According to reports, Ideal Auto has recently abandoned its previous PBC performance management model and will return to the OKR model. People who are close to their ideals have expressed that abandoning the PBC management method and returning to the OKR model of the past means simplifying assessment management, valuing feedback, and reducing employee anxiety, which is worthy of support. But there are also voices that believe that returning to OKR from PBC has wasted two valuable window periods.
The introduction of PBC mode was once a microcosm of Ideal Automobile's comprehensive learning from Huawei. In 2022, the Wenjie M7 launched a fierce attack, putting heavy pressure on Ideal, and for a long time Ideal had no ability to fight back. Li Xiang once revealed that the ideal management team is working hard to study Huawei, and each member of the management team purchases no less than ten Huawei public books: "We were surprised to find that the unbearable problems we encountered in product research and development, sales and services, supply and manufacturing, organizational finance, and other aspects were solved more than ten years ago, and even twenty years ago. Learn! Learn!" Someone in the comment section advised Li Xiang, "If you don't grow, you can also seek stability and focus on defense." Li Xiang's answer was: "If you don't grow, you'd rather die
Starting from 2022, Ideal will start learning from Huawei at the pixel level and upgrade the company to a matrix organization. In February 2023, Li Wenzhi, former head of the Global HRBP Management Department, was appointed as the head of the CFO Office of Ideal Automotive. One month later, Ideal announced the upgrade of its original OKR management approach to PBC performance model. This return to OKR is to some extent a microcosm of 'going Huawei'. From learning about Huawei at the pixel level to pulling back from the cliff and pursuing an ideal car, we are abandoning the "Huawei mindset" and trying to find our own path.
