作者 | 王小娟 编辑 | 周智宇 汽车行业频繁的人事变动还在继续。 近日，有消息称，小鹏汽车产品中心副总裁陈永海已于2025年12月离职，由总裁王凤英暂代其职。截至 发稿之前，小鹏官方尚未对该事件作出回应。 据了解，陈永海并非普通职业经理人，而是与小鹏汽车董事长、CEO何小鹏相识15年、从UC时期就开 始并肩作战的老搭档。 梳理发现，陈永海的职业生涯与何小鹏深度绑定。2010年其加入UC任产品主管，经历阿里收购后辗转 360、高德地图。 其中代表性的是在2024年初，王凤英主导了小鹏汽车新一轮的组织架构调整，涉及市场营销、人力资 源、智能数据、生产制造和产品规划多个部门。 当时，原数据智能中心（DIC）负责人黄荣海负责人力资源部门，而原人力资源部门负责人陈丹已经从 小鹏汽车离职；前长城汽车制造总经理张利加入小鹏汽车，接替已经退休的蒋平，负责生产制造…… 整体而言，外界将小鹏整体向好的态势与组织的变动相关联。在一系列组织变动之后，随着小鹏 MONA M03成为爆款车型，小鹏从2024年下半年开始进入顺风期。 2022年1月，他加入小鹏汽车，正值公司产品体系面临重构的关键节点。 当年9月，被寄予厚望的旗舰车型小 ...

以2024年汽车模拟芯片的收入计，纳芯微在中国汽车模拟芯片市场中位列中国厂商第一名，成为 中国模拟芯片的代表性企业之一。 在中国模拟芯片行业，头部本土企业的营收规模常常在30亿元 （约4亿至5亿美元）附近徘徊，难以突破10亿美元大关。而 纳芯微2029年的目标营收高于10亿美元，这意味着其必须在 四年内跨越这一门槛。 作者：濮振宇 封图：图虫创意 12月8日，纳芯微（02676.HK）正式在香港联合交易所主板挂牌上市，成为模拟芯片行业少数构 建"A+H"双资本平台的企业。 纳芯微联合创始人、副总经理、COO王一峰将中国芯片的出海之路概括为"三步走"战略：Local for Local（本地为本地）, Local for Global（本地为全球）, Global for Global（全球为全 球）。 其中，过去两三年即是"Local for Local"阶段，即借全球芯片短缺的窗口期，以解决海外客户供 应链"有无"问题的角色快速切入。"Local for Global"是当前的阶段，即凭借在国内市场与客户 合作中展现的平台化规划与体系能力，获得信任，进而将合作项目延伸至国际客户的全球平 台。"Global ...

Core Insights - The article highlights the practical and results-oriented approach of Chen Shuhua, founder of the N Times team, in addressing structural pain points in trade projects through efficient collaboration and execution [1][2][3] Group 1: N Times Team Formation and Functionality - The N Times team was created to solve coordination issues in trade projects, emphasizing a small, agile group of capable individuals rather than a large organization [2][3] - The team operates on a "quick response + efficient collaboration + results-oriented" mechanism, which has proven effective in various projects, such as a cross-border appliance export case [2][4] - N Times has a structured process that compresses ineffective steps, reduces ambiguity, and strengthens control at key points, leading to a 40% reduction in average project response time and a 90% completion rate [4][5] Group 2: Organizational Philosophy and Culture - The team prioritizes collaborative efficiency over individual capabilities, focusing on results rather than rigid processes [3][4] - Chen Shuhua promotes a culture where every team member is encouraged to contribute to problem-solving and process improvement, regardless of their experience level [7][8] - The N Times team is not just a project execution group but aims to build organizational capabilities, assisting clients in optimizing internal resource structures [5][6] Group 3: Future Vision and Development - The team is evolving towards a productized model, aiming to create a "trade collaboration service system" that relies on tools and knowledge rather than just human resources [5][6] - Chen Shuhua envisions a future where global trade becomes increasingly digital, but human collaboration remains a critical capability [6][8] - The focus is on maintaining a small, agile, and specialized operational system that can effectively address complex trade challenges [6][8]

Core Insights - The company believes that the quant investment industry, despite recent volatility, remains fundamentally sound, focusing on scientific methods to reduce financial uncertainty and transform investment into replicable scientific experiments [1] - The organization has experienced a fivefold increase in efficiency over the past year and a half, leveraging market turbulence as an opportunity to enhance systemic organizational capabilities [1] Talent Strategy - The company prioritizes the development of a talent strategy that aligns with its medium to long-term goals, emphasizing the importance of top talent as the primary driver of organizational growth [2] - A unique talent assessment model is in place, focusing on growth potential rather than just experience or prestige, ensuring alignment with long-term development [2] Talent Development Mechanism - The company invests significantly in talent development, providing clear career paths and standards for promotion, while also implementing a mentorship system to support new hires [3] - A structured training system is designed to enhance core competencies and leadership skills, ensuring that talent is nurtured for long-term growth [3] Organizational Capability Enhancement - The company emphasizes systemic efficiency over individual heroics, creating a cohesive organizational structure that enhances collective capabilities [4] - By integrating successful elements from high-efficiency industries, the company aims to improve its operational processes and collaboration [4] Execution Model - The company employs a dual-layer execution model of "OKR + TDL" to ensure precise alignment between strategy and execution, allowing for individual initiative and goal-setting [5] - The inclusion of personal growth objectives within the OKR framework fosters continuous learning and innovation among employees [5] Cultural Values - The company recognizes the integral role of culture in organizational development, defining its core values to align with its mission and industry characteristics [6] - A strong cultural foundation has proven essential for team cohesion and resilience, enabling the company to navigate challenges while achieving growth [6] Conclusion - The company has successfully navigated market fluctuations over the past decade, with a focus on enhancing organizational capabilities as a foundation for sustainable performance [7] - Moving forward, the company aims to continue upgrading its organizational capabilities to maintain long-term value creation in the quant investment sector [7]

Core Viewpoint - The article discusses the recent adjustments made by the company regarding the i8 SKU, including pricing changes and feature enhancements, while raising questions about the implications for profitability and organizational capabilities. Group 1: i8 SKU Adjustments - The company has decided to adjust the i8 SKU based on a 98% MAX Ultra option rate, reducing the price of the MAX version by 10,000 and adding a platinum sound system, with options for additional features at a cost of 10,000 [1]. Group 2: Strategic Questions - Questions are raised regarding how the L series will operate following the i8 adjustments [3]. - The potential impact of the i8 changes on gross margin, net profit margin, and free cash flow is questioned [3]. - There is speculation about whether the company's recent operations have been chaotic and the underlying reasons for this [3]. - The article questions the current organizational capability of the company and how it should be evaluated [3]. - It discusses whether the CEO has made multiple misjudgments in recent years and how to interpret this phenomenon [3]. - The article explores the relationship between the CEO's acceptance of potential misjudgments and the overall confidence in the company's future [3]. - It inquires about the long-term trends in the industry and the CEO's insights on what is clear and what remains uncertain [3]. - The article differentiates between events that were anticipated by the company and those that were not in recent months [3]. - It questions whether a positive long-term outlook for the company requires that many factors align with its expectations [3]. - The company's ability to manage public sentiment and its expected development in this area are evaluated [3]. - A comparison of the company's core advantages and disadvantages relative to competitors like Huawei and Xiaomi is made [3]. - The article discusses the short-term perception of smart vehicles as a poor business model and questions the long-term viability of smart vehicles and AI robotics [3]. - It examines the relationship between smart vehicles and AI, particularly the importance of foundational model capabilities [3]. - The potential of the VLA and the company's smart cockpit is questioned, suggesting that many may underestimate it [3]. - The company's position in the AI and hardware-software integration field is assessed [3].