作者 | 張超 編輯 | 羅麗娟
新年伊始，總是企業回顧總結與規劃展望的時間節點。“節奏與效率”，成為了這次蔚來董事長兼 CEO 李斌全員信的關鍵詞。
受到突發事件影響，2022 年蔚來工廠在 4 月和 10 月兩度停產，直接影響了訂單交付速度和消費者信任度。而在最新發布的全員信中，李斌也將 2022 年定義為 “不平常的一年”，他坦言公司原定節奏與計劃被打亂。
雖然過去一年蔚來在交付量、新建工廠、換電站等基礎設施建設、上市等方面取得了一些進展，但在李斌看來，“不少同行的同期表現都比我們更加出色”。
具體而言，蔚來的問題可以表現在八個方面：
<blockquote>
1、交付量增速落後中國智能電動汽車市場整體增速；
2、不及很多廠商應對供應波動反應迅速、高效；
3、針對需求波動，慣性太強，調整不及時，造成了不必要損失；
4、新車上市前後軟硬件質量問題已經影響產品口碑和聲譽；
5、測試車事故和數據被竊取事件暴露出公司內部管理需要加強；
6、雖然建立了用户滿意度反饋機制，但解決問題的閉環速度仍距離用户期望有很大差距；
7、組織和團隊在過去一年中擴展過快，內部溝通效率亟需提升；
8、數字管理系統不能很好支持業務的新需求，已經成為了業務發展的瓶頸。
不難發現，蔚來的問題主要集中在內部組織管理和協同效率上，進而影響到了產品的交付和對用户的維護。
</blockquote>
作為 “蔚小理” 三家中具備先發優勢的新能源造車企業，截至 2021 年二季度，蔚來單季交付都一路領先；但從 2021 年三季度就被小鵬和理想超越，直至 2022 年三季度才重新反超，但四季度交付量依然不及理想，造車新勢力 “冠軍寶座” 岌岌可危。
但在 2022 年底的 NIO DAY 媒體溝通會上，李斌卻信心十足地提出了 “明年銷量超越雷克薩斯油車品牌” 的目標。
按照雷克薩斯 2022 年前 11 個月 16.9 萬輛和 2021 年全年銷量 22.6 萬輛的交付成績看，蔚來 2023 年的汽車銷量則需要至少達到 19 萬輛，平均單月 1.58 萬輛。奮力一搏，蔚來也是有可能實現的。
“智能電動汽車的競爭已經進入到資格賽的後期階段，” 李斌強調，只有更出色的表現才能贏得決賽參與資格。
在全員信中，他還提醒全體員工，“對 2023 年甚至更長時間的困難要有足夠的心理準備”，“放棄任何的僥倖心理，保持危機感，冷靜感知和分析市場環境與競爭態勢的變化，我們才可能適應與應對接下來的艱難挑戰。 ”
2023 年，對蔚來而言是至關重要的一年。李斌要求，蔚來全體員工專注執行效率的提升，讓工作方式更敏捷、更高效。
以下為李斌內部信全文：
<blockquote>
各位同事，
2023 年來了，祝大家新年快樂！
最近一個月，奧密克戎在中國迅速擴散，很多同事不幸感染，健康和生活受到很大影響。在這樣的情況下，大家仍然以各種方式儘可能參與工作，保證了研發、供應、生產、交付、用户服務、NIO Day 等各項工作的進行。在此，我要感謝每一位同事這段時間的辛苦工作，也祝還在病中的同事早日康復。
2022 年是不平常的一年，疫情和突發事件的影響超過了預期，打亂了我們原定的節奏與計劃。
即使遇到重重困難，我們仍然取得了不少進展。2022 年度交付量為 122,486 台，同比增長 34%；基於 NT2 的三款全新車型 ET7、ES7、ET5 交付；F2 工廠投入生產；NIO House 和換電站、服務中心等基礎設施的建設基本完成既定目標；NIO Berlin 成功舉辦，歐洲五國的團隊建設進展順利；NT3 研發正式啓動；創新業務部門的工作按計劃推進；香港和新加坡上市順利完成。在這動盪的一年中，有太多感人的故事和感動的時刻，謝謝每一位同事任勞任怨，共克時艱！
2022 年，我們有苦勞，有功勞，但是我們要清醒地認識到，不少同行的同期表現比我們更加出色。我們的交付量增速落後於中國智能電動汽車市場的整體增速；應對供應波動，很多廠商的反應更迅速，更高效；針對需求波動，慣性太強，調整不及時，造成了不必要的損失；新車上市前後的軟硬件質量問題已經影響了產品口碑和聲譽；測試車事故和數據被竊取事件暴露出公司內部管理需要加強；我們建立了用户滿意度的反饋機制，但解決問題的閉環速度仍然距離用户的期望有很大差距；組織和團隊在過去一年中擴展過快，內部溝通效率亟需提升；數字管理系統不能很好支持業務的新需求，已經成為了業務發展的瓶頸。外部壓力不是我們迴避自身問題的理由，我們可以做得更好，應該做得更好。 
優秀的公司能夠變困難為機遇，在壓力中塑造自己的競爭優勢。智能電動汽車的競爭已經進入到資格賽的後期階段，我們需要更出色的表現才能贏得參與決賽的資格。請大家儘快從 2022 年的凌亂中走出來，深呼吸，保持緊張、篤定的心態，調整到敏捷，高效的工作節奏，以參加下一階段更加激烈的競爭。 
我們對 2023 年甚至更長時間的困難要有足夠的心理準備。疫情平復需要一段時間，經濟恢復增長、消費者恢復信心是一個比較長的過程，高端汽車市場尤其會受影響；逆全球化的趨勢不會反轉，我們進入全球市場的過程一定是困難重重；市場競爭越來越激烈，產品和技術越來越同質化，差異化的競爭優勢越來越難獲得。放棄任何的僥倖心理，保持危機感，冷靜感知和分析市場環境與競爭態勢的變化，我們才可能適應與應對接下來的艱難挑戰。 
越在壓力之下，我們越要篤定，越要充滿信心。我們的信心來自於對趨勢的判斷，智能電動汽車已經成為全球經濟為數不多的亮點，可持續發展也是全球為數不多的共識；我們的信心來自於產品、服務、社區的體系性創新，來自於圍繞智能電動汽車核心全棧技術的堅決投入，來自於 NIO House、NIO Power、NSC 等基礎設施的堅決佈局；我們的信心來自於用户企業的願景、價值驅動的組織和優秀的團隊。我們在正確的趨勢中，在正確的方向上，只要能專注執行，我們就能實現目標。 
專注執行，需要我們的工作方式更加敏捷。瞬息萬變的市場，要求我們必須具備敏捷的工作意識、流程與能力。產品體驗團隊要更敏鋭地洞察用户需求，快速閉環響應用户的反饋；研發團隊要隨時評估檢視研發項目進展，及時發現問題，修正問題；用户發展和運營團隊要動態預測市場需求，給到工業化團隊及時準確的規劃與計劃依據；供應鏈、製造、物流團隊要根據市場波動更快響應，用盡可能低的成本保證供應；質量團隊要加快質量的閉環速度，減少質量成本損失，保護用户利益和產品聲譽；售後和服務團隊要更快響應用户需求，提升用户體驗；管理和支持團隊要給到業務同事更便捷的支持，提升業務團隊的工作效率。 
專注執行，需要我們的工作方式更加高效。2022 年，我們團隊和組織持續擴張，職責不清晰、目標不一致、流程不完善、重複建設的情況比比皆是，我們的效率還有非常大的提升空間。2023 年的工作任務會增加很多，但公司的資源投入只會有小幅增加，我們必須從內部挖掘潛力，尤其是對於低效的組織、低效的團隊、低效的流程、低效的項目，需要進行全面的梳理和優化。2023 年，我在效率優化方面會花比較多的時間，也需要每一位同事站在公司整體利益的角度參與、配合，也歡迎大家給我和管理團隊關於效率優化方面好的建議。 
2023 年，對我們來説是至關重要的一年。上半年我們將交付 5 款全新 NT2 車型；NT3 的研發將全面展開；各個創新業務將迎來關鍵節點；歐洲市場的用户交付與服務將進一步提速。2023 年的工作表現直接決定了我們的長期競爭力，需要我們每一位同事全力以赴。
我們的征程是泥濘路上的馬拉松，不要期待有坦途。2023 年，讓我們專注在執行效率的提升，一起加電！
李斌 
Dear colleagues,
As we welcome the year of 2023, I would like to wish everyone a wonderful new year!
In the past month, as the omicron variant spreads rapidly across China, many colleagues have been infected and the virus has taken a toll on people's health and way of life. Despite these challenges, everyone still tried to work in various ways to ensure smooth progress in terms of R&amp;D, supply chain, production, delivery, user service, NIO Day 2022 and many other activities. I would like to thank everyone for working diligently during this difficult time and hope affected colleagues get well soon. 
2022 is an unusual year. The COVID pandemic and emergency events exerted impacts that exceeded everyone's expectations, and disrupted our original pace and plan. 
Even in the face of a myriad of challenges, we still made positive strides. In 2022, we delivered 122,486 vehicles, increasing by 34% year-over-year. We kicked off the delivery of three new vehicles based on NT2, namely ET7, ES7 and ET5. We started production in F2 and fulfilled the infrastructure-building targets, such as NIO Houses, Power Swap stations, and NIO Service Centers. We successfully held NIO Berlin and built up local teams in five European countries. We pushed forward new strategic businesses according to plan. We successfully listed on HKEX and SGX. During this turbulent year, there have been so many touching and unforgettable moments and stories. Thank you all for your full dedication and joint efforts! 
In 2022, there are pains and gains. However, it should be clearly recognized that many peers outperformed us in the same period. Our delivery volume growth fell behind that of the overall smart EV market in China. When tackling supply chain volatilities, many companies responded more swiftly and efficiently. In the face of demand fluctuations, the inertia was too strong to make timely adjustments and avoid unnecessary losses. The software and hardware quality issues before and after the new vehicle launch affected the reputation and word of mouth of our products. The test vehicle accident and data leakage incident sounded the alarm for us to enhance internal control and management. We set up a user satisfaction feedback mechanism, but the problem-solving speed still fell greatly short of user expectations. The organization and team expanded too quickly in the past year while the internal communication efficiency was in dire need of improvement. The digital management system could not effectively support new business needs and became the bottleneck of business development. External environment and pressure should not be the reason for us to evade our own problems. We could have and should have done better. 
Great companies can turn challenges into opportunities and build their own competitive strengths under pressure. The competition of smart EV is now in the later stage of the qualifying round. We have to perform exceptionally well to be able to enter the final round. We have to get out of the woods of 2022 as quickly as possible, take a deep breath, stand our ground, keep a sense of urgency and get to work in an agile and efficient mode to embrace even more fierce competition in the next round. 
We need to be fully prepared for the difficulties ahead in 2023 or for an even longer period. People need time to recover from the COVID pandemic while the economy and consumer confidence also require a relatively long process to restore. Consequently, the premium vehicle market will take a hit in particular. The anti-globalization trend is unlikely to turn the tide, which will bring serious impediments to our global market entry efforts. As the market competition gets even more fierce and products and technologies become increasingly homogeneous, it is getting harder to gain differentiated competitive edge. We should not have a fluke mind or take any chances. Instead, we have to keep a sense of crisis, observe and analyze the dynamics of the operating environment and competition landscape level-headedly, so as to adapt to and cope with the daunting challenges down the road.
When the going gets tough, we should be even more steadfast and confident about the future. Our confidence comes from our judgement on the trend: smart EV has become one of the few highlights of global economy and the pursuit of sustainable development has also become one of the few global consensuses. Our confidence comes from our systematic innovations of products, services, and communities, our determined investments in core full-stack technologies centered around smart EV, and our decisive infrastructure deployment of NIO House, NIO Power and NIO Service Center. Our confidence comes from the vision of becoming a user enterprise and our value-driven organization and outstanding teams. We are on the right side of history and in the right direction. As long as we stay focused on execution, we can achieve our goals. 
Staying focused on execution means working more agilely. The ever-changing market requires us to equip ourselves with agile mindset, process and capabilities. Product Experience team needs to dive deep into user needs more keenly and insightfully, quickly respond to user feedback in a closed-loop manner. R&amp;D team needs to evaluate and review project progresses at all times to identify issues and make corrections in a timely manner. User Development and Operation teams need to make dynamic predictions on market demand to provide a timely and accurate planning basis to the Industrialization team. Supply Chain, Manufacturing and Logistics teams need to respond more quickly to market volatilities and secure supplies with sunk costs as low as possible. Quality team needs to speed up the quality issue closed-loop resolution to minimize losses as well as protect user benefits and product reputations. After-sales and Service teams need to respond to user demand more swiftly to improve user experiences. Administration and Support teams need to provide suitable and handy support to business teams to enhance efficiency of business operations. 
Staying focused on execution means working more efficiently. In 2022, our team and organization continued to scale up, leading to many issues such as unclear roles and responsibilities, unaligned objectives, inadequate processes and overlapping initiatives. There is significant room for improvement when it comes to efficiency. In 2023, we will face more work load, but the overall investments by the Company will only increase slightly. Therefore, we have to tap into the potential internally. In particular, low-efficiency organization, teams, processes and projects need to be streamlined and optimized comprehensively. In 2023, I will spend more time on efficiency improvement personally, and would like to urge every colleague to support and join the efforts from the perspective of the Company's overall interests and would welcome all the constructive suggestions for me and the management team on efficiency improvement. 
2023 is a year of significance to us. We will deliver five new vehicles based on NT2 in the first half of 2023 while the R&amp;D of NT3 will be in full swing. All the new strategic businesses will usher in key milestones and the user deliveries and services in Europe will further accelerate. Our performance in 2023 will directly determine our long-term competitiveness, so every one of us needs to pour our heart into it and go all out. 
Our journey is a muddy marathon, so do not expect an easy road ahead. In 2023, let us all stay focused on execution efficiency improvement and keep powering on! 
William
</blockquote>

蔚來汽車

蔚來-SW

李斌提醒員工，“對 2023 年甚至更長時間的困難要有足夠的心理準備”，“放棄任何的僥倖心理，保持危機感，冷靜感知和分析市場環境與競爭態勢的變化，我們才可能適應與應對接下來的艱難挑戰。 ”

蔚來李斌：智能電動車競爭進入資格賽後期，2023 是至關重要一年