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]