Core Insights - Ideal Automotive has officially ended its three-year "learning from Huawei" strategy, marking a shift back to a centralized management model led by its founder, Li Xiang [1][7] Group 1: Background and Initial Strategy - In September 2022, facing market pressures, Li Xiang initiated a "comprehensive learning from Huawei" strategy to leverage a mature management system for significant growth [3] - The company recruited several Huawei executives, including Li Wenzhi and Yuan Chunfeng, to implement Huawei's management practices, which initially led to impressive results, with 2023 deliveries reaching 376,000 units, a 182.2% year-on-year increase, and revenue surpassing 120 billion yuan [3][4] Group 2: Challenges and Internal Conflicts - Over time, the Huawei management model began to conflict with Ideal's corporate culture, leading to issues such as unhealthy competition among sales teams and an inefficient decision-making process [4][5] - By 2024, Ideal's sales growth stagnated, with cumulative deliveries of 329,000 units by October 2025, only 51.4% of its annual target, and a 38% year-on-year decline in October deliveries, highlighting the pressure to abandon the Huawei model [4][5] Group 3: Organizational Changes and Management Shift - In July 2025, Ideal began to abandon the Huawei PBC performance model in favor of the OKR management system, signaling the start of significant organizational adjustments [5] - The November announcement confirmed the integration of the organization and human resources departments, with Li Xiang taking direct control of personnel matters, marking a complete exit of Huawei's core management team [6][7] - The restructuring aims to refocus on user needs, reduce meeting frequency by one-third, and re-establish an efficient decision-making system [7] Group 4: Industry Implications - Ideal's experience illustrates that management models must align with a company's unique culture and growth stage, as the rigid application of a mature enterprise's practices can lead to inefficiencies and misalignment [7]

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].