. - The company has struggled with integrating external managers due to cultural and operational mismatches, leading to high turnover rates among external hires [6][8]. - The internal management style emphasizes centralized decision-making and loyalty, contrasting sharply with the more flexible approaches of external hires [6][17]. Group 3: Market Response and Strategy - The frequent changes in leadership have often been triggered by sales performance, with significant drops in sales prompting management shifts [9][10]. - The case of the Ora brand illustrates this pattern, where leadership changes were directly correlated with sales declines and subsequent recovery efforts [10]. - Great Wall Motors' strategy appears to oscillate between seeking external innovation and relying on internal expertise, aiming for stability in a rapidly changing market [17][18]. Group 4: Industry Comparison - Great Wall's approach contrasts with other automakers that have opted for external hires to navigate the Chinese market, highlighting different strategies in response to market dynamics [14][15]. - While Great Wall focuses on internal stability and technical expertise, competitors like Geely adopt a more integrative approach, combining internal and external resources for agility [15][16]. - The ongoing debate within the industry centers on whether internal leadership can effectively drive innovation and adapt to market changes, as seen in Great Wall's recent shifts [17].