理想彻底“去华为化”，华为系高管全离场

Core Insights - The article discusses the transition of Li Auto from adopting Huawei's management model to reverting to a centralized management approach led by its founder, Li Xiang, due to internal conflicts and declining sales performance [1][8]. Group 1: Background and Initial Strategy - In September 2022, Li Auto adopted a "learn from Huawei" strategy to enhance its management system and achieve significant growth, leading to a remarkable increase in vehicle deliveries and revenue [3]. - By 2023, Li Auto achieved an annual delivery of 376,000 vehicles, a year-on-year increase of 182.2%, and revenue exceeding 120 billion yuan, becoming the first profitable new energy vehicle company in China [3]. Group 2: Challenges Faced - Over time, the Huawei management model began to conflict with Li Auto's corporate culture, leading to issues such as unhealthy competition among sales teams and an inefficient decision-making process [4][5]. - By 2024, Li Auto's sales growth stagnated, with cumulative deliveries of 329,000 vehicles by October, only 51.4% of its annual target, and a significant year-on-year decline of 38% in October deliveries [4]. Group 3: Organizational Changes - In July 2025, Li Auto abandoned the Huawei-inspired PBC performance management model and reintroduced the OKR management system, marking the beginning of significant organizational adjustments [6][7]. - The internal restructuring culminated in November 2025, with the integration of the organization and human resources departments, and the departure of key Huawei-affiliated executives [7]. Group 4: Industry Implications - The experience of Li Auto illustrates that management models must align with a company's unique culture and operational needs, as the rigid processes of a mature enterprise like Huawei may not suit a rapidly evolving company [8][9]. - The shift back to a centralized management approach reflects a strategic response to market pressures and a return to the company's foundational principles [9].