Core Viewpoint - The dissolution of Dazhuo Intelligent signifies a strategic shift for Chery from a technology-driven approach to a market-driven one, highlighting the challenges traditional automakers face in the wave of intelligent transformation [35][48]. Group 1: Background and Strategic Context - Dazhuo Intelligent was established in February 2023 with an 80% stake by Chery, aiming to spearhead the company's intelligent driving initiatives [3][4]. - The company was positioned as a key player in Chery's smart transformation, with a planned investment of 20 billion yuan over five years [5][9]. - Dazhuo's ambitious goals included achieving a domestic and international installation of 1 million units by 2025, which garnered significant media attention [5][7]. Group 2: Technical and Operational Challenges - Dazhuo adopted a dual technical route focusing on both L2+ and L4 technologies, which led to resource allocation issues and hindered progress in L2+ development [8][10]. - The L4 Robotaxi initiative faced significant financial challenges, with annual investments around 200 million yuan, far below the hundreds of millions spent by leading competitors [9][10]. - The reliance on third-party suppliers for core technologies resulted in a lack of control and slow progress in self-developed algorithms, leading to a perception of being merely an "advanced integrator" [11][13]. Group 3: Management and Cultural Conflicts - The CEO's strong focus on technology over commercial viability created a disconnect with Chery's immediate business needs, leading to strategic disagreements [16][19]. - Management issues were exacerbated by a lack of effective collaboration between technical and product teams, resulting in operational inefficiencies [20][22]. - Cultural clashes between the CEO's internet-style management and Chery's traditional hierarchical structure hindered decision-making processes [22][23]. Group 4: Organizational and Talent Issues - Dazhuo's organizational structure suffered from unclear responsibilities, leading to internal conflicts and resource competition [24][25]. - High employee turnover rates, exceeding 30% in 2024, particularly among core algorithm teams, disrupted project timelines and technical continuity [26][27]. - Data asset management was problematic, with fragmented user data limiting the effectiveness of algorithm training and leading to a slower iteration pace compared to competitors [27][29]. Group 5: Strategic Shift and Future Directions - The establishment of the Chery Intelligent Center marks a strategic pivot towards practical applications of technology, focusing on L2++ level intelligent driving instead of L4 [35][36]. - The new center aims to enhance collaboration through a project-based management model, improving communication and resource sharing across departments [37][38]. - Cost control measures have been tightened, with a focus on return on investment (ROI) and clear commercialization timelines for projects [39][40]. Group 6: Industry Insights and Lessons - The challenges faced by Dazhuo are reflective of broader issues within the automotive industry, including unclear positioning, resource misallocation, and cultural conflicts [41][42]. - The case emphasizes the need for a balanced approach between self-research and collaboration, as well as the importance of aligning technological aspirations with commercial realities [43][44]. - The experience of Dazhuo serves as a cautionary tale for traditional automakers, highlighting the necessity of organizational agility and cultural transformation in the face of rapid technological change [46][49].