Recently, the frequent personnel changes in the car industry have become the focus of public discussion. Whether it is the loss of the public godfather, the Peugeot family guilty or the FAW Dongfeng change defense, in addition to the changes in the high-level list, the thinking about the vehicle management model is quite intriguing.
On May 5th, the annual shareholder meeting of the German Volkswagen Group (hereinafter referred to as Volkswagen) was held in Hanover. The meeting did not announce the successor of Ferdinand Piёch, as previously speculated by the industry. However, compared with the previous "Tear of the Face" state of Pi皮ch and Wendeng, the latter showed the winner's mind: Wendeng expressed gratitude to Pi皮ch for his hard work and dedication over the years, saying that "we respect and worship The achievement of Piech's life."
At this point, the hot group discussion for more than 10 days, Piaget left the board of supervisors for a while, waiting for the successor to confirm, or a new scene. This party sings on the side, and the French Peugeot Citroen Group (hereinafter referred to as PSA), which belongs to the European continent and the Volkswagen Group, is welcoming a guilt. According to the French "Echo" report, the Peugeot family plans to hold a meeting in June this year. To resolve the differences, this difference stems from the two representatives of the Peugeot family, Thierry Peugeot and Robert Peugeot, and also involves the current president of the PSA Group, Philippe Varan.
How do European car companies like Volkswagen and PSA perform such a hot-filled palace bridge? The answer to John Gap, a columnist for the Financial Times, is convincing: they all adopt a “several minority of powerful shareholders to actively manage”, in which strong figures can influence board members or even directly appoint directors. When powerful people such as Pi皮ch and Thierry feel that their authority is challenged, they will attack in the form of a struggler. The advantage of this kind of governance is that when you encounter a wise "powerful person", your company will rejuvenate. But on the contrary, the consequences are unimaginable.
Obviously, the internal struggles between the high-level whites will not occur in China's major auto companies. China's large-scale auto companies are mostly state-owned enterprises. Their chairman, board members and major executives are appointed by higher authorities. Especially in the central enterprises such as FAW and Dongfeng, executives are still more mobilized in the "revolutionary warriors." The latest announcement of the change of the FAW Group and the chairman of Dongfeng Motor Co., Ltd. is the best example. Under such a governance structure, the leaders' decisions tend to be "maintained", and their abilities and ambitions sometimes cannot be fully realized.
"Popular Godfather" lost Wolfsburg: Cheng also defeated power and power. Before the withdrawal of the Volkswagen Group Supervisory Board on April 25, Pi皮ch had the supreme glory and power. He was born in the name of the third generation of the founder of the Volkswagen family, and is the grandson of the Volkswagen Beetle designer Ferdinand Porsche. He is a talented person in machinery and has launched a series of successful products and technologies, such as the Porsche 917. Audi Quattro four-wheel drive, Audi V8, Volkswagen Phaeton, etc., became the head of the public in 1993, at the helm for 8 years, the first platform to open the platform, the multi-brand is the fist, the latter chairman of the board of supervisors, known as the "popular godfather."
According to the normal life track, Pi皮ch will continue to serve as the chairman of the Volkswagen Supervisory Board until his retirement in 2017, but the "Godfather" has not taken the usual path. He wants to find a new helmsman for the public, and the current Volkswagen CEO Wen Deen is not. Within his consideration. He is ready to drive Wendeng away like Bernd Pischetsrieder nine years ago, but this time he did not succeed, but instead he folded himself – the Lower Saxony state government, the union board member and even the Porsche family, where the Volkswagen Group is located. Choosing to support Wendeng, the Volkswagen Group's six-person leadership committee team publicly stated that the 67-year-old Wendeng is "probably the best" CEO and has received the full support of the committee. Indeed, in terms of performance, Wendern is a very good professional manager. Under his leadership, in 2014, Volkswagen Group’s total global sales of cars totaled 10.14 million, which is the second largest in the world. The goal of 2018 was achieved ahead of schedule. The data for the first quarter of this year continued to strengthen Wendeng. In the first quarter, Volkswagen's operating profit reached 3.328 billion euros, up 16.6% year-on-year, and after-tax profit reached 2.9 billion euros, an increase of 18.8% over the same period last year.
Wendeng’s performance is so good, and he is like a teacher, why should he be expelled? This is related to the traditions of European family businesses, and to the character of Pi皮ch. There was a German media who used "跋扈" to describe Pi皮ch. This personality made him want to maintain absolute control over Volkswagen, and the performance The excellent Wendeen naturally gave him a dangerous smell, so he decided to eliminate the danger before he retired.
In the infighting between Pi皮ch and Wendern, Piech lost, but this model of family holding and a few people with great powers did not fail. Even though Piech left, the Volkswagen, Porsche and Pi皮ch families still hold 51% of the voting shares. John Gap believes that this governance model is especially suitable for long-term profitable companies that have invested heavily in R&D and may not see results in a few years, such as auto companies, but it also makes a few people carry heavy Responsibility.
Rolf Carlsson, founder of consulting firm Active Owner Partners, points out that "this system requires the head of the company to be both responsible and capable, and to be open to management." Obviously, Pi皮ch does not meet this requirement. He is more like a distinguished designer, developer and engineer, but he lacks the wisdom of “exiting management affairs and recognizing that his role has changed”. As John Gap said, Pi皮ch had wielded his scepter for the benefit of Volkswagen, but he was eventually blinded by power.
Peugeot family guilty: shareholding differences to be resolved Last year, Dongfeng Motor Corporation acquired 14.1% of PSA Group's shares, forming a three-legged situation of Dongfeng Motor, French government and Peugeot family. Prior to this, the Group's decision-making power has been firmly in Peugeot In the hands of family members. The key driver for this situation is Robert Peugeot from the Peugeot family.
The opponents also came from the Peugeot family, the self-proclaimed "free, moral capitalist" Thierry Peugeot. The reason he objected was that no country should participate and sell the 14.1% stake in the family holding to France and Dongfeng.
Thierry? Peugeot is more worried that the Peugeot family will gradually lose control of the PSA. After the opposition was invalid, Thierry Peugeot left the PSA board of directors in July last year.
In fact, Dongfeng's shareholding in PSA, CEO Philippe Varan's promotion is also very large. At the time of the European car market crisis, Varan was appointed as the CEO of PSA Peugeot Citroen, which has suffered losses for several years, and tried to change the car family business that has existed for more than 100 years. However, every key point is always blocked by Thierry Peugeot, PSA therefore Lost the opportunity to strengthen cooperation with BMW, Toyota and Mitsubishi Motors; his alliance with Dongfeng and the French government was once again strongly opposed by Thierry Peugeot, but fortunately, this time he got Robert Peugeot Support, while Thierry? Peugeot lost the board.
Coincidentally, after the opponents left, PSA's vehicle performance achieved its first profit in the first half of 2014. Although it only had a profit of 7 million euros, it was the first profit of the vehicle division since the first half of 2011. Even so, the seeds of the family's guilt have been buried. Recently, French media reported that Thierry Peugeot will also resign from the board of the family holding company FFP at the shareholders meeting in May, but he still wants to maintain control of the business and master the company by establishing a separate holding company. % of shares. In June this year, the Peugeot family will hold a meeting to resolve the relevant differences.
In any case, the influence of the family factor is already indestructible in the PSA. How to unify the internal contradictions within the family and reach a consensus "consistent external" may be the problem that the Peugeot family must solve before getting back the absolute controlling interest.
Some analysts believe that after the death of the family clan Piech Peugeot in 2002, the internal disputes of the Peugeot family were the main reason for the decline in PSA performance.
Western learning to the east: Optimizing the vehicle management model Even if there are such problems, the active governance of minority shareholders is still a lot of European car companies, especially the governance model chosen by German car companies. The only difference is how much autonomy is given to professional managers. .
The situation is totally different in China. Almost at the same time as the Volkswagen Shareholders' Meeting, on May 6, the rumors of the Chinese auto industry were confirmed. Yan Yanfeng, deputy secretary of Jilin Provincial Party Committee and former chairman of FAW Group, was transferred to Dongfeng Motor Corporation as chairman of the board of directors, while Xu Ping, former chairman of Dongfeng Motor Corporation, went north to Changchun and took the helm.
The change of the chairman of the company did not have any warnings before the news came out on May 1st. The relevant leaders of the Central Organization Department directly announced the decision to appoint the chairman of the two large car companies, which seems to be more like the transfer of government officials, rather than the selection of the head of the company - know, whether it is Chinese companies or Foreign companies, the number one leader plays a vital role in the development of enterprises. Especially in the difficult transition of the automobile industry from large to strong, one or several strong leaders have a considerable influence on the car companies.
The appointment of FAW and Dongfeng is not a case. It embodies the embarrassment of central enterprises. The chairman or the helm cannot have the autonomy and control of the enterprise like the core figures in the family business, even if they have their own The idea, enthusiasm and enthusiasm, is also subject to the dual constraints of administrative assessment and market performance; the automobile industry is an industry with large initial investment and long return period. Therefore, car companies need a long-term stable decision-making mechanism, especially for China. For the big car enterprise group, it is very urgent to establish a complete independent research and development system and have its own core technology as soon as possible. This is inconsistent with the current five-year leader of the car enterprise group and the retirement rule.
From these two points, it is possible to learn from the governance models of several major European car companies. The competent authorities mainly manage “state-owned capital”, give more autonomy to central enterprises and state-owned enterprises, improve the responsibilities of the board of directors and the board of supervisors, and introduce professional managers. The system really stimulates the internal viability of the car companies.

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