MOST chief executives relish a soar of their firm’s share worth. However spare a thought for Volkswagen’s Matthias Müller as he watched the gauge of worth leap by four.5% on April 10th. That was galling as a result of traders had been responding to rumours, in impact promptly confirmed by VW’s board, that he was to depart this week after lower than three years as head of one of many world’s high three carmakers.
The pensive Mr Müller, 64, hardly ever had the air of a person having fun with the limelight. His contract ran till 2020, however he had turn out to be more and more annoyed at inner opposition to his efforts to vary the best way the corporate was run within the aftermath of “dieselgate”, a disaster sparked by VW’s rigging of car-emissions assessments. To an outsider, adjustments reminiscent of extra decentralisation and the sale of peripheral companies hardly appeared controversial. However they had been an excessive amount of for some. He could also be pleased to go; the board referred to his “basic willingness” to just accept the pending administration shake-up.
The supervisory board’s motivations are combined. One is new face may assist VW transfer on from dieselgate. Mr Müller, a long-serving insider, was put in in September 2015 to deal with the furore. Within the aftermath he confronted a hunch in gross sales of diesel vehicles, the jailing of workers in America and a invoice of some $30bn (made up of fines and the price of shopping for again autos from aggrieved customers).
Mr Müller dealt with a tough job competently. VW at the moment is again to roughly the identical monetary form it was in simply earlier than the scandal broke in mid-2015, with a market capitalisation of some €85bn ($105bn). Its share worth has outperformed these of its friends. Final 12 months it doubled income and bought a document 10.7m autos.
Traders now need greater than competence. As The Economist went to press, the most certainly alternative was considered Herbert Diess, who was additionally anticipated to maintain his present job as head of the VW model. As a recruit from BMW who arrived solely in mid-2015, he could be introduced as an outsider untainted by VW’s outdated scandals.
As essential is his repute for protecting down prices. He has been efficient in his dealing with of influential commerce unions, and is more likely to press for extra environment friendly use of expensive capital items reminiscent of robots—the agency is infamous for investing closely in them to little avail. Bernstein, an equity-research agency, wrote in January that “periodically, VW decides it wants to enhance its competitiveness and profitability—and brings in an outsider to assist it with this process.” It sees Mr Diess as the most recent white knight, capable of speed up cashflow and income.
The challenges are quite a few, although. VW nonetheless must simplify its sprawl and give attention to fewer manufacturers. That’s straightforward to say, however unions, fearing job losses amongst 640,000 workers, oppose any shrinkage. In December they blocked even Mr Müller’s modest sale of Ducati, an Italian motorbike model of no strategic significance.
Above all, the agency has to put a guess on the way forward for the automobile itself. Mr Müller had made it a precedence to steer shareholders, in addition to engineers dedicated to the interior combustion engine, that electrical autos (EVs) are the best way to go. He promised that VW would launch a brand new battery-powered automobile virtually each month, from subsequent 12 months. In March VW mentioned it could equip 16 vegetation (up from three) to construct EVs within the subsequent 4 years. It additionally says it has offers with suppliers for batteries value €20bn. Such actions is not going to spare Mr Diess, if certainly he’s the following boss, an enormous strategic query: of all carmakers, ought to VW have the most important electrical ambitions?