Attempting to win the US market, VW’s executives had a strategy to develop “clean-diesel” vehicles. However, they ignored evidence that their technology could not comply with environmental regulations and was “too good to be true.”
Senior leaders were not listening to the fact that they could not deliver on the vision of “clean-diesel”.
VW’s software allowed them to cheat on diesel emissions tests. As the authors state in the article, “Cheating and cover-ups are natural byproducts of a top-down culture that does not accept “No” or “It can’t be done” for an answer.”