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The repeated denials by VW officials from global headquarters in Wolfsburg, Germany, and from VW in the U.S., since 2012- when the problem of higher emissions on roads compared to emission test readings first came to public attention- show that VW management took the problem lightly. The deep consequences of such a move to hide real emissions, not just from the EPA but from unwary buyers, appears to have been entirely missed by management. Even when the issue was raised by the EPA, VW stated to EPA that the differences in results on roads vs actual emissions tests were technical flaws. In December 2014 VW even made a voluntary recall of half million diesel vehicles. Yet the high emissions on roads continued till VW officials told EPA about the software that was the real cause in August 2015. Even then VW officials offered to personally apologize, and asked for certification of 2016 models in the U.S., missing entirely the deep consequences of their actions. VW now says that the software to conceal the real emissions was installed on 11 million vehicles worldwide. VW management has set aside $7.7 billion as provision for penalties. The VW stock declined by 35% by September 22, 2015....

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Changes in the management board at  VW that will lead to an accelerated investment in electric vehicles. Labor leaders had sought to oust CEO Herbert Diess. Mr. Diess will no longer oversee the VW brand or the company's business in China. The management board is expanded to 11 from seven previously. Three new board positions were created two filled by women. The result is that Mr. Diess will now be working with overall guidance from the board and other members that seeks to accelerate VW's conversion into an electric car company. About $180 billion in investment was approved half of this going into digitization and electric cars.

These changes are happening as Germany goes in a new direction under the leadership of Mr Scholz of the SPD and the Greens vice chancellor, Mr Habeck, who is also in charge of an expanded economy ministry including climate change, with large investments planned to combat climate change.

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Winfried Vahland, the VW executive chosen to head the U.S. and Mexico operations by new VW CEO Muller, turns down the position. Vahland is one of the most experienced executives at VW, heading the China operations, and since 2010 in charge of the Skoda operations based in the Czech Republic. This is a setback for VW as it looks for ways to improve the management at all of its operations and make organizational changes.

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The head of VW's truck operations Mr. Heinzmann will assume the new position on the management board overseeing Chinese operations. The head of the Chinese operations, Mr Neumann, was earlier expected to take this position, but will now be given another assignment. VW's sales in China increased by 17% to 2.3 million and worldwide sales up 14% to 8.2 million in 2011. VW has seen tremendous growth under CEO Martin Winterkorn.

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German authorites are looking into the possibility that higher up management knew about the emissions cheating and whether management had permitted it to take place. A search warrant was issued by a judge in Munich in March 2017 that makes it possible for investigators to take documents and other evidence on mobile phones of senior management, including Mr. Muller and Mr. Stadler, two very senior executives who head VW and Audi. Almost 2 years after the story first came to light the investigation continues and the probe deepens into who knew what at the highest levels of management.

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A new family sedan will come out of a new manufacturing plant VW has built in Chattanooga, Tennessee, in 2011. The plant will turn out a new version of the Passat to compete with the Toyota Camry and the Honda Accord. Production capacity will be 150,000 A new Beetle will also be introduced. This is the first time VW has built a car specifically designed for the U.S.. During its previous efforts in the 80's VW used European designs and transferred them to the U.S. Its plans are to sell 400,000 VW's in the U.S. by 2013. VW sold 213,000 cars in the U.S. in 2009, so this means doubling sales in 4 years. At it height VW sold 577,000 cars in 1970, but this was before the Japanese and the Koreans entered the market in a significant way, and now the potential is there for Chinese and Indian imports at the low end of the price scale. Another factor making this goal difficult to achieve is the smaller car market and lower economic growth. By 1992, sales had dropped to 49,000, after the boxier replacement to the bug- in its Rabbit and Golf models- never took off. The new Beetle's introduction in 1998 improved sales, which reached 356,000 in 2001, and then declined as a result of too few new models, declining quality and a weakening dollar. There is a feeling among VW's American dealers, that VW's European headquarters staff is not giving the US the priority it deserves. The revolving door change in CEO's for the US operations, has only reinforced this impression. Mr Browning of GM's European operations replaced Jaccoby recently. Jaccoby joined Volvo as its new CEO. Steps taken to address these issues are to revamp the Jetta model for American customer preferences, and advertising that appeals to price conscious customers with the line: "Great for the price of good." Another innovative effort is an ad strategy that tries to capture Hispanics in the US market, with ads on Spanish language television networks. A sign of how much German management is involved in the detail of the new Jetta, is the discussion at the management board level about whether the new model should have American style cup holders. This meant pushing the brake two inches forward towards the driver, a decision that was made to do so after some deliberation at the management board. This will lead to intense competition in the US market, with Asian, European and US manufacturers all vying for the same price conscious customers....

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Six years after the VW diesel emissions scandal was uncovered in September 2015 by the California clean air agency, CARB, perceptions have changed in Germany. This report says the charges leveled against the defendants including former CEO include organized commercial fraud and tax evasion. The grounds for this are that thousands of former VW customers were able to claim tax credits in Germany for the vehicle misstated low emissions levels. In Germany organized fraud is subject to up to 10 years in jail. German experts cited here say it is very unlikely that higher management were no aware of the effort to distort emissions results. 

Much has changed in Germany since then. The auto industry has shifted away from diesel to electric cars. German federal government no longer sees Germany's auto industry in the same way that it did in the early years under Merkel.

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Workers at the VW plant in Chattanooga, Tennessee voted 712 to 626 in Feb. 2014 to reject membership in the UAW union. This makes it more difficult for the union to make inroads in the Southern states. In an unusual step VW- cooperating with the IG Metalls union in Germany- let union organizers into the plant for over a week and cooperated with the UAW to setup the election. VW wanted to setup a works council, a committee of employees which gives management feedback for running of the plant, similiar to ones operating in Germany.

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Lee Hockstader, writes the European Affairs column in The Washington Post. He visits the city of Wolfsburg, a town founded by the Nazis for their "strength through Joy," program. VW is cutting a fourth of its German jobs over 5 years, about 35,000 employees. Half of the 120,000 people in Wolfsburg work for VW. Germany faces deindustrialization as a result of its dependence on heavy industry, on automobiles, chemicals, metallurgical engineering. Its failure to digitize and to move ahead in AI and software presents a problem. While countries such as China surged ahead with bold investments in EV vehicles VW was slow to respond. Japan pushed forward in hybrids. India in digitizing fast. Cost of labor have caught up to inflation and rising, electricity costs are up, and profits from Chinese production are vanishing with China's BYD and Geely, and other Chinese auto companies taking away VW and GM market share. VW's US Tennessee EV plant faces an uncertain future with loss of EV subsidies by DJT executive orders. In the US the effects of deindustrialization underway were covered up for decades by Compliant Media and Economists with the idea that it brought consumers lower prices, a facade for not saying that labor was more compliant in Asia after a period of job banks in Detroit and other hindrances put up by labor in the US in the 1970's souring management. That generation and period is gone and America badly needs to get its act together. Here in Wolfsburg the schools supported by VW like the Wolfsburg New School will lose VW funding as well as the public services in the city from lower tax revenues. This is what happened in the US catching up to the last of the industrial players of the twentieth century now facing a competitive China and a future competitive India.   ...

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Cracks are appearing in Japan's manufacturing model in recent years. Kobe Steel, Mitsubishi Materials and Subaru Corp have admitted to manipulating quality inspections. Takata Corp, maker of airbags is a case study in what can go wrong, as the company declared bankruptcy after failing to tackle safety problems and supplying defective airbags. The case is all the more astounding as airbags are designed for ensuring the safety of automobile passengers, a key feature of every automobile.  The situation is one of failure of management to take the right actions. This also happened with Toyota as management missteps worsened the issues related to faulty acceleration of vehicles, leading to media focus on Toyota in the U.S. Japan is not unique in this area of management failures as VW's actions in the diesel emissions case have clearly shown. Pressures to cut costs are part of the problem as this report shows. In Japanese companies quality checking staff employees are the targets of cost cutting layoffs resulting in the faulty step of outsourcing quality checks, which is contrary to what the country's pioneers sought to do when they adopted American Total Quality methods in the 1960's. This creates opportunities for China today, and for India in the future if it is able to capitalize on the opportunities in manufacturing desperately needed for job creation.    ...

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Akio Toyoda of Toyota Motors resisted making a full scale commitment to EV's leading to Toyota falling behind in EV technology, ceding leadership to Chinese, American and German companies. This report in WSJ looks at how this happened. Toyota vehicle sales are declining and VW has overtaken Toyota. Toyoda failed to make a commitment to a date for going all electric and this has led to criticism of his management of the company and seen as resistance to the climate transition to EV's in the automobile industry putting behind the period of fossil fuel driven cars. Toyoda is the grandson of Kiichiro the founder of the company when it was in textiles in the 1920's. He says the the role of CEO is very lonely and very hard, as his early years were spent without the team spirit seen at the top and he was closer to the grassroots. He is now chairman and has given the decisions of the transition to EV's to the new CEO, Mr. Koji Sato.

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Matthias Muller, 61, is the new choice for CEO of VW following the emissions scandal in 2015. Changes at VW with the departure of Mr. Winterkorn, include the resignation of Ulrich Hackenberg, chief engineer of Audi, Wolfgang Hatz, chief of R&D at Porsche, and Heinz-Jakob Neusser, development chief of Porsche. Hatz and Hackenberg worked closely with Winterkorn. VW says about 11 million cars were equiped with the software that turned off the emissions control mechanism on the road. This was on the VW Passat, Jetta, Audi 3, all built on the same platform and using this software to circumvent emissions controls. The new head of VW USA is Mr. Vahland, 58, head of Skoda, who is a former manufacturing strategy review chief of GM Europe. Matthias Muller, is backed by the Porsche-Piech families that are large shareholders in VW. Ferdinand Piech had actually lost confidence in Winterkorn and tried to remove him from the CEO position in April 2015, before a turn of events led to the emissions scandal. Muller completed an apprenticeship with Audi in 1977, followed by studying computer engineering at the Munich University of Applied Sciences. In 1984 he joined Audi's IT department, becoming product manager for Audi 3 in 1993, and taking on overall product management at Audi in 1995. In 2007 VW's new CEO Winterkorn appointed him head of product strategy for VW, and in 2010 to the CEO position at Porsche....

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Under VW ownership and management, after 16 years of cooperation and $14 billion in investment, Skoda based in the Czech Republic has become a solid competitor. In 2007 Skoda plans to sell 630,000 cars worldwide and its aiming at sales of 1 million cars by 2010. In 2006 sales increased by about 10% in the European market which has been stagnant and beat Toyota as one of the fastest growing brands. Its a leader in quality surveys in Europe, and was tied with Honda for second place in quality in Britain, according to JD Power ansd Associates. Skoda has huge potential in developing country markets as a quality car at lower prices- prices lower than VW cars. VW bought 30% of Skoda in 1991 and by 2000 gained ownership of the whole company. Skoda has also done well in the design of its cars, the Roomster, the Octavia wagon, and the midsize sedan Superb have all received acclaim for their design. VW is considering making a low cost Skoda car to match Renault's Logan which sells for $7000 as a base model....

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The expansion plans of VW will add more competition into the US market which is declining. Martin Winterkorn ran VW's Audi business. He became VW's new CEO this year and brings a new leadership perspective to his job. He has several new strategies. In the area of pricing he wants to reduce unneeded features such as external mirrors that fold inward for narrow European streets, and bring down the price of VW Jetta and Passat models to be competitive with Toyota's Corolla and Camry models. Currently a Jetta is $17,000, a Corolla is $ 15,200 and a Passat is $23900 compared to a Camry at $20,000. VW's plans are to set a sales target of 1 million cars by 2018, tripling sales in ten years from the current 330,000 vehicles. In the next 3 years to 2010 sales world wide are expected to increase by 12 to 15%, VW wants to capture a bigger share by seeing its sales increase by 30% from the six million units today to 8 million units by 2010. Winterkorn sees this as possible given that VW has a more centralized management structure now which makes for quicker decisions. VW is also working on a new family of small fuel efficient cars on a common platform to be sold in China, India and other markets where a small car will be popular. Winterkorn referred to its new concept car as an example of the direction this would take. As importing cars from Europe is becoming costlier with the strong euro and the Japanese in contrast have the advantage of a weaker yen, the expansion plans will require lower pricing. VW looks to build a plant in the USA. Another strategy is to add 12 new models to its global product line and to launch more new vehicles in new product segments. This is what Winterkorn thinks has given Toyota its increased sales. A new compact SUV caled the Tiguan will be introduced. What all this means is that VW is seeking to move buyers of Japanese and American cars to try German cars, make German cars cost less and make a strong showing in the American and global markets. ...

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The large increase in auto sales in 2013 to 15.6 million follows a strong rebound in the U.S. market. The gains in sales over 2009 at the peak of the financial crisis, shows Chrysler at 93% gain in sales over 2009, VW at 92%, Nissan 62% and Ford 54%, according to Autodata. Smaller gains of 33% and 26% for Honda and Toyota. Chrysler's sales were 1.8 million in 2013- the company which depended on policymakers in the Obama administration for survival showed remarkable gains under Fiat's CEO Marchionne. VW returning to the market and stumbling repeatedly in the previous ten years, made serious gains with Jetta and Passat models designed and priced for the U.S. market. VW achieved sales of 0.6 million in 2013. Ford sales were 2.5 million, Nissan 1.2 million, Honda 1.5 million and Toyota 2.2 million for 2013. GM sales 2.8 million increasing by 35% in 2013 over 2009. The automobile story may be the biggest story in the U.S. manufacturing recovery. It also may have made a difference in the election campaign of 2012- with winning campaign points in key midwestern states such as Michigan and Ohio for the Obama administration's backing of a renewed auto industry around fuel efficiency improvements, new management, and new relationship with unions. In the period 1998-2007 average sales were 16 million in the U.S. market, with a nosedive to 10.4 million vehicles in 2009, and a rebound to 15.6 million in 2013, according to Autodata. Under previous union contracts with higher wages and pension costs, and a flurry of price incentives, car makers needed higher volume to make profits. Changes since the bankruptcy of 2 automakers include bringing in management from outside the auto industry- Marchionne at Chrysler, Whittaker and Akerson at GM came from other fields (telecom, finance) bringing new perspectives. Mulally at Ford was from Boeing commercial aerospace. Other changes were lower wages and pension costs with renegotiated contracts and relationships with unions, discipline to lower incentives, younger managers moved up and brought in from outside including Reuss and Barra at GM, Farley at Ford, lower sales to fleets, improved fuel efficiency for SUV's and pickups to change the cost of operating, a mix shifted to smaller and midsized cars, improved quality, and changing the buyer perception of American brands....

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Rupert Stadler, CEO of Audi brand of VW, is arrested on Dec. 19, 2018, in connection with the diesel emissions scandal. He is the only member of VW Executive Board to be arrested. Prosecutors raided Mr. Stadler's home and looked for evidence in the investigation. Mr. Stadler says he will cooperate by giving testimony.

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Matthew Tsien, a vice president in GM China, will be the new president in Jan. 1, succeeded Bob Socia. Tsien will report directly to Dan Akerson, CEO of GM. Tsien is currently vice president of planning and program management and has experience working wih GM's joint ventures. The direct report helps to provide direct contact at the highest level with CEO Akerson. GM China chairman is Tim Lee, who is also executive vice president of global manufacturing. China provides about 30% of GM's global vehicle sales. GM is taking a new look at its China operations as increasing competition is eroding its market share. VW sales in China increased by 18% to 2.35 million cars and SUV's, in comparison GM sales were up 11% to 2.31 million, for the first 9 months of 2013. GM's plans going forward are to invest $11 billion in China through 2016 for 4 new assembly plants. This will boost annual production to 5 million vehicles in China by 2016.

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GM and Chrysler will face a tough market in the years ahead. The last year as seen GM's image with the American customer erode even further. Reputation Institute surveyed 70,000 people worldwide, and found only Mitsubishi and AvtoVAZ have a worse image. This inspite of improvements in quality at GM, which shows that management errors and its image matters a lot in buyer behaviour. Worse still GM and Chrysler, both are not favored by the younger generation of customers. The new demographics show that 73 million 21-33 year olds will be customers in the next few years, and they have shown little interest in Detroit brands. These people says one expert on atitudes towards automotive brands at AutoStrategem, can't see heir friends in these brands, and so can't see themselves in them. Perception matters a lot to these young people who are better educated. Studies have shown that college graduates and better educated Americans favor overseas brands by a wide margin. Chrysler is pervceived as having poor quality according to JD Powers and Consumer Reports. With $21 billion in debt Chrysler is more burdened with costs, needed improvements are less likely without investment. Chrysler may shrink to 6% of the market says BW, and GM will probably go down from 19% in 2008 to 14% in the next 3-4 years, as competing with Honda, Toyota, Hyundai, VW and new competitors from China and India makes for a very tough environment. Worse still there is about 90 million car production capacity worldwide, and the worldwide market has shrunk to 55 million cars and is still shrinking. ...

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Carl Schramm of the Kauffman Foundation which supports entrepreneurship says Venture Capital Funds have failed in recent years. With less and less of the partner's capital as low as 1% and more money from pension funds and other sources with short term pressures for performance, and the VC funds own 2-20 model (taking 2% each year as management fees and 20% of profits at time of IPO's) these funds have gone more into keeping companies only for afew years and selling them off rather than nurturing for the long run. In an earlier era the VC funds tried to nurthure the companies and did not take in so much in fees and profits. Today they are flipping more like the private equity firms do.And with the poor results turned in by the funds Schramm points out that returns are negative since 1997 for many of these funds. So VC funds are not supporting the new investments in biotech and clean energy even though there is a big need for investments. VC funds invested only $4.8 billion in 637 companies in the 3rd quarter of 2009 down 33% from $7.2 billion and 994 businesses in 2008 acccording to Price WaterhouseCoopers and the National Venture Capital Association....