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… reaching out from the module to control the motor,” Tang said. “If those hands are shorter, they take up less space, and with shorter paths, you get lower resistance and less energy loss. It’s like plumbing: shorter, insulated pipes reduce turbulence.”
<figure id="attachment_156237" aria-describedby="caption-attachment-156237" style="width: 1280px" class="wp-caption alignnone"><img loading="lazy" decoding="async" class="size-full wp-image-156237" src="https://console.kr-asia.com/wp-content/uploads/2025/08/Sike-Semiconductor-Silicon-Carbide-Chip.jpg" alt="Photo shows the silicon carbide chip developed by Sike Semiconductor, featuring an “open-window” design." width="1280" height="720" srcset="https://console.kr-asia.com/wp-content/uploads/2025/08/Sike-Semiconductor-Silicon-Carbide-Chip.jpg 1280w, https://console.kr-asia.com/wp-content/uploads/2025/08/Sike-Semiconductor-Silicon-Carbide-Chip-720x405.jpg 720w, https://console.kr-asia.com/wp-content/uploads/2025/08/Sike-Semiconductor-Silicon-Carbide-Chip-1024x576.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2025/08/Sike-Semiconductor-Silicon-Carbide-Chip-768x432.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2025/08/Sike-Semiconductor-Silicon-Carbide-Chip-480x270.jpg 480w" sizes="(max-width: 1280px) 100vw, 1280px" /><figcaption id="caption-attachment-156237" class="wp-caption-text">Photo shows the silicon carbide chip developed by Sike Semiconductor, featuring an “open-window” design. Photo source: 36Kr.</figcaption></figure>
Sike said that conventional SiC modules can increase range by about 6% compared to older IGBT (insulated-gate bipolar transistor) modules. With the open-window design, that rises to 7%, or an additional 47 km of range for the same battery capacity.
But there’s a reason the design isn’t widely adopted.
“It’s risky,” said Gao Xian, general manager at Sike. “The open-window region involves multiple materials. Under high heat and pressure, stress builds up at the edges, increasing the risk of delamination and moisture ingress.”
Gao praised the product for its innovations in technology, materials, and processes. “No one had done this before, so we had to figure it out step by step,” he said.
<h3>Co-developing 5C batteries for faster charging</h3>
Even with greater range and efficiency, fast charging remains critical. The Li i8 features a 5C battery co-developed with <a href="/company/catl">Contemporary Amperex Technology</a> (CATL) and Sunwoda, capable of delivering 500 km of range from just ten minutes of charging, according to the company.
To optimize space, Li Auto and CATL also designed a conformal battery structure tailored to the i8’s chassis. “It improved space utilization,” said Wu Zhenhua, CATL’s chief passenger car technologist.
The battery also features an inverted design that isolates thermal and gas risks from the cabin. A shared exhaust and bottom plate lower the floor and add over five mm of headroom.
It wasn’t a simple design process. The project started in early 2022 and required revising the vehicle layout and frame strength calculations.
“It was during lockdown,” Wu said. “Some of our engineers isolated themselves in the tech building for two weeks to finalize the specs. That was the only way we could move forward.”
Sunwoda also committed heavily. In April 2023, it created a dedicated business unit for Li Auto, growing the team from 1,300 to nearly 1,700 people.
“It’s the first time we’ve done this for one client,” Chen said. Sunwoda even invited Li Auto executives to speak about company culture. “They operate around tasks, not hierarchy,” he said. “That’s powerful.”
The two companies now share vehicle data directly and use predictive models to identify potential issues before they reach customers.
“Our business unit operates like a joint venture co-managed with Li Auto,” Chen said. “We’re fully embedded.”
<h3>Prioritizing process control over cost-cutting</h3>
Years of close collaboration have shaped Li Auto’s supply chain strategy.
Rather than focusing on cost-cutting, the company prioritizes process control, especially in nascent technologies like SiC.
Sike, for example, pioneered a chip-level KGD (known good die) test to detect defects early. “Other companies don’t even know what to test,” one insider said.
Li Auto also uses production data from suppliers to prevent issues, rather than relying solely on customer feedback. It’s a shift from reactive to proactive quality control.
As one Li Auto executive put it: “Everyone wants better products and higher quality. But not every company knows how to get there.”
The edge may lie in the details. And it’s through those details—from thermal shielding and chip inspection to 24 mm of extra legroom—that Li Auto hopes to pull ahead.
If these lessons prove scalable, the i8 could give the company a fighting chance in the EV race.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3398909474933122">article</a> was written by Fan Shuqi for 36Kr.

Li Auto overcame supply chain snags to build the Li i8, but will that be enough?

East Asia

China

Transportation

Electric Vehicles

Mobility

… food products require a deeper level of localization in terms of tastes and branding.
Nevertheless, the influx of Chinese consumer products into Southeast Asia, a trend that analysts say is likely to speed up amid rising US tariffs, poses <a title="" href="https://asia.nikkei.com/Business/Consumer/Indonesia-beauty-brands-struggle-in-battle-with-Chinese-rivals" target="_blank" rel="noopener">a growing challenge</a> for Southeast Asian countries seeking to develop their own manufacturing industries.
For the first six months of this year, China shipped USD 322.5 billion worth of goods to ASEAN, surpassing its exports to both the European Union and the US, and marking a 13% year-on-year increase, according to customs data. Imports from the region grew just 1% to USD 188.4 billion.
"Most of the time, the products [from China] are more competitive than those produced by local companies," said Chuah. "And obviously that's where a lot of the industrialization risk is coming in."
This article first appeared on <a href="https://asia.nikkei.com/Business/Business-trends/Chinese-consumer-brands-surge-in-Southeast-Asia-challenge-legacy-names">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Chinese consumer brands surge in Southeast Asia, challenge legacy names

With generative <a href="/industry/ai">artificial intelligence</a> no longer a speculative concept, conversations this year have shifted from whether AI can generate content to how it can be effectively applied in real-world production.
At the 2025 World Artificial Intelligence Conference (WAIC), <a href="/company/kuaishou">Kuaishou’s</a> Kling AI unveiled new features during a dedicated forum. The company introduced two key upgrades designed to expand generative AI’s role in professional content creation, catering to the evolving demands of creators across sectors such as media, <a href="/industry/e-commerce">e-commerce</a>, and film production.
The first is a “dynamic canvas” that offers an expansive visual workspace to support AI-assisted creation and real-time collaboration. According to the firm, It helps users transform fragmented ideas into coherent visual outputs across formats, and assemble them into complete works, streamlining the creative workflow.
The second is multi-image reference, which aims to enhance visual consistency across characters, subjects, and scenes. It also improves motion quality and preserves stylistic integrity in generated content.
Since launching in June 2024, Kling AI has reportedly undergone more than 30 iterations and has produced over 200 million videos and 400 million images. The company said it supports more than 45 million creators and 20,000 enterprise clients worldwide, and its tools are deployed across advertising, animation, game development, and other verticals.
“2025 will be a defining year for the deep application of generative AI technology,” said Gai Kun, senior vice president at Kuaishou and head of Kling AI and the platform’s community science division. He emphasized that generative AI is no longer mere technical advancement, but a force reshaping production models.
Wan Pengfei, head of Kling AI’s visual generation and interaction center, outlined the platform’s development trajectory, highlighting two key focus areas: refining foundational models and incorporating user feedback to guide product direction. Kling AI’s team uses a two-pronged approach, driven by both technology and community input.
The forum also featured speakers from the film, art, and enterprise sectors.
Wu Yishen, contemporary artist, curator, and founder of MUDigital, noted that China’s homegrown platforms like Kling AI now support high-efficiency, high-quality AI art creation. Wu described the technology as a collaborative partner rather than a creative replacement, emphasizing its potential to inspire imagination and foster new modes of human-machine interaction. As adoption grows, Wu expects a more specialized and structured AI art ecosystem to emerge in China.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3400768925387141">article</a> was written by Fu Chong for 36Kr.

Kling AI rolls out new features to streamline generative content workflows

Kuaishou

Kling AI

Artificial Intelligence

Deep Tech

Creative

Content

… from SAIC’s decades of experience with Volkswagen and General Motors. SAIC president Jia Jianxu said the company has assigned its most advanced factory to produce the H5 and is building a new plant intended to rival Huawei’s Aito facility in Chongqing.
Huawei, for its part, brings a tested playbook of its own.
Its smart vehicle capabilities have advanced rapidly, from piloting high-level driver assistance in 2023 to rolling out mapless navigate-on-autopilot (NOA) and the ADS 3 and 4 systems.
It has built more than ten exaflops of computing capacity for autonomous driving, supported by multibillion-RMB annual R&amp;D spending. Its HarmonyOS cockpit platform integrates infotainment and driving systems into a seamless interface.
Huawei’s extended-range powertrain routinely delivers more than 200 km of electric driving. NVH performance is so refined that users often can’t hear the engine start, even at highway speeds.
Just as crucial is Huawei’s vehicle development program. HIMA has produced multiple bestsellers through Maextro and Aito, and has now turned around sales at both Stelato and Luxeed. It follows an integrated annual refresh cycle that few rivals can match.
Its quality system is equally rigorous, drawing from high-end manufacturing and design benchmarks. These will be applied across the Shangjie program as well.
The real difference, insiders say, stems from Huawei’s culture of intensity—a determination to outwork and outbuild rivals. Five years of iteration have only sharpened this edge.
Combined with SAIC’s industrial depth, this partnership is uniquely positioned for success. Dealer recruitment has already begun, with more than 1,000 partners signing up in a matter of weeks.
<h3>When quality meets scale</h3>
In today’s cutthroat car market, brands survive only through product excellence and operational efficiency. One misstep and the decline is swift. The only advantage that counts: a great product.
SAIC has delivered both. Through joint ventures and its own Roewe and MG brands, it has built a national presence. Its Maxus brand pioneered customizable manufacturing, helping SAIC top China’s car sales charts for 18 consecutive years.
But volume alone no longer suffices. Sustainable growth requires consumer focus, resilient sales channels, and high-margin, high-value products.
The H5 fits that mold. Its body size exceeds most competitors in its price class.
The pure electric version offers a CLTC range exceeding 655 km. The extended-range version pairs a 32.6 kilowatt-hour lithium iron phosphate battery with a CLTC-rated electric-only range of 181 km, for a total range over 1,300 km. That’s comparable to Li Auto’s L6, but priced at least RMB 50,000 (USD 7,000) lower.
It also includes Huawei’s full-stack smart vehicle suite.
In terms of positioning, the H5 undercuts larger, more advanced rivals on price, while outpacing comparably priced models on tech and space. It lands squarely in a segment where consumer needs are unmet, and that could be a winning formula.
The SAIC-Huawei alliance is strategic on both sides.
Huawei offers SAIC the technological strength and consumer brand appeal needed to move upmarket. Xiaomi’s rapid rise in EVs has proven how influential a strong tech brand can be. Huawei is the only company positioned to match that momentum.
Meanwhile, SAIC contributes scale, manufacturing prowess, and industrial infrastructure. Huawei supplies the tech DNA and marketing engine. Together, they aim to deliver a mass-market success with premium qualities.
For Huawei, Shangjie fills a gap. HIMA has lacked a brand built for scale. In automaking, scale is survival. Huawei’s R&amp;D-heavy business model requires volume to remain viable, especially as artificial intelligence-driven vehicle intelligence demands even greater capital.
A scalable brand also expands Huawei’s ecosystem, offering layered entry points across price tiers without sacrificing quality.
As Chinese consumers increasingly value experience over specs, the Shangjie H5 could yet become one of the most anticipated vehicles of late 2025.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3394435818670464">article</a> was written by 36Kr Brand.

With Huawei and SAIC behind it, the Shangjie H5 goes big on tech and scale

SAIC Motor

… href="https://36kr.com/p/3399692881725574">36Kr</a></li>
<li aria-level="1"><a href="http://www.nbqingmei.com/">Qingmei</a>, a smart dishwasher manufacturer, has raised nearly RMB 100 million (USD 14 million) in its Series B funding round. Shin Kong Capital and GoldenHome co-led the round, with follow-on investment from Xiaomi. Founded in 2019, the company plans to use the funds to expand its factory capacity to one million units, upgrade equipment, and advance R&amp;D. —<a href="https://36kr.com/p/3401174472133000">36Kr</a></li>
<li aria-level="1"><a href="http://www.realmagicsemi.com/">Realmagic</a>, a semiconductor firm registered in Shenzhen, has raised a multimillion-RMB investment at pre-Series A+ level from Addor Capital and Hechuang Capital, with Leap Capital as financial advisor. This marks the company’s third financing round in a year, bringing total annual funding to nearly RMB 100 million. The funds will support product testing and R&amp;D. —<a href="https://36kr.com/p/3402187944577159">36Kr</a></li>
<li aria-level="1"><a href="https://www.xunluai.com/">Xunlu AI</a>, an enterprise artificial intelligence company focused on sales and customer service automation solutions, has closed a multimillion-RMB Series A+ funding round co-led by Kunyan Capital and IDG. Millennium Capital Partners and Yuanhe served as advisors. Founded in 2021, the company will use the funds to grow its product suite and expand its commercial presence. —<a href="https://36kr.com/p/3399386047285383">36Kr</a></li>
<li aria-level="1">Tangshangtang, a steamed bun chain, has raised several million RMB in a pre-Series A funding round from Hefei Construction Investment and Holding as well as returning investor Tomato Capital. The capital will be used for supply chain improvements and team expansion. —<a href="https://36kr.com/p/3393994801989761">36Kr</a></li>
<li aria-level="1">PixelBloom, a generative AI company, has completed its Series B3 funding round with backing from E-Town Capital, CAS Investment Management, Innoangel Fund, Shuimu Tsinghua Alumni Seed Fund, and Toread founder Sheng Faqiang. The funds will support the international rollout of its AI-powered presentation platform AiPPT and the development of new AI assistant tools. —<a href="https://36kr.com/p/3392954844072071">36Kr</a></li>
</ul>
whereRelatedArticle
<h3>Respiree, HeyMax, Zeron, and more made recent headlines:</h3>
<ul>
<li aria-level="1">Respiree, a health tech company founded in Singapore, raised USD 11.6 million in a Series A funding round co-led by We Venture Capital and ClavystBio. Other participants include Adaptive Capital Partners, Mayo Clinic’s Mayo Foundation for Medical Education and Research, Greenwillow Capital Management, Seeds Capital, and She1K.</li>
<li aria-level="1">HeyMax, a Singapore-based loyalty and travel rewards startup, acquired Krip, a Hong Kong fintech platform specializing in credit card benefits and loyalty deals. The financial terms were not disclosed.</li>
<li aria-level="1">Zeron, an electric heavy truck manufacturer, raised RMB 500 million (USD 70 million) in a Series A funding round co-led by Momenta, Xinghang Venture Capital, and Cherish Capital. Other backers include Guofa Wenxin, Loudong Industrial Fund, Deying Capital, Xinjing Fuying, Vision Plus Capital, Caitong Capital, Ondine Capital, and existing shareholder Skyview Fund.</li>
</ul>
If there are any news or updates you'd like us to feature, get in touch with us at: <a href="mailto:hello@kr-asia.com">hello@kr-asia.com</a>.
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Deals in brief: Chocolate Finance raises Series A+ funding, Gobi Partners backs NanoSkunkWorkX, latest China deals, and more

Venture Capital

Private Equity

Investment

Merger &amp; Acquisition

Singapore

Malaysia

Hong Kong

Southeast Asia

Adidas posted strong results for the second quarter of 2025, with global revenue rising 12% year-on-year (YoY) to EUR 6 billion (USD 6.8 billion). Operating profit jumped 58% to EUR 546 million (USD 622.4 million), while gross margin improved to 51.7%, aided by reduced discounting, lower freight and product costs, and a smaller impact from currency fluctuations and tariffs.
For the first half of the year, revenue climbed 14% to EUR 12.105 billion (USD 13.8 billion), while operating profit surged 70% to EUR 1.2 billion (USD 1.4 billion).
The gains reflect Adidas’ two-pronged strategy centered on performance sports and sports fashion. The running category stood out, with global sales of the Adizero line rising more than 25% YoY. The product gained traction in China as well, where Adidas maintained visibility by supporting marathons and track and field events and sponsoring several top-performing Chinese athletes. The Adizero Evo SL alone accounted for nearly 30% of the brand’s running footwear growth in the second quarter, according to the company.
Adidas also continues to grow its “in China, for China” strategy. The Greater China business recorded its ninth consecutive quarter of what the company described as “quality growth,” with Q2 revenue reaching EUR 798 million (USD 910 million), up 11% YoY. For the first half of 2025, revenue in the region rose 13% to EUR 1.827 billion (USD 2.1 billion).
<a href="https://kr-asia.com/adidas-lands-on-anfu-road-joining-the-retail-mix-shaping-shanghais-storied-street">A newly opened Adidas Originals flagship on Anfu Road in Shanghai</a> exemplifies this approach. The store, launched this summer, introduced a pet-themed product line developed by Adidas’ Shanghai-based creative center, which is now in its 20th year. The location also features collaborations with designers such as Edison Chen and Caroline Hu.
The company is also deepening ties with top Chinese institutions such as Tsinghua University and Fudan University, while supporting campus sports and local designer collaborations. These efforts are intended to align product development and branding more closely with Chinese consumer tastes.
whereRelatedArticle
Despite the positive momentum, Adidas faces growing cost pressures. CEO Bjorn Gulden said during the earnings call that the company incurred tens of millions of euros in tariff-related expenses in Q2. Adidas expects an additional EUR 200 million (USD 228 million) in product costs in the US market this year. Analysts have warned that recently imposed US tariffs on imports from Vietnam and Indonesia, which account for 27% and 19% of Adidas’ production respectively, could disrupt supply chains and trigger adjustments in pricing or manufacturing strategy.
In response, Adidas has reportedly been stockpiling inventory in the US, following the lead of competitors such as Puma, according to <a href="https://www.reuters.com/business/retail-consumer/puma-inventory-headache-highlights-us-tariff-dilemma-retailers-2025-07-25/">Reuters</a>.
Still, the company is maintaining its full-year outlook, forecasting double-digit revenue growth. It plans to counter external challenges by launching a more competitive product lineup, strengthening retail partnerships, and improving marketing efficiency. On a currency-neutral basis, Adidas expects full-year revenue to grow at a double-digit pace, with operating profit projected to reach EUR 1.7–1.8 billion (USD 1.9–2.1 billion).
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3401459406669958">article</a> was written by He Zhexin for 36Kr.

Adidas Q2 profit jumps 58% on strong demand and tighter cost controls

Retail

Consumer Economy

Europe

On July 25, Dianzhong Technology accused ReelShort, the short drama platform operated by COL-affiliated Crazy Maple Studio, of distributing multiple unauthorized shows that closely resemble content it owns or licenses. The statement was published on Dianzhong’s official WeChat account.
Dianzhong CEO Chen Ruiqing followed up with three consecutive posts on his personal WeChat, reaffirming the company’s commitment to protecting its intellectual property overseas, regardless of time or cost.
A person close to Dianzhong told 36Kr that eight titles were initially flagged for takedown, but ReelShort ultimately removed only three. The source added that executives from both companies met in person, but failed to reach a resolution.
Dianzhong is not alone. Other major domestic short drama producers, including Heard Island and Maiya Drama, have issued similar complaints against ReelShort.
Wang Li, who oversees international operations at Maiya Drama, posted on social media that ReelShort’s legal head abruptly exited a joint communication group and ceased contact. Wang also claimed that ReelShort’s founder had previously signed a pledge not to infringe on Maiya’s IP but later reneged. “We were left with no choice but to speak out on social media,” Wang wrote.
36Kr reached out to Crazy Maple Studio for comment but received no response as of publication.
<h3>ReelShort versus DramaBox</h3>
ReelShort remains the leading overseas short drama platform, holding a nearly two-year lead over its competitors. Between March and April this year, it ranked as one of the top entertainment apps in the US for over 30 consecutive days, according to app store data.
Its early-mover advantage and localized content strategy are key reasons behind its dominance.
By the second half of 2023, ReelShort had already drawn industry-wide attention by reaching the top of the US iOS entertainment chart. The achievement signaled that overseas short dramas still held significant potential.
ReelShort focused on producing content tailored to local preferences, such as werewolf and revenge genres, while employing local actors and crews. These shows were generally better received than translated Chinese dramas, which now account for roughly half the market, and were better suited to a paid content model.
In 2024, ReelShort generated an estimated USD 300 million in revenue, according to 36Kr.
However, the push for localization comes with tradeoffs, especially in content supply.
User reviews often cite the platform’s slow release pace. While artificial intelligence-translated dramas can yield over 100 new episodes monthly, locally produced series typically release only a few dozen. High labor and location costs in North America and Europe push production budgets to USD 150,000–200,000 per title, or more. The hit rate remains low, with fewer than 5% of titles achieving viral success.
This environment makes copying proven hits seem like a lower-risk, high-reward strategy. One of the shows Dianzhong accuses ReelShort of copying has received 36.3 million views on the Hongguo Short Drama app, considered a moderate success by industry standards.
A US-based director known as A-Ye told 36Kr that plagiarism is widespread in the short drama industry, both in China and abroad. “It’s common to directly translate a hit from overseas and have local writers rework it, or the other way around,” he said. “Sometimes even the actors don’t know the plot until they are on set. That’s how secretive things have become.”
DramaBox, by contrast, built its model around translated content, which is cheaper and quicker to produce. It also poured resources into aggressive ad campaigns. According to 36Kr, DramaBox has surpassed RMB 2 billion (USD 280 million) in revenue and recorded more than 100 million app downloads—double that of ReelShort.
Together, ReelShort and DramaBox control close to 60% of the overseas short drama market, with each platform holding nearly 30%.
<h3>Every advantage counts in a crowded market</h3>
More Chinese short drama firms are now eyeing global expansion. As of March, 237 Chinese short drama apps were targeting international audiences—nearly four times the number from the previous year, according to DataEye. New entrants include Maiya Media’s NetShort and COL’s Sereal+ and UniReel.
But market saturation is becoming a concern. Data from Duanju Zixishi shows that while overseas short drama revenues grew 47.1% from Q3 2024 to Q2 2025, growth sharply declined by 68% in Q2 2025, largely due to slowing user acquisition.
As more players crowd the space, the urgency to capture market share is rising.
In response, ReelShort has increased spending on content and advertising. Sensor Tower data shows the platform generated USD 130 million in in-app purchase revenue in Q1 2025, nearly half its 2024 total, topping income and growth charts across the sector. DramaBox was close behind with USD 120 million and maintained a top ranking in ad spending.
Their strategies are beginning to converge.
DramaBox, originally focused on translated content, is now pivoting toward original local productions that offer better monetization and user retention. The company currently releases more than a dozen new shows each month, though it still trails ReelShort in overall presence.
While more companies explore opportunities in Southeast Asia, the rivalry between ReelShort and DramaBox is fiercest in North America and Europe. From August 2023 to June 2024, revenue per download (RPD) in North America averaged USD 4.7, while Europe recorded USD 2.3, both well above the industry average of USD 2 and significantly higher than Southeast Asia’s USD 0.7, according to Diandian data.
With ReelShort now facing public plagiarism allegations, its business challenges are under greater scrutiny: low hit rates, rising production costs, and a revenue model that remains unproven at scale. Industry sources told 36Kr that, unlike DramaBox, which now generates enough overseas income to subsidize its domestic business, ReelShort remains in the red.
As companies like Dianzhong move to defend not just their IP but also their market position, the pressure is mounting. In an increasingly saturated landscape, every slice of the pie counts more than ever.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3397063436716165">article</a> was written by Lan Jie for 36Kr.

ReelShort hit with IP theft claim as short drama rivalry escalates

Entertainment

Video

… TSMC’s automotive-grade four-nanometer process will only be ready this year.
Automotive-grade standards are stricter across the board, not just at TSMC’s foundries, but also in packaging and testing. “Testing for automotive chips costs three times as much because it’s done three times over,” one chipmaking veteran said.
In general, automotive-grade chips lag their consumer counterparts by two years. The more advanced the node, the longer the gap.
And because automotive volumes are lower, foundries naturally prioritize consumer chips. These timelines are structural, not negotiable.
A single delay can cost automakers heavily. In any other supplier relationship, that would trigger a crisis review. But inside Nvidia, there’s barely a ripple. Why? Because Nvidia isn’t a car supplier at heart. Automotives make up only a small chunk of its gargantuan business.
To be clear, Nvidia is trying. Its teams reportedly worked through Christmas, but its focus is on solving technical challenges, not meeting carmakers’ production deadlines.
Had Nvidia prioritized delivery timelines, Thor could have been built on a more mature node. After all, cars prize stability over top-tier specs.
Then there’s resource allocation. Multiple engineers told 36Kr that when they encountered issues using the Thor chip, Nvidia’s support was lacking. “Some defects were patched at the vehicle controller level—by us,” one said.
Even Huang doesn’t check in on the automotive business much. That’s a tough mismatch for carmakers used to assertive, attentive suppliers.
<h3>What Nvidia lost was a window of opportunity in China</h3>
When it comes to autonomous driving software, Nvidia’s hardware DNA has repeatedly clashed with the strengths of startups that started off in software development, like Momenta.
In February 2024, Nvidia’s automotive head Wu flew to Shanghai with several vice presidents and senior directors for a six-week development sprint. But even after the blitz, Nvidia’s assisted driving experience still lagged behind Momenta’s.
According to a company source, Mercedes-Benz had requested a demo of urban navigate-on-autopilot (NOA) functionality in Shanghai. During the test, Momenta’s system required nearly zero driver intervention. Nvidia’s? It reportedly braked abruptly, accelerated unpredictably, falling short of mimicking human driving.
Wu, a former head of Xpeng’s assisted driving division, is known for his relentless execution. At Nvidia, he kept his routine of testing in cars daily. But even he hasn’t managed to close the gap.
Corporate culture may be the biggest obstacle. While Wu built a 200-person team in China, 80% of Nvidia’s autonomous driving unit—over 2,000 people—remains US-based. “The China team has no real authority,” one source claimed. “Even for urgent edge cases, decisions all come from the US. People joke that the China team is a puppet.”
By contrast, China’s top players build software under intense pressure, often in closed-loop development cycles, with quick feedback and faster turnaround for clients.
At Nvidia, no one’s getting fired. A 36Kr source said that any employee with more than three years at the company is likely already a multimillionaire, assuming equity wasn’t sold too early. “People don’t feel the need to hustle anymore,” the source added.
That makes it harder to cater to carmakers.
In one project meeting with Mercedes-Benz, a US-based Nvidia staffer reportedly slammed the table and said, “Remember, we’re strategic partners. We’re equals. This isn’t a client-vendor relationship.”
China’s software startups couldn’t afford that tone. Startups like Momenta, QCraft, and DeepRoute.ai are still fighting for survival.
“Two to three out of every six months are spent in full-throttle mode,” one Momenta employee said. That may not suit every employee’s lifestyle, but it does help keep the company alive in the assisted driving race.
Nvidia, for its part, is trying to inject new life into its workforce. Earlier this year, Huang hired Kristin Major from HP as senior vice president, widely seen as a move to rekindle morale internally.
At Nvidia’s GTC conference in Paris this June, Huang said everything that moves will be robotic in the near future. Accordingly, the next frontier will be cars.
That prediction is dead on. According to insiders, Qualcomm’s automotive revenue has grown from just 1.2% of its total two years ago to nearly 10% today. The company is rapidly adapting its latest technologies for automotive-grade chips.
But Nvidia’s tightly integrated CUDA and NVLink ecosystems, which form its moat in the GPU world, don’t translate as well to the automotive sector. Several carmakers told 36Kr they are unsure whether Nvidia will continue investing in this space, or eventually pull out.
Robotics may be the long game, but the first real challenge is already here: the smart car.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3391305551431811">article</a> was written by Li Qin and Li Anqi for 36Kr.

From dominance to doubt: How Nvidia fumbled its shot at powering China’s cars

Nvidia

Autonomous Vehicles

Semiconductors

AI Infrastructure

… because anything can happen.
Of course, someone has to do the hard operational work. Luckily, we now have a few full-timers in the community. They are professionals. Extremely reliable. But we’re still trying to avoid hard rules or hierarchy.
<h3>AN: At Feishu’s developer conference, you announced a new AI-native talent platform. Other AI products for social networking exist. What makes yours different?</h3>
AJ: Many AI products focus on social interactions, but most start as tools before trying to add social features later.
We’re the opposite. We started with people, because communities are made of people. We already know who’s here in our community, where they are on their journey, what they need next.
We don’t want to just be a new social space or shiny interface. The platform will be a space with a built-in knowledge base and growth paths. It’s about helping people be seen and found, by those who need them. It’s about becoming part of the real AI wave, and getting real rewards for it.
<h3>AN: If your community has a core belief, what would it be? A shared faith in the AI-driven future? A culture of wanting to live differently?</h3>
AJ: I don’t think it’s a fixed creed. It’s more like a collective scent, or a vibe.
I’m a natural risk taker. And I think a lot of people in the community are, too. We’re not satisfied with life as it is. We want to try building a new world with our own hands. Even if we’re not sure what tomorrow looks like, we have to make it different.
In the AI era, everyone has a chance to become a creator. It’s like standing on a map that’s just been unrolled. You’re a little scared, but mostly thrilled. So you start walking, and sketching the map as you go.
AI is like a ship that suddenly appeared. No one knows where it’ll end up, but you don’t want to be left on the shore. We’re the ones who already jumped on. Learning, building, and playing—together.
<h3>AN: Was there a moment when you felt WaytoAGI had a life of its own?</h3>
AJ: Totally. It feels like a young deer.
<h3>AN: And if it ever stops moving, why would that be?</h3>
AJ: I don’t think it can stop. If it slows down, we’ll find a new way to move it. We’ll take the whole crew and keep wandering the world.
<a href="/collections/100-ai-creators">100 AI Creators</a> is a collaborative project between AI Now! and KrASIA, highlighting trailblazers in AI. Know an AI talent we should feature? <a href="mailto:ainow@kr-asia.com">Reach out to us.</a>

From a shared doc to nine million members: How WaytoAGI grew into a global AI tribe