When Family Names Became Corporate Brands

Back in the day, Ford wasn’t just a brand.

It was Henry Ford. A man with an idea: make cars affordable for the average person.

And Porsche? Ferdinand Porsche. A man who thought a sports car could also be practical.

Both names meant something.

They were personal. Human.

They stood for innovation, but also for trust.

Because when your name’s on the product, you don’t cut corners.

It’s not just business. It’s personal.

But somewhere along the way, something changed.

Ford became a corporation. Porsche became part of a group.

Now, decisions aren’t made in workshops or at kitchen tables.

They’re made in boardrooms by people in suits.

People who’ve never tightened a bolt or driven one of their own cars.

The Pressure to Change

Here’s the thing about corporations: they’re not nimble.

They’re ships that take miles to turn.

And right now, they’re heading straight into the iceberg of government policy.

Governments have decided petrol and diesel cars are done by 2030.

It’s electric or nothing.

But the market isn’t ready.

The charging network’s patchy. The cars are expensive.

And most people still don’t trust them.

But governments don’t care. They’ve got targets to hit.

So, they pressurize manufacturers to stop making what people want — petrol and diesel cars — and start making what they’re not ready for: EVs.

Ford’s tried to go all-in. Bold move, right?

They’ve committed billions to electrification.

But Europe’s middle class is struggling. Inflation’s up. Wages are stagnant.

People can’t afford premium EVs like the Mustang Mach-E.

So who’s stepping in? China.

China’s Double Game

China makes most of the world’s EV batteries. They’ve nailed the supply chain.

Now they’re exporting affordable EVs to Europe. Brands like BYD and NIO are flooding the market.

It’s smart. China’s playing both sides.

They’re building cheap EVs for export.

But back home? They’re still building coal plants.

They’re one of the world’s biggest polluters.

But they’ve made themselves indispensable to the green transition.

Europe’s automakers can’t compete. Not on price. Not on scale.

And with governments phasing out petrol and diesel, companies like Ford and Porsche are caught in a squeeze.

The same governments pushing for net zero are watching their domestic industries collapse. Jobs lost. Factories closed.

Meanwhile, the Chinese are laughing all the way to the bank.

The Rory Sutherland Perspective

Rory Sutherland, behavioral economist and EV enthusiast, often speaks about how people adopt technology. He’s optimistic about EVs but realistic about their challenges. He talks about the “crossing the chasm” problem—how early adopters embrace innovation, but the mass market needs practicality and affordability.

Sutherland sees the value in hybrids as a “gateway drug” to full electrification. He’s also critical of governments trying to force the pace of change. Mandates without market readiness, he argues, create backlash and inefficiencies. It’s a lesson corporations and policymakers seem to ignore.

The Taycan Insurance Nightmare

Then there’s the man with the Porsche Taycan.

He bought into the dream of electric vehicles, only to find himself in a nightmare.

After receiving a letter from Porsche advising him not to park the car near buildings due to fire risks, his insurance company canceled both his car and home insurance. They flagged him just for asking about the letter.

Now, he’s stuck. Can’t insure his car. Can’t drive it. Can’t park it near his home.

And here’s the big question: what happens if this pattern repeats?

What if more EV owners find themselves uninsurable because of manufacturer advisories or safety concerns?

It’s a ticking time bomb.

If insurers start pulling out, the entire EV market could collapse under its own weight.

Where Did We Go Wrong?

The problem is, we’ve forgotten how to think long-term.

Henry Ford didn’t just build cars; he built an industry.

Ferdinand Porsche didn’t just design a car; he built a legacy.

But now? It’s all quarterly earnings and shareholder value.

Decisions are reactive, not proactive.

Governments set unrealistic deadlines. Corporations scramble to meet them. And consumers are left out in the cold.

People want cars that are affordable, reliable, and practical.

Not ideological experiments.

The Way Forward

What if we took a step back?

What if we let the market dictate the pace of change?

Hybrids as a bridge. Plug-in options for hesitant buyers.

A charging network that works, not just in cities but everywhere.

Let’s build trust again.

Not just between automakers and customers, but between governments and industries.

Because at the end of the day, it’s not just about cars.

It’s about freedom. The freedom to choose what we drive. The freedom to move.

And that’s something worth fighting for.

Just ask Henry Ford. Or Ferdinand Porsche.

They’d understand.