2. The founder of Porsche, the founder of the family.

3. The godfather of Volkswagen, the former chairman of Volkswagen Group, has worked for Volkswagen for more than 20 years, is the founder of 13 automobile brands, and is also the father of Volkswagen Group 12 children.

1. Porsche was never a one-man show before it became a car factory, but just a car design room. In a group of 5- 10 people, everyone plays their role as much as possible. Then when cooperation is needed, one person will be responsible for coordinating all the details. I will never forget this mode of cooperation. In my opinion, this is the most important skill to win the game.

During the war, the suspicious mother seized the first opportunity to separate her family business from the joint operation of the extended family.

Because Porsche specializes in making pure racing cars, he has mastered the technical know-how and dares to compete with any opponent in the world in this respect.

In the chaos at that time, I was the least worried about losing anything. Disputes within my family make me want to prove my ability outside my family.

This technology of Porsche and Audi is world-leading. Volvo tried to catch up with us, but their technology was three years behind Audi 1982.

6. From the customer's point of view, you have to pay 500 Domagk more for a fully galvanized car, but the actual cost is between 70 and 150 mark according to the size of the car. As a technician and manager, developing the correct galvanizing technology is undoubtedly an important highlight in my career. Audi hit it off with Alcoa, the world's largest aluminum company.

7. I once said, "The car should win the race, not a strongman like Raul."

8. First of all, I asked the CFO to retire to support himself. He is the kind of person who obeys his superiors. He was sent by Wolfsburg to supervise us, and his professional qualification is very poor. I asked him to leave without hesitation. It took a whole year to find his successor, during which I took over his job myself. I have been dealing with numbers all my life, so I am not afraid of finance. We must become leaner, faster, more flexible and more targeted. To achieve this goal, we must explore the limits of everyone's ability, and it is impossible to achieve a high degree of harmony among all leaders.

I have found the right way to solve all the problems and put my career on the right track.

10. We only have one customer, and we only deliver goods to him, and that is the sales department of Volkswagen.

1 1. A valuable brand doesn't need to have a product manufacturer, but it should take full responsibility for the sales of products.

12. Class struggle is no longer a topic for both employers and employees. Instead, how to overcome the crisis.

13. Wu Shuna's analysis of me is: either be a motorcyclist or be the leader of Audi ag. You can compete with others for both, but you can't have both.

14. The person I am looking for should not only be able to complete two or three difficult tasks in one year, but also be able to form a team in step with this field.

15. I asked him what he thought were the three most important things in life, and his answer was-hometown, family and success.

16. The value of Lopez lies in his constant pursuit of rational thinking mode and the working mode and procedure he has established. His sermons, his "brave warrior" theory, his menu suggestions, and his logo (wearing a watch in his right hand to constantly remind himself of unfinished goals) will make his team more United. What impressed me most was Lopez's monk-like enthusiasm and inner strength. He can make people feel that there is nothing better and nobler in this world than work. It not only affects his employees to wear watches like him, but also affects this attitude towards every detail and every specific thing. A group of inattentive listeners leaning back can suddenly become a hard-working team. The effect is amazing.

17. Don't blame anyone, always be prepared. Deal with sudden withdrawal, and don't leave any regrets at the last moment of your life.

18. No action is isolated. Actions only talk about "slimming with softness", and the speed of flexible response is everything. Encourage each working group to apply their knowledge and eliminate all redundant procedures in order to simplify and smooth the whole workflow as much as possible and avoid every waste.

19. In planning and implementation, the company's top management needs a person who knows technology.

20. In my work, it may be obvious that if I want to achieve something, I will come straight to the point and solve the problem directly, and I will not care about the surrounding situation. People around me may feel uncomfortable because of my limited vision, but I just focus on the most essential problems.

2 1. I am the kind of person who gets my inner feelings mainly by looking and observing. Listening and reading are far less important to me than watching. I observe and then generate ideas from natural associations in my mind, which will guide my thinking and planning.

22. My demand for harmony is limited, and it may not be much different from my colleagues in other companies. It is impossible for the top management of the company to maintain harmony all the time. The best result is nothing more than that everyone does his best, and each does his best is not necessarily harmonious. In every company, there are always more people who find fault with others than doers. I estimate that if we have 15%~25% doers, we can push those who find fault with others aside. Especially after I was in charge of Audi's work, I had a deep understanding of this issue. In the management team composed of more than 800 managers, at least 200 people should be motivated, and their innovation and pioneering power should drive all employees. Only with this kind of strength can we establish an Audi brand that can compete with BMW and Mercedes-Benz. I can say that I did it.

I always believe that I would rather fire a senior manager who doesn't adapt to the situation than risk the company being weakened, which will lose thousands of jobs. Apart from the serious situation that Audi caused 4000 jobs to be irretrievable from 1988 to 1990, I always try to find an unconventional way to treat employees without firing a large number of employees. However, I need the help of the manager I work with. If the manager has to part ways with us just because of different opinions, then he may realize his idea in the next company ―― if she is not as competent as he thinks, it will be beneficial for him to work for a competitor instead of us.

24. It can be said that whenever I enter a brand-new field of work, only by forming a correct team first can things get on the right track.

25. During the 2 1 year working at Audi, I managed to leave the problem to someone who can solve it.

26. It is my habit that a problem solver should appear immediately after the reporter of the disaster.

27. A core group is always the one I trust most.

28. Ask the right questions.

As an engineer, my creativity is not to develop my own creativity, but to be good at combining creativity in different fields.

30. Many people who used to be above themselves are responsible for the crisis and will only stick to the rules. So, I have no future with them.

1. Ownership and management rights are separated, and Porsche family directors collectively withdraw from management rights and hand them over to professional managers.

2. Gold shines everywhere. Lead the team to create brilliance in Porsche. Audi is the soul of the product. In front of the public, it is the chairman who creates miracles again and again. Entrepreneurs who know technology and are good at management.

3. Be good at discovering talents, knowing people and employing people, solving practical problems, focusing on solving problems and constantly optimizing organizational capabilities.

4. The magic weapon of running a business: attaching importance to quality and pursuing profit.

5. Retire after success, and heaven is right.