晚点LatePost·2026-01-05 04:47Core Viewpoint - The article discusses the evolution of Li Auto's organizational structure and product development processes, emphasizing the importance of learning from historical experiences and successful models like Huawei's IPD system and Toyota's CE system [3][25][27]. Group 1: Organizational Changes - In early 2026, Li Auto merged its first and second product lines to enhance efficiency and resource allocation, addressing issues of functional overlap and fragmented decision-making [3]. - By 2023, Li Auto deepened its matrix development organization and shifted from OKR to PBC (Personal Business Commitment) to emphasize results and long-term contributions [4]. - In April 2024, Li Auto transitioned to a 2.0 version of its matrix organization, restructuring product lines to better focus on user value and improve decision-making efficiency [4]. Group 2: Sales Performance - Li Auto achieved a record sales figure of 50,354 vehicles by the end of 2023, reflecting the success of its organizational adjustments and product strategies [4]. - Despite reaching a peak monthly sales of 58,513 units by the end of 2024, the company faced challenges in maintaining growth, with sales fluctuating between 30,000 to 40,000 units in the latter half of 2025 [5]. Group 3: Learning from Industry Leaders - Li Auto's adoption of Huawei's IPD system is rooted in the belief that management and service must be self-created, as highlighted in Huawei's foundational principles [8][9]. - The article draws parallels between Li Auto's organizational evolution and Toyota's CE system, which emphasizes a holistic approach to product development and cross-departmental collaboration [16][25]. Group 4: Product Development Process - The IPD process established by Li Auto includes a structured product development rhythm, with key decision points and committees overseeing product management and commercialization [12][13]. - The development phases outlined in the IPD process include roadmap development, product validation, and lifecycle management, ensuring collaborative efforts across various business modules [13]. Group 5: Market Positioning - Li Auto's three product lines occupy a small segment of the overall market, with the higher-priced segments (above 300,000 yuan) representing only about 30% of the total market [24][25]. - The article suggests that the fragmentation of product lines may lead to resource competition within the company, prompting the need for consolidation [25].