LEADERSHIP & STRATEGY

as well as exceptional sports cars that are affordable for a slightly broader customer base.” Exclusivity and approachability, held in balance, create pricing power few manufacturers can replicate. The task is to protect that balance rather than sacrifice it to volume targets. The second is product. The perennial Porsche 911 remains the star – it broke sales records in the high-price segment in 2025 even as the wider business struggled. Around it, Leiters wants to concentrate and sharpen.“ We stand for uncompromisingly good sports cars that you want to drive yourself,” he said,“ with genuine Porsche DNA: performance, emotion, design, heritage, exclusivity.” In practice, that means rationalising the portfolio – fewer variants and derivatives where complexity isn’ t justified by demand – while exploring expansion into higher-margin segments above the Cayenne. Customisation programmes such as Special Request will be extended. The direction is upward and selective. On drivetrain, Leiters has made a pragmatic call. Electric vehicle ramp-up is being slowed, while combustion engine

one-off strategic realignment, including battery write-downs and restructuring

and hybrid product lives are extended.“ With the Taycan, we were pioneers in electric mobility and clearly ahead of our time,” he said.“ But we are now seeing that market conditions have changed significantly.” Porsche’ s shift is a recalibration around customer demand rather than a fixed position on future power options. The third pillar is cost. And here Leiters is unsparing. Development costs, platform complexity, management structures, hierarchy, bureaucracy – all are on the table.“ The organisation – especially in the indirect area – has grown disproportionately to the development of our business,” he said.“ The streamlining planned to date is not sufficient under the changed conditions.” More synergies across models, greater

110 May 2026