Core Viewpoint - The article discusses the recent strategic shift of Li Auto, indicating a departure from its previous learning from Huawei's management practices, particularly the PBC performance model, towards a new focus on becoming a leading AI terminal company [5][10][12]. Group 1: Strategic Changes - Li Auto has recently made significant organizational changes, including the founder Li Xiang taking over HR responsibilities and several Huawei executives leaving the company [5][6]. - The company is moving away from the PBC performance model and is reintroducing the OKR management system, indicating a shift in management philosophy [5][6]. - The mission of Li Auto has evolved from being a car manufacturer to becoming a global leader in AI terminals, which has necessitated changes in its organizational structure and operational methods [10][12]. Group 2: Learning from Huawei - Initially, Li Auto aimed to learn from Huawei's Integrated Product Development (IPD) model to improve its product definition and management processes, especially after facing competition from the AITO M7 [7][8]. - The IPD model provided a structured approach to product development, ensuring high quality through rigorous checks, but it also introduced inefficiencies due to lengthy decision-making processes [8][9]. - Li Auto's adaptation of the IPD model was seen as a necessary step to stabilize its operations during a period of rapid product launches [8][9]. Group 3: Transition to AI-Native Organization - As the company's mission shifted towards AI, it recognized the need to restructure its organization to be more agile and responsive, moving away from the traditional IPD model [10][11]. - The new structure involves creating smaller, more flexible teams that can iterate quickly, akin to agile development practices in the software industry [11]. - This transformation reflects a broader understanding that the nature of AI development requires a different operational approach compared to traditional hardware manufacturing [10][12].