理想汽车内部，最近经历了一场并不喧哗、却真实存在的小风暴。
The past few days have seen a quiet but tangible ripple inside Li Auto.
这场波动的起点，来自前一晚的一则临时通知。次日上午，公司将召开一场线上会议，但并非全员参与，仅限部分员工。
It started with a late-night notice: an online meeting scheduled for the next morning, open only to selected staff rather than the entire company.
会议来得仓促，信息却极为有限。直到1月26日上午10点30分，会议准时开始，许多参与者依然不知道自己将听到什么。
The meeting felt rushed, and details were scarce. Even at 10:30 a.m. on January 26, when it officially began, many still didn’t know what to expect.
在长达两个小时的会议中，CEO李想的发言占据了绝对主导。他分享的核心，并非短期经营策略，而是对行业未来的判断。
During the two-hour session, CEO Li Xiang dominated the agenda, focusing less on near-term operations and more on long-term industry trends.
他抛出的观点相当激进：2026年，将是所有想成为AI头部企业的“最后上车时间”；L4级自动驾驶最迟将在2028年落地；理想汽车未来不仅是智能电动车公司，还将进入人形机器人领域，并尽快推出产品。
His statements were bold: 2026 would be the final window for companies aiming to become AI leaders; Level 4 autonomous driving would arrive by 2028 at the latest; and Li Auto would move beyond smart EVs into humanoid robotics, with products coming soon.
然而，这些宏大的判断，并没有在会场内激起预期中的共鸣。
Yet these grand visions failed to spark the expected excitement among attendees.
与以往内部会议中“被刷新认知”的反馈不同，这一次，不少员工直言“听不懂”，甚至困惑这场会议的意义。
Unlike past meetings where employees felt intellectually stimulated, many this time openly admitted they couldn’t follow the logic, questioning the purpose of the meeting itself.
这种情绪并非空穴来风。它来自更深层的现实压力。
That frustration did not come out of nowhere—it reflected deeper, ongoing pressures.
销量下滑、高管离职、竞争加剧，企业与员工都承受着真实而具体的焦虑。
Declining sales, executive departures, and intensifying competition have placed both the company and its employees under real strain.
在这样的背景下，绕开眼前亟需解决的经营问题，继续描绘AI远景，难免让一线员工感到疏离。
Against this backdrop, emphasizing distant AI visions while sidestepping immediate operational challenges inevitably felt disconnected to frontline staff.
但理想对AI的坚持，也并非凭空幻想，而是一种在车市降温后的主动转向。
Still, Li Auto’s fixation on AI isn’t baseless—it represents a strategic pivot amid a cooling auto market.
当汽车销量触及增长瓶颈，“讲新故事”、寻找第二增长曲线，成了新势力的集体选择。
As vehicle sales hit growth ceilings, telling new stories and seeking second growth curves has become a common move among EV startups.
理想并非个例。小鹏早已在汽车之外多点布局，人形机器人和飞行汽车频频登上舆论焦点。
Li Auto is not alone. XPeng has long diversified beyond cars, with humanoid robots and flying vehicles capturing public attention.
海外阵营中，特斯拉更是跳出“车企”边界，从Robotaxi到卫星互联网，从社交平台到政治议题，构建庞大的生态版图。
Overseas, Tesla has pushed far beyond the definition of an automaker—spanning Robotaxi, satellite internet, social platforms, and even politics.
这些跨界叙事，本质上都是在用车市之外的想象，对冲主业增长乏力的焦虑。
At their core, these cross-industry narratives serve to offset anxiety over slowing core auto businesses.
但在会议结束后，一位员工的直言，道出了更普遍的心声。
After the meeting, one employee’s candid remark captured a widely shared sentiment.
“现在关于AI的内容，并不是我最关心的。我更想听，作为一号位的反思，以及2026年的整体战略。”
“AI isn’t my top concern right now. I want to hear reflection from leadership—and a clear strategy for 2026.”
这番话，精准击中了理想当前的现实处境。
Those words struck at the heart of Li Auto’s current dilemma.
2025年，理想两度下调销量目标，全年交付40.63万辆，同比下滑19%，远未达到内部预期。
In 2025, Li Auto revised its sales targets twice, delivering 406,300 vehicles—down 19% year-on-year and well below expectations.
随着资源向纯电与AI业务倾斜，曾经的增长引擎——增程车型——逐渐被边缘化。
As resources shifted toward pure EVs and AI initiatives, the once-core extended-range models were gradually sidelined.
部分门店不再展示L系列，用户甚至需要前往地库才能看到实车。
Some stores no longer display L-series vehicles, forcing customers to view them in underground garages.
而被寄予厚望的纯电产品，并未成功接住下滑的增程销量。
Meanwhile, the highly anticipated pure EV lineup failed to compensate for the decline.
I8上市反响平淡，I6受制于产能，两款车型都未能支撑整体销量。
The I8 launch was lukewarm, while the I6 was constrained by production capacity—neither managed to lift overall sales.
外部环境同样严峻。竞品密集推新，品牌力持续渗透，L系列腹背受敌。
Externally, new competitor launches and growing brand penetration have put the L-series under pressure from all sides.
“把车卖好”，尤其是在2026年重回增程优势，成了员工与公司共同的期待。
Selling cars well—especially reclaiming leadership in extended-range models by 2026—has become a shared hope across the organization.
因此，今年1月，理想展开了一系列密集调整。
As a result, January saw a wave of internal restructuring.
从研发体系、产品线划分，到销售政策与渠道优化，企业试图稳住基本盘。
From R&D restructuring to product realignment, sales incentives, and channel optimization, the company is working to stabilize its foundation.
研发层面，高阶自动驾驶负责人转任机器人硬件负责人，资源重新配置。
On the R&D side, leadership shifts signaled a reallocation of resources toward robotics.
产品架构上，管理调整促成了更清晰的产品矩阵分工。
Organizational changes led to clearer divisions across product lines.
渠道端，则关闭了一批扩张期铺设、效率偏低的门店。
On the retail front, underperforming stores from the expansion phase were shuttered.
对理想而言，2026年是必须证明自己的关键一年。
For Li Auto, 2026 is a year of reckoning.
它既是扭转销量颓势的窗口期，也是行业淘汰赛初现轮廓的节点。
It is both a chance to reverse declining sales and a moment when industry shakeouts will become clearer.
没有扎实的汽车业务作为支撑，再宏大的蓝图，也难以兑现。
Without a solid automotive foundation, even the grandest vision risks remaining unrealized.
在现实与理想之间，理想汽车正站在一个必须作出选择的十字路口。
Caught between reality and ambition, Li Auto now stands at a crossroads it can no longer avoid.
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