从2024年开始到今年11月，特斯拉包括CFO、人力资源副总裁在内的13位欧美高管集体跑路。 而中国团队？一个没走，还把朱晓彤送上了全球副总裁的位置。 网上有人说马斯克故意提拔中国高管来压欧美团队成本，其实马斯克从来没公开说过这种话。之所以会 发生中国高管挤走欧美高管的情况，源于四个字"中国效率"。 一、从裁员到跑路，700天走了13个核心位置 2024年4月，公共政策副总裁Rohan Patel走人，他负责跟各国政府打交道的活儿干了8年。 紧接着超级充电网络总监Rebecca Tinucci整个团队被砍掉，这可是特斯拉当年吸引车主的杀手锏。 投资者关系副总裁Martin Viecha 当年4月底也撤了，每次财报会都得出来解释的人说走就走。 真正狠的在2025年。 5月电池架构主管Vineet Mehta离职，18年老员工，电池技术本来是特斯拉的命根子。 6月人形机器人负责人Milan Kovac、北美人力总监Jenna Ferrua，还有马斯克亲信Omead Afshar三个人同 时宣布退出。Afshar这个人直接向马斯克汇报，管着北美和欧洲的销售制造，这种级别的人说不干就不 干。 7月北美销售副总裁Tro ...

Core Insights - The European market has become a crucial destination for Chinese electric vehicle (EV) manufacturers, with imports from China increasing nearly sevenfold from 2020 to 2023, making the EU the largest export market for Chinese EVs [1][2] - Despite the growth potential, challenges such as regulatory compliance, consumer biases, and cultural differences exist for Chinese companies entering the European market [1][4] Market Growth - In the first half of 2025, Europe sold 1.782 million new energy vehicles, an increase of over 340,000 units compared to the same period last year, reflecting a year-on-year growth rate of 23.7% [2] - The European market is seen as a favorable destination due to its growth stage, policy environment, and increasing acceptance of Chinese products [2][4] Policy Environment - The EU has stringent compliance requirements, but it is still considered more favorable compared to other developed markets due to its stable political environment and predictable market conditions [3][4] - Compliance in Europe is described as a "marathon" rather than a "sprint," requiring Chinese companies to integrate regulatory considerations from the early stages of product development [7][8] Consumer Perception - There is a shift in consumer perception towards Chinese EVs, with some consumers recognizing their technological advancements and expressing excitement about their offerings [3][4] - However, establishing a deep brand trust remains a challenge, as many consumers still associate Chinese brands with lower price points rather than quality [9][10] Brand Building - Chinese EV manufacturers need to focus on building brand recognition and trust in Europe, which involves not just marketing but also understanding local consumer needs and preferences [9][11] - Engaging with local stakeholders, including government, customers, and industry associations, is essential for fostering relationships and enhancing brand image [11][12] Compliance and Localization - Successful integration into the European market requires a systematic approach to compliance, including understanding regulations related to sustainability, data security, and corporate governance [6][7] - Localizing operations and actively participating in the regulatory process can help Chinese companies align with European standards and consumer expectations [7][8]

Core Insights - The new wave of globalization for Chinese enterprises is gaining momentum, with Deloitte assisting over 2,000 Chinese companies in their internationalization efforts across 96 countries in 2024, highlighting the depth and breadth of this trend [2] - Opportunities and challenges coexist in the global market, with capability building becoming a key factor for success, requiring a long-term strategic approach [2] Existing Advantages - Chinese enterprises currently possess strong advantages in technological innovation, large-scale manufacturing, and supply chain organization, which are crucial for establishing core competitiveness in international markets [3] - In technological innovation, Chinese companies lead in emerging fields such as renewable energy and artificial intelligence, with notable examples including BYD's blade battery technology and DJI's drone control systems [4] - The speed of technological iteration is essential for maintaining competitive advantage, as seen with Huawei's commitment to R&D and CATL's significant investment in battery technology [5] Manufacturing Capability - Manufacturing is a critical area for national competition, with China's mature industrial chain and cost advantages making it attractive for global markets [6] - Companies like BYD and CATL are expanding their manufacturing capabilities in Europe, establishing a high-end manufacturing presence and integrating into local supply chains [6] Supply Chain Organization - Chinese enterprises must evolve from being mere producers to leaders in supply chain organization, requiring global planning and local supplier development capabilities [7] - The case of Geely's acquisition of Proton illustrates how Chinese companies can enhance local supply chains and foster mutual growth [7] High-Level Goals - Chinese enterprises should focus on building brand value, setting standards, and gaining industry influence to transition from OEMs to globally recognized brands [8] - Anta's strategy to prioritize its main brand and Nanjing QuanFeng's commitment to developing its own brand exemplify this shift towards brand independence [8] Global Standards and Influence - Mastering technical standards is crucial for long-term competitive advantage, as seen in the case of Chinese electric vehicles in Indonesia, where adherence to European standards has limited their market competitiveness [9][10] - Companies must aim to export not only products and technologies but also standards, requiring collaboration between national strategies and corporate initiatives [10] Overall Capabilities - Compliance, cross-cultural management, and understanding international dynamics are essential capabilities for Chinese enterprises venturing abroad [12] - Compliance challenges often arise from a lack of legal knowledge and resources, necessitating a robust compliance framework [13][14] - Cross-cultural management is vital for building trust and understanding local customs, which can mitigate cultural conflicts [16][17] - Companies must develop a keen awareness of international trends and geopolitical risks to navigate potential disruptions effectively [18][19] Conclusion - The essence of going global for Chinese enterprises lies in evolving capabilities and managing increasing environmental complexities [23] - Companies must leverage their first-mover advantages and focus on strengthening their overall capabilities to thrive in the new global landscape [24]

Core Insights - The course on "HSE Localization Management in International Engineering Projects" successfully highlighted the importance of localized HSE management practices in international projects, emphasizing the need for cultural adaptation and compliance with local regulations [1][16] Group 1: Expert Insights - The course was led by an expert with 27 years of engineering management experience, focusing on the integration of cultural differences and institutional conflicts in HSE management [2] - The main themes of the course included "system integration, attention to detail, and cultural adaptation," revealing the underlying logic of international HSE management [2] Group 2: Common Issues in International HSE Management - Misunderstanding of local safety standards was illustrated by a case where a project was halted for two weeks due to a minor injury, highlighting a gap in Chinese companies' awareness of local regulations [3] - A project faced inefficiencies due to a "Chinese-style" management structure, which underscored the risks associated with a lack of localized talent [4] - Projects in Egypt and Myanmar incurred significant fines for neglecting local environmental and labor policies, emphasizing the necessity of cross-cultural management [5] Group 3: Case Studies and Best Practices - The Japanese company's HSE management model featured a localized team structure that balanced local personnel with headquarters standards through a three-tier management approach [6] - Detailed management practices included daily safety checks by local safety officers, ensuring compliance with safety protocols [6][7] - A PDCA (Plan-Do-Check-Act) cycle was implemented for continuous improvement, with monthly inspections and follow-up meetings to ensure accountability [8] Group 4: Localization Strategies in Brazil - High execution standards were enforced, such as mandatory use of double safety harnesses and strict environmental controls to mitigate compliance risks [10] - Simplified management tools improved efficiency, with a streamlined approval process for scaffolding that enhanced operational speed by 80% [10] - A principle of unique responsibility was established, clarifying that the contractor is responsible for safety, while local engineers handle technical issues [10] Group 5: Collaboration Mechanisms - A document control system was utilized to monitor project safety metrics, significantly reducing reporting burdens compared to domestic practices [12] - A three-tier dispute resolution mechanism was established to address complaints efficiently, preventing project delays [12] Group 6: Cross-Cultural Management - The course discussed the importance of adapting to local cultural norms, such as allowing local safety officers to adjust medical supplies based on regional health needs [14] - A case in Brazil highlighted the need for respecting local work-life boundaries to avoid legal issues [14] Group 7: Key Takeaways and Future Directions - The course emphasized the transition of HSE management from a cost item to a survival necessity in the context of increasing compliance requirements [16] - Future sessions will continue to build on HSE capabilities, focusing on areas such as engineering English and cross-cultural team management [16]