Luca de Meo, Renault Group boss and architect of an aggressive, all-encompassing EV-based turnaround plan called ‘Renaulution’, says the project’s catchy name occurred to him one morning in the shower.
“I often have ideas while I’m getting ready for work,” he says. “So I use those waterproof notepads you can get on Amazon. I knew straight away this name would work because it combined ‘revolution’, which conveyed a real sense of urgency, and ‘Renault’, which was intended to make clear we would use our own talents for this. There would be no consultants.”
Even from the outside it was obvious the Renault Group had become too orthodox in its approach, says de Meo, who began his automotive career at Renault and remembers its adventurous, avant-garde soul. But because of the extraordinary twin upheavals created by the Covid pandemic and the rush towards electrification, he feels there is a unique opportunity for companies like Renault, even though they’re not market leaders.
“If you see new opportunities and use them before your rivals can, you win,” says de Meo. “You may not have superstar players in the team, or the biggest budget, but if you adapt fast and use teamwork, you win.”
De Meo’s appointment at Renault, announced after he had just completed a five-year turnaround in the fortunes of Seat, the Volkswagen Group’s problem marque, came at the beginning of last year. That was more than a year after his predecessor Carlos Ghosn had been ousted, and Renault was drifting, but de Meo couldn’t take office for another six months because of ‘gardening leave’ restrictions. But by the time he had his feet under his new Renault desk, many of the recovery elements were clear in his head. “Lots of the information I needed was already on the public record,” he says.
He used the first four or five weeks to meet workers and managers, review the company’s factories and facilities and visit engineering and design offices “to see what model plans were in the drawer”, and then he set about assembling a 40-strong, all-Renault team of varied ages and backgrounds to flesh out the Renaulution plan. He christened this group ‘The Source’ and cleared office space on the floor above his own seventhstorey abode so the team was within easy reach. “The script was mostly there already,” he says, “but some of it needed challenging. There was a lot of detail to add and, of course, we needed to put numbers behind everything.”
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It's not our fault if your Governments could not see the longer benefits of your car companies and just let them go bust. Maybe they were not worth keeping but I believe even without the French Governments help Renault would have still survived. Renault have always been popular and will continue to be popular and make some of the best built and best looking cars available today.
The situation with Mitsubishi seems to have been that of missing the obvious - why on earth didn't the Japanese look at European badge engineering before announcing the withdrawal?
If Renault want to break through by going upmarket (which has failed a number of times before) and appear happy with different brands for different market sectors could they achieve this by aquisition rather than doing their own thing - JLR anyone? Relaunch a dead French or European brand like Mercedes tried with Maybach?
Interesting perspective on China - seen to actually be ahead of the game and not still playing catch up.
Still think they should bring back a modern day 4 as well as the 5.