Core Viewpoint - The restructuring of Li Auto's product lines aims to enhance decision-making efficiency and product consistency by shifting from a matrix organization to a more streamlined approach, with clear accountability for product lines [1][2]. Group 1: Product Line Adjustments - Li Auto will reorganize its product lines into two main categories: one led by "Old Tang" for MEGA, L9, L8, and L7, and another led by Li Xinyang for the i series and L6 [1]. - The transition from Huawei's IPD model to Toyota's CE model is intended to address issues of resource allocation and decision-making speed within the automotive industry [1][2]. - The i8 series will continue to be iterated upon and will not be discontinued, with a focus on adjusting models priced between 300,000 to 400,000 and potentially introducing a model above 500,000 [1]. Group 2: Leadership and Responsibility - There has been a significant imbalance in the responsibilities and powers of product line leaders, with the expectation that they will now have more authority to influence their respective product lines [2]. - The current restructuring does not appear to designate a single individual as the overall responsible party for value delivery across the brand, sales, and product departments [2]. - The division of responsibilities between Old Tang and Li Xinyang is seen as a move towards balancing their roles, with Old Tang focusing on higher-priced models and Li Xinyang on lower-priced models [5][7]. Group 3: Market Positioning and Strategy - The new product line structure reflects a strategic alignment with market demographics, where Old Tang is perceived to better understand older consumers and Li Xinyang is more attuned to younger buyers [4][6]. - The division aims to minimize internal competition while ensuring that both leaders have overlapping responsibilities that foster collaboration rather than conflict [7].